Universal Health Coin

Universal Health Coin is a Public Benefit Corporation developing a crypto token-based healthcare finance system utilizing blockchain technology as a utility to decentralize the provision and fair payment of health services worldwide.

This is the white paper for the establishment of the Universal Health Coin (UHC) where we are reinventing healthcare finance by utilizing blockchain technology to arbitrage, decentralize, and provision the fair payment of health services, leveraging artificial intelligence across a distributed network, and exploiting the explosive growth of cryptocurrency as a store of value.

THIS WHITE PAPER HAS BEEN PREPARED SOLELY FOR THE PURPOSE OF INFORMING THE PUBLIC, POTENTIAL COLLABORATORS, AND PARTICIPANTS TO THE DEVELOPMENT OF UNIVERSAL HEALTH COIN. THIS WHITE PAPER IS NON-BINDING IN ALL RESPECTS AND DOES NOT CREATE ANY LEGAL OBLIGATION OF ANY KIND ON ANY PERSON. THE ULTIMATE IMPLEMENTATION OF UHC IS DEPENDENT UPON SEVERAL FACTORS AND RISKS OUTSIDE THE CONTROL OF UHC INCLUDING REGULATORY RISKS, CONTRIBUTOR PARTICIPATION, THE ADOPTION OF BLOCKCHAIN TECHNOLOGY AND THE CONTINUED USE AND ADOPTION OF THE NEO NETWORK. THIS DOES NOT CONSTITUTE AN OFFER OR SOLICITATION TO BUY TOKENS NOR EQUITY BASED SECURITIES IN UNIVERSAL HEALTH COIN NOR ANY RELATED OR AFFILIATED ORGANIZATION.

“Unless we put medical freedom into the Constitution, the time will come when medicine will organize itself into an undercover dictatorship.” Benjamin Rush, a Founding Father of the United States, physician and social reformer, quoted in 1786

“The new system should be fully consumer driven, empowering individuals to be the surveyors and purchasers of their care. Past reforms in this direction became stilted and ultimately incomplete, but the current moment offers a chance to truly rebuild from the ground up.” Scott Gottlieb, MD, Commissioner-Elect of the FDA, 2016

“When the incumbent industry is making statements [fearful of crypto currencies] yet acknowledging you… it’s a sign that what we’re doing is working…it’s a huge validation.” Brock Pierce, Chairman of the Bitcoin Foundation

1. INTRODUCTION

We believe that Benjamin Rush was talking about the organization of medicine, what we call “healthcare” today, and not the service of medicine, health and wellness. We have never gotten as close to Dr. Rush’s fears as we are today! With serious talks of a single-payer finance and payment system here in the US, we have a greater need today than ever to reinvent healthcare finance and payment, and as you will learn herein, we have the technology to actually make it happen — from the people up rather than the government down.

Here in the US alone…

• We spend 19% of our total GDP or $3.5 Trillion on our healthcare every year — that is $10,375 per US Citizen;
• We spend $500 Billion on administration of healthcare;
• $875 Billion duplicating services because doctors and hospitals don’t talk to each other; and
• We spend billions more trying to secure our health data from hackers.

There must be a universal solution for healthcare, one that is elective, expansive, fair, and efficient — one that leans toward the future.

This means ridding ourselves of the wasteful spending mentioned above. It stems from two big problems in healthcare, namely, the lack of market economics and the excess of middlemen in the healthcare industry.

1.1 No Free Market Economics in Healthcare

Because healthcare is such a strictly regulated business by Federal and State governments, councils, and agencies, along with the employers and insurance companies who are only working in their own interest and not that of the individual patients or health service providers, there exists no free market economics in healthcare. There is no true mandate by the patient as a would-be consumer to hold health service providers responsible for improvements in quality or cost of their service. Additionally, there are little to no financial motivations for individuals to take personal responsibility or “buy-in” to manage their own health.

1.2 Excess of Middlemen

These third-parties (payers, brokers, insurers, governmental) siphon off much of the funds that could otherwise be designated to providing health services to people in need. Creating a health system that removes all unnecessary third-party administrators from the equation must be a primary goal of everyone working to solve the healthcare crisis.

Healthcare is failing us here in the United States and it is not less disappointing in other countries either. Healthcare today is set up just like a mechanics shop that works on the principle of providing short-term “fixes” only until people must come back for more.

1.3 Problems in the Current Health Systems

1.3.1 Low Value for High Cost

How do you see the value of your healthcare dollar? Is it going up or going down? We see its overall value dropping every time another person joins the ranks of the:

• ~2 billion people in the world who are obese
• ~411 million who are diabetic with another billion pre-diabetic
• ~1 in 3 adults around the world who are hypertensive, burdened with high blood pressure or afflicted with full-onset Congestive Heart Failure

1.3.2 High Cost of Administration

We are not talking about the health service providers here, they are actually very good at what they do and they do it so well because the financial incentives motivate them to be the best at “fixing” symptoms.

We are talking about the way healthcare is financed and administered.

From an administrative standpoint, 15% of our healthcare dollar goes to pushing paper and bureaucracy rather than actual care — in the US alone that is $500 billion of the $3.35 trillion we spent in 2016.

From a financing standpoint, not only are the incentives wrong, but the inflation in costs of health services is outrageous. While they have dropped slowly over the past decade, from 16% in 2008 to 6.5% per year in 2016, this has been directly attributed to the fact of being more consumer-paid as opposed to policy.

1.3.3 Temporary Effect of Cost Shifting

“Healthcare costs have inflated, in part, from a lack of competition… and it’s set to get worse. The Affordable Care Act (ACA) forces insurers to accept patients regardless of medical history or risk profile, and that is a big reason insurers are pulling out of markets.”Olivier Garret, Forbes Contributor

As PriceWaterhouseCoopers illustrates in their latest report on healthcare inflation, cost shifting from employers and government plans to making consumers pay higher deductibles and co-pays created cash paying customer demand for lower cost higher quality services. This demand and consumer realization of cost is what has led to slowed inflation of healthcare prices. PWC also points out that this model has run its course and they expect higher rates of inflation to return to the cost of healthcare.

The Accountable Care Act’s attempt to create efficiencies and financial stabilization through mandates of adopting information management technology and realigning some of the incentives for providers through “Value-based Care” were admirable. The problem is that it has been a complete failure in execution — as most government programs and mandates do.

We believe that changing the motivations of both the population and the health service providers can contribute to people getting healthy faster and staying that way.

1.4 How UHC offers a Solution to our Healthcare Crisis

Let us be emphatic, UHC is a solution for healthcare worldwide. While we are based in the US and discuss the problems in healthcare in US terms, upon launching the UHC the system will be able to be used Worldwide. All we need is a member who wishes to buy health services using our system, potentially even sharing in the health cost program, and a willing health and/or wellness service provider to accept a cash payment for providing that service to the UHC member.

A universal health currency solves the problems outlined above by taking existing payment models and adding the efficiency and fairness that cryptocurrency and the blockchain provide.

The Universal Health Coin calculates cash payments across a blockchain distributed-ledger-system based upon proprietary algorithms and artificial intelligence embedded within the system. Health services are validated as Health Care Events (EHC) and converted into Neo’s NEP5 Token in real-time to pay the health service providers through smart contracts covering the healthcare expenses of individuals using UHC. Providers are paid at a Negotiated Cash Price built into the blockchain smart contracts.

A UHC Wallet is created and funded through a system of monthly contributions by individuals to fund the payment of future health services. Wallets are pledges for future health service expenses. Wallets are debited as the system requires the contribution of anonymous members. Wallet and value of coins are tied to the price of Neo.

Due to the nature of the decentralized cash-based system coupled with UHC’s artificial intelligence and machine learning, as UHC evolves it is anticipated there will be a 45–55% reduction in health costs for UHC members.

Co-founded by Courtney Jones and Dr. Gordon Jones (no family relations), UHC is developing the roadmap to Token Sale, building the systems, and protocols for deployment of the platform. Both Joneses are successful entrepreneurs in their respective fields with the experience, resources and a broad network of experts to launch the Universal Health Care solution through the blockchain and cryptocurrency realm.

1.5 Timeline of Events

This is the timeline of events that the UHC team has been following to get to full deployment of the UHC system and the decentralization of healthcare finance and payment worldwide.

1.6 The Pre-Token Sale to Stakeholders

UHC is acquiring pre-purchases of UHC at a discount for future UHC members who wish to purchase UHC before the official Token Sale. Prospective members are offered to pre-purchase UHC for up to an 80% discount of the Official Token Sale price. The UHC Token price will be tied to Neo’s token. See Section 11: UHC Token Economics and Modeling for more information.

2. OVERVIEW OF THE CURRENT HEALTH SYSTEM

“A blockchain-based system will enable unprecedented collaboration, bolstering innovation in medical research and the execution of larger healthcare concepts such as precision medicine and population health management.” Kamaljit Behera, Transformational Health Industry Analyst

While most other countries claim that they provide free healthcare to their citizens, and they may follow through their claims at the very basic level, virtually every country in the world has both a publicly funded and a private health system similar to the US Health System.

Here Visually illustrates the complete and total mess of our existing government-run health system, its regulation, and all its administrative exuberance driving the $500 billion in the administrative waste, leading an additional 25% in fraud, duplicated services, and more waste.

We will break down the system in a style much easier to recognize and understand, but suffice it to say — this figure illustrates the reason we spend more than $3.5 trillion dollars on healthcare in the US, 25% in wasted services and 15% on administration.

The following is relevant to everyone in the world looking for the ability to buy and use the Universal Health Coin — certainly, we all have the same concerns regarding the security of our health, identifying data, the cost of health services and payment procedures.

In the current health system, we start with the patient who has a health concern and needs to visit a doctor or go to the emergency room. In either setting, the doctor provides services to the patient.

The patient then pays their deductible or co-pay themselves and the doctor bills the third-party organization responsible for paying the rest of the cost of services such as their employer health plan, a private insurance company, or the government, via programs like Medicaid, Medicare, Tricare or the VA (for veterans). According to the Medical Group Managers Association, the third-party payer organizations typically reimburse doctors within 30 days only 50.1% of the time, the remainder in accounts receivables are 11% under 60 days, and 38% up to 120 days later.

The fourth part of the financial puzzle is that we all pay taxes to the government to cover those who qualify for Medicaid, Medicare, Tricare or VA. Our taxes are how their premiums get paid to cover those health services.

Finally, all this money being paid into the healthcare financing system is captured into what are called risk pools. At the end of the day, these risk pools have a finite amount of money in which to pay the healthcare bills of everyone they are responsible for — thus the risk is taken as an insurer with access to other sources of reinsurance funding.

This is where we get into trouble and why the health status of your neighbor or fellow employee is critical to how much we pay into the system in the form of premiums or taxes, continuously getting higher.

The public was so desperate that they attempted Obamacare, turning the power over to the federal government to try and control spending because as a nation and as individuals we are paying too much. As we know from American history (if you don’t, then read the Rush Revere book series), Americans hate paying too much in taxes.

We spend $10,395 per person per year for the 315 million people we have in this country. If we pull out the top 20% of the population generating 80% of the total cost, they are costing the system $2.8 trillion. Through the Universal Health Coin, we are targeting those who are in the 80% and only costing the system $700 billion in health spend. We expect that the Universal Health Coin system will be able to lower the cost per person per year to $2,745 for its members allowing UHC to reduce the monthly charge to a range between $228.75 and $350.00 per member.

Every system in the world is structured in this way. It doesn’t matter if it’s provided by the government or private enterprise, the problem is not only that it cost so much — the problem is there is a huge demand and really no mechanisms in place to curb that demand.

We must responsibly push the financial and personal health status back to where it belongs, and that is with the individual and their doctor.

Yes, there are some genetic deficiencies that we may not be able to control per se, but there is not a diagnosis on earth whose effect we can’t lessen by taking personal responsibility and living healthy lives — obesity makes every other condition worse. UHC incentivizes health living.

Through the advancements in blockchain, cryptocurrency, smart contracts, and real-time processing via an online network of power, we can change the way healthcare is financed and the incentives aligned in order to motivate the individual members to be as healthy as they can be, or else exit the system.

2.1 Scarcity’s Effect on Cost

“Anything scarce will ultimately be tokenized because the benefits of digitization and increased liquidity are so great. That means cash, stocks, bonds, commodities, houses, cars, digital goods of every kind, and perhaps human time in the form of the personal token.” Balaji Srinivasan in an interview with CNBC

UHC recognizes the opportunity to pay for health services through the benefits of its own token. Health services worldwide are a scarce resource, even here in the US. According to the Association of American Medical Colleges, the demand for physicians continues to grow faster than supply.

In a nutshell — the nation will be short more than 90,000 physicians by 2020 and 130,000 physicians by 2025, and a shortage of at least one million nurses as well. Why? Following are the various reasons.

2.1.1 Shrinking Supply

There is a significantly shrinking supply of physicians here in the US, which also directly affects the rest of the world. There are very few physicians around the world that wouldn’t jump at the chance to fill the needed demand here in the US.

• 1 in 3 practicing physicians in the U.S. is over the age of 55 and close to retirement
• 6 in 10 physicians say it is likely many colleagues will retire in the next one to three years

Although physician supply is projected to increase modestly between 2017 and 2025, the demand will grow more steeply.

• Total physician demand is projected to grow up to 17 percent, with the population aging/growth accounting for the majority and full implementation of the Affordable Care Act, which ultimately accounts for another 2 percent of the projected growth in demand.
• The shortages will expand further due to the rapid growth of new payment and delivery models such as concierge medicine (CM), direct-primary-care (DPC), patient-centered medical homes (PCMHs) and accountable care organizations (ACOs) that incentivize the doctor to spend more time with patients (which is a good thing).

Total shortages in 2025 vary by specialty includes:

• A shortfall of between 12,500 and 31,100 primary care physicians
• A shortfall of between 28,200 and 63,700 non-primary care physicians, including:

▪ ▪ 5,100 to 12,300 medical specialists

▪ ▪ 23,100 to 31,600 surgical specialists

▪ ▪ 2,400 to 20,200 other specialists

The physician shortage will persist under every likely scenario, even with the increases in the supply of:

• Advanced Practice Nurses
• Physician Assistant
• Greater use of alternate settings such as retail clinics
• Delayed physician retirement
• Rapid changes in payment and delivery (e.g., ACOs, bundled payments, direct cash)
• Other modeled scenarios

Addressing the shortage will require a multi-pronged approach, including:

• Innovation in delivery
• Greater use of technology
• Improved, efficient use of all health professionals on the care team
• Removing time away from direct patient care

These are the scarcity problems that UHC looks to take advantage of in the hope that the token will help to incentivize physicians and other health service providers better than the traditional and slow payment process of insurance based reimbursement, government payment, and finance mechanisms.

2.1.2 Growing Demand

• By age 65, about two-thirds of senior citizens have at least one chronic disease, most two
• 20 percent of Americans older than 65 see 14 or more physicians and complete an average of 40 physician visits each year
• More than 10,000 Americans turn 65 each day
• The Patient Protection and Affordable Care Act extended health insurance coverage to 33 million citizens through mandates by the government of coverage, no limited benefit, and acceptance of pre-existing conditions.

For all of us, the waiting times for these health services in the future are going to be tremendous.

2.1.3 Physician Time Spent Away from the Patient

In a study of 471 primary care physicians using EPIC’s EHR over the three years from 2011 to 2014 tracking 31 million transactions for 765,129 patients, primary care physicians worked an average of 3.08 hours seeing patients face-to-face and 3.17 hours on “desktop medicine” each work day. This shows that:

• Face-to-face time with patients has declined over time while work on a computer has increased surpassing the amount of time the doctor spent with a patient;
• % of physician time with patient was 47% of the day; and
• % of physician time on non-face-to-face for patients was 51% including:
• Prescription management
• Secured messaging
• Telephone encounters
• Typing progress notes into the EHR

2.2 Human Factor Analytics

“Employers need empirical evidence related to managing the expense of health care. If the UHC plan provides data that proves better compliance, lower risk and lower costs, self-insured employers will be early adopters.” Richard Kerch, Founder and CEO, Human Factors Analytics, Advisor to UHC

Over the past year, our partner, Human Factors Analytics, ran an analysis on 1,000 self-insured employers. Here is what they found about their employee populations:

• 55% of the population analyzed have some form of chronic disease
• The majority of healthcare expenditure is being driven by 7 conditions, (diabetes, hypertension, hyperlipidemia, depressive disorders, low back & neck pain, other neurological disorders & falls where diabetes is number one.
• Approximately 70% of all diseases are related to an individual’s lifestyle.
• Less than 30% of the population analyzed were compliant with evidence-based medicine (i.e. medication compliance, compliance with age/gender preventive screenings, compliant with disease-specific evidence-based rules).
• Every employer-based health plan is experiencing acceleration from low levels of risk to higher levels of risk.
• Employers are spending millions of dollars on worksite wellness programs. The only programs having an effect are directly connecting individual health outcomes and clinical “To do’s” with premium incentives and penalties. Evidence indicates outcomes are enhanced when it’s real money impacting the individual.

3. HOW BLOCKCHAIN WORKS

“As it has for centuries, commerce relies on two things: trust and verified identity. Put more simply: What is being exchanged, and who is confirming it? Yet commerce that was once direct and in-person is today conducted mostly online and requires intermediaries such as banks, governments, or other central authorities to verify the identity of each party and establish the needed trust between them. And whenever there are intermediaries there are inefficiencies — decreased speed, increased cost, and sometimes even fraud.” Arvind Krishna Senior VP, IBM Researcher

Before we dive deep into how UHC works, let’s discuss how blockchain works. Blockchain technology is a digital record of economic transactions and other assets of value such as health services. Transactions become a permanent record that is placed into a secured “block” in the system. The block is basically a list of records of transactions. When a particular block reaches its capacity of data, for example, the Bitcoin block holds one megabyte (1MB), it is marked with a digital signature called a “hash” which encrypts the data in the block securing it and adding it to the chain of blocks.

For a general explanation of how blockchain works, we will use the example of a consumer buying a product through online using cryptocurrency for payment.

3.1 The Cryptocurrency Basics

Cryptocurrency is an encrypted decentralized digital currency transferred between peers and confirmed in a distributed public ledger across a network of computers (or nodes). A distributed ledger is a database held and updated independently by the node in a large network. The distribution is unique as records are not communicated to individual nodes controlled by a central authority, but are instead independently constructed and held by every node — thus being decentralized and not owned or managed by any one entity.

All confirmed transactions from the beginning of a cryptocurrency’s creation are stored in a distributed public ledger. The identities of the coin owners are encrypted, thus anonymous, and the system uses other cryptographic techniques to ensure the legitimacy of the record keeping. The ledger ensures that the corresponding “digital wallets” can calculate an accurate spendable balance. Also, new transactions can be checked to ensure that each transaction uses only coins currently owned by the spender. Bitcoin calls this distributed public ledger a “transaction blockchain”.

The transfer of funds between two digital wallets is called a transaction. The transaction gets submitted to the distributed public ledger and awaits validation by the network. When a transaction is made, wallets use an encrypted electronic signature to provide mathematical proof that the transaction is coming from the owner of the wallet.

3.2 What is an Initial Coin Offering?

An initial coin offering (ICO) is a popular way to raise money for a new cryptocurrency project by distributing a percentage of the initial coin supply among the early supporters and backers without enduring the complex dilution of giving away equity in the enterprise. In the typical cryptocurrency market, an ICO is similar in concept to that of an initial public offering (IPO) of stock in a company is available for sale to the public market. The typical ICO gives buyers the opportunity to invest in a cryptocurrency, more commonly known as a coin or a token. This is much different from the issuance of equity-based securities as in the case of an IPO investment. The phenomenon of ICO or Token Sales has helped startups raise nearly $2 billion since the beginning of 2017.

This market is evolving into an era where small companies and projects with new ideas can raise money to bring their plans to life without going through the cumbersome and long-winded process of doing it through venture capital or traditional stock markets. The Token Sale route presents a huge opportunity for Universal Health Coin as a startup to gain access to capital and develop the UHC system rollout. Below are examples of just a few of the ICOs that have occurred over the years and into 2017, starting with the cryptocurrency that created the technology and the market — Bitcoin.

So that we understand how blockchain is changing every industry, every business, every aspect of life, the following graph by Deloitte UK illustrates potential solutions sets.

4. INTRODUCTION OF UNIVERSAL HEALTH COIN

“Imagine a technology that could preserve our freedom to choose for ourselves and our families, to express these choices in the world, and to control our own destiny, no matter where we lived or were born.”Don Tapscott, One of the world’s leading authorities on technology.

4.1 Background on the Innovation and Founders

Courtney Jones was the co-founder and Chairman of Findwhat.com, the 7th fastest growing technology company in North America from 1998–2003. During this period Findwhat.com grew 72,000%, which is similar to the dramatic growth happening in cryptocurrency. Findwhat.com was traded on the NASDAQ as FWHT and was the first publicly traded Internet Company in the world to ever post a profit, not only surviving but also thriving after the dot bomb, growing to nearly a one-billion-dollar market cap in 2004.

Findwhat was the pioneer in pay per click (PPC) search, growing from zero advertisers and zero searches to over 130 million searches a day delivered to over 120,000 advertisers across millions of keywords.

In the beginning of paid search, many problems needed to be solved for PPC search to be a sustainable business and a revolutionary advertising method. Findwhat had to start a whole new advertising medium from scratch. In fact, Wall Street thought at the time the Findwhat revenue model made no sense thinking advertisers would never pay pennies to have consumers visit their website. Wall Street, of course, was wrong.

When the founders of Findwhat first met Google Founder, Sergey Brin, in 2000, Brin thought Findwhat was selling out search and prostituting it to the highest bidder. Four years later, Brin was doing the Findwhat model today making Google one of the world’s largest businesses, using the basic principles of PPC pioneered by Findwhat.com. The founders of Findwhat knew that advertisers would always pay to be found. The innovation was knowing the exact amount to pay for a future event.

In the beginning of paid search, there were no tools to bid on keywords. Keywords had no value, and therefore a keyword economy needed to be created a real-time bidding engine, where bids on keywords were made and distributed across a large search network in real time. Further, relational databases needed to be created to allow advertisers to bid on large clusters of related keywords, and innovative tools had to be developed to “teach” advertisers how to bid on keywords, and more importantly, how to track, and quantify performance and return-on-investment from their advertising dollar by creating conversion rate analytics.

Fraud and verification problems needed to be built for the system to authenticate the click path to the advertiser’s website. Solving this complex problem was key to establishing traffic value and to prevent something as simple as competitors from clicking on each other’s account. We had to identify and prevent fake click farms and bots creating fraudulent traffic, prevent rogue affiliates from generating millions of fake clicks, and ultimately millions of dollars in fraudulent ad spend. Remember this was the beginning of paid search, and it was the wild, wild west.

To solve these problems, the founders had to develop proprietary gates along the click path that traffic had to pass through to authentic and verify the traffic was real before the advertisers’ account was debited. Gates were created with time stamps, pattern recognition, IP addresses, and more. More than 30–40 proprietary gates were created to verify that traffic was real. Another key factor that was learned was the ability not only to analyze traffic but also to predict it.

Solving the problem of how to prevent fake clicks was the key to preventing “massive fraud” in the early days of PPC advertising. With the innovation of the blockchain, UHC founders see many similarities to the early days of search and the Internet and clear opportunities to create a new business method to solve large-scale problems in healthcare by arbitraging a future event, creating a fair and equitable payment mNEOod, eliminating waste, and creating a new token economy and have drawn from their unique experience to create the innovation, which is the Universal Health Coin.

Dr. Gordon Jones has been innovating in the financial and payment processes of healthcare since earning his Masters in Health Services Administration. Dr. Jones became the Southeastern Regional Director for one of the three first publicly traded physician practice management companies, FPA Medical Management. The FPA business model was to organization primary care physicians (PCP) into independent physician associations (IPAs) on a state-by-state basis. FPA would then negotiate with all of the insurance payers whom the IPA members contracted with for reimbursement for their mutual patient/member. Not only would FPA consolidate those contracts for consistency across all the IPA members, but they would negotiate what is called a Full Risk Contract, where FPA and the IPA would become financially responsible for the total care of the insured member when they needed to access the health system — thus FPA became the payer for any specialty, hospital services or any services that the PCPs in the IPA could not provide internally. This was revolutionary in 1994.

At that time, only West Coast physician groups were taking such risk for care outside of the controls of their own practice. FPA was bringing this new financial model to healthcare across the country. Dr. Jones built four successful IPAs in North Carolina, South Carolina, Georgia and Florida consisting of over 1,100 primary care physicians and taking financial risk for payment on 220,000 IPA member patients across those states generating over $318 million in annual revenue. In each of these states, this was the first time the insurance companies had ever negotiated contracts passing the financial risk of their members’ care onto the PCPs of those members.

The problem this business model was found to have was that the administration of the process was too burdensome and expensive. FPA did not have the information systems in place to manage the medical management and utilization review of their cost containment methods. Everything was handled by paper and required communicating by phone and fax with doctors, hospitals, insurance companies and all the stakeholders in the management of any single patient. This is when Dr. Jones realized it was time to learn about the health information management system business.

Dr. Jones spent the next 20 years working in the largest health information management companies in the world and starting-up some of the world’s first internet-based healthcare finance applications such as Med on Web and Eunity Healthnet — the first pure web-based physician billing company and the first internet-based health information exchange respectively. Dr. Jones also working with one of the most successful medical cost containment companies in the US saving 100s of millions of dollars in fraud claims, unnecessary medical procedures, and overpayments for services.

The combination of these 25 years in financial health tech culminates today in combining these system ideas with the search and index ideas of Courtney Jones to create the most advanced healthcare finance and payments system in existence today.

In PPC search the customers were called accounts, a place where advertisers loaded a store of value ($USD) and bid on an infinite number of keywords, in hopes that those bidded keywords would one day turn into qualified traffic to their website and convert to sales and profit at a rate that was much higher than the bidded keyword price. In other words, advertisers arbitraged future sales, bidding on keywords, with hopes they could make a spread on the difference in what they paid for traffic, and the amount of profit delivered by the sale or site visit derived from that traffic.

In the blockchain, we call these accounts wallets, a place where a store of value, cryptocurrency, is stored for future use, and the payment is processed through a smart contract and recorded on a distributed ledger.

Universal Health Coin will arbitrage Health Care Events through its system in a way that has its roots in paid search and cost containment as described above. A quick overview of UHC, its PPC origin, and its financial management mechanisms are described here at a high level because the dApp solutions that are embedded in the open UHC system are proprietary.

Beginning with a basic health application of a few simple questions inputted and verified by the UHC system, UHC indexes the applicant (IA). After IA, the applicant then becomes anonymous and the UHC system clusters IA in what is similar looking to a Ferris Wheel or molecule. UHC uses artificial intelligence and proprietary algorithms to rank and cluster index applicants. The benefit is that members are matched with other members through a relational database and ranking system that fairly groups members together anonymously, and only by using unbiased data.

• Like a search engine, with a proprietary ranking system, the UHC platform predicts and clusters members with similar health profiles.
• Like a search engine, the UHC system debits the wallet when a future health care event occurs.
• Like a paid keyword, UHC arbitrages these predicted future events.
• Like a keyword economy, UHC creates a token economy to meet the needs of our business model.
• Founders’ unique experiences in paid search, healthcare finance, and startup to IPO, provides UHC vast amounts of knowledge and know-how to create a large-scale enterprise that utilizes a new and unique business model leveraging the capabilities of blockchain making it possible to fix the antiquated system healthcare finance and payment.
• UHC is unique in the current ICO space, with founders having pioneered billion-dollar enterprises in categories now known as some of the world’s largest businesses solving massive problems saving trillions of dollars from waste and bureaucracy.

The healthcare finance system today is old and antiquated, much like the yellow pages before the Internet. The innovation of paid search changed all that enabling advertisers to only pay when a vetted and validated customer found their company, and they only paid what they thought the inbound call was fair or worth.

There are many parallels to the problems that were solved creating the PPC search model as we know it today and the use of cryptocurrency as a store of value to provide a healthcare payment as a business method. The founders of UHC look to use their unique experiences, and those of their advisors, in developing and scaling the UHC platform.

The UHC team plans to do to healthcare finance and payment what paid search did to paying for advertising — turn it on its head and revolutionize it. Through its unique business model, UHC will reduce waste and create market efficiencies that will radically change how our next and biggest generation, millennials, will pay for healthcare.

4.2 UHC in Brief

UHC is a solution that uses the innovative technology of blockchain and cryptocurrency to create a direct personal and financial relationship between the UHC member and their health service provider. UHC eliminates third-party intermediaries that interfere in these relationships and who waste up to 40% of the current health care dollars which could otherwise pay for more effective health services.

The UHC healthcare finance system acts instantaneously through the workflow (shown below), as there is no interference by third parties, it is automated, anonymous, and has the cost of administration and security built into the value of the healthcare dollar. UHC facilitates a trusted personal relationship between doctor and patient using its machine learning and artificial intelligence capabilities.

The venture capital market recognizes the monumental need for change in healthcare today. Since January of 2017, 530 early stage health tech companies have garnered $9 billion in funding; in the same period, 892 early stage blockchain/cryptocurrency companies have been funded with $2.1 billion. By the end of the year, these two sectors combined should close on over $12 billion in new funding.

The timing is right for the Universal Health Coin; it’s revolutionary, disruptive and anonymous utilizing blockchain for the future of healthcare.

UHC is an anonymous, token-based shared health cost network that calculates the spend across a distributed-ledger-system blockchain. The probability of spend is calculated based on proprietary algorithms embedded in the system. Healthcare Events (HCE) are validated and UHC converts in real-time to USD (or other local fiats) to pay health service providers through smart contracts covering the healthcare expenses of UHC members.

4.3 UHC as a Public Benefit Corporation

UHC was incorporate in Delaware USA as a Public Benefit Corporation which makes it a legal mandate for such corporations to act morally, ethically and responsibly regarding society, the environment, and the world at large. We include the status of our member’s health to be a major part of that mission and mandate as a public benefit corporation.

Universal Health Coin is a digital health finance organization taking advantage of the latest in technology to decentralize the provisioning and financing of health services worldwide. The Universal Health Coin uses blockchain technology to secure personal health information (PHI) as defined by the Affordable Care Act, and cryptocurrency to finance the health cost of those holding UHC.

4.4 UHC Health Cost Sharing Model

The UHC is a derivative of the traditional Health Cost Sharing Organization (HCSO) model that facilitates the sharing of health costs among individual members who have common personal, ethical or moral beliefs. A health cost sharing organization does not use actuaries, does not accept risk or make guarantees, and does not purchase reinsurance on behalf of its members.

UHC IS NOT HEALTH INSURANCE. USING THE UHC SYSTEM AS A HEALTH COST SHARING PROGRAM IS VOLUNTARY BASED UPON LIKEMINDED INDIVIDUALS AND FAMILIES WHO WANT TO HELP FELLOW UHC MEMBERS WITH THEIR COST OF HEALTHCARE, AND IN TURN, RECEIVE HELP WHEN THEY NEED IT. AS A PUBLIC BENEFIT CORPORATION, UHC USES MODERN BLOCKCHAIN AND CRYPTOCURRENCY TECHNOLOGY TO AUTOMATE AND EFFICIENTLY OPERATE THE SYSTEM REDUCING THE COST OF PURCHASING HEALTH SERVICES FOR ALL UHC MEMBERS.

4.4.1 Traditional Health Cost Sharing Organizations

In a traditional HCSO, each individual member or member family pays a specific amount every month into their member account. All those members who have attained qualified health services send their bills into the organization for distribution of the funds submitted by members. The funds are sent to the health service provider for reimbursement of those health services rendered.

If there are funds left over by the sharing members, residual remains in the members’ health savings account for future use by the organization. If the health service bills are larger than the current fund can cover, the remaining portion is rolled over to the next month and paid first before more recent bills are paid. This is not insurance but rather an analog decentralized system with no owner, no manager, and no entity taking the risk of liability for payment of the health cost other than the individuals themselves.

There are 104 HCSOs in the US with the largest six including 1.4 million members. Members of most health cost sharing organizations are exempt from the individual responsibility requirements of the Patient Protection and Affordable Care Act, often referred to as Obamacare. This means members of these organizations are not required to have insurance as outlined in the individual mandate within the IRS code and thus are not penalized at the end of the tax year.

Note: Because the individual mandate penalties of the ACA were validated by the Justice Robert’s Supreme Court as a Tax, the Trump Administration and Congress are including the end of the individual mandate in the new IRS Code Reform Bill. This will benefit UHC enabling everyone to leave their fully insured high premium rate ACA insurance plan and move to the UHC system for better access to health services at a much more efficient cost.

4.4.2 Direct Primary Care Models

UHC also adopts aspects of the Direct Primary Care (DPC) model giving patients a meaningful alternative to fee-for-service insurance reimbursement based system prevalent in today’s healthcare. DPC is where the primary care physician charges patients a monthly, quarterly, or annual fee (i.e., a retainer) that covers all or the most basic care services including clinical, laboratory, consultative services, care coordination, and comprehensive care management of the patient.

UHC does not believe in insurance for the financing of healthcare and thus adopts the core ideas of health cost sharing models while utilizing some aspects of DPC model. UHC is able to make the health cost sharing model more efficient by eliminating the hands-on analog processes they use today, internally, and the third-party administrators many use for repricing claims and allocating payments.

4.5 The UHC Workflow

Below, we explain the simple workflow of the UHC system from member registration cash-in to payment for health services cash-out.

4.5.1 Phase One: Enrolling Members into UHC and Accepting Payment

1. An individual joins UHC and pays their membership contribution in cash which is converted into UHC.
2. The transaction is represented online as a Block.
3. The Block is transmitted to every party in the UHC network.
4. The network approves the transaction as Valid.
5. The Block is then added to the Blockchain which provides an indelible and transparent record of the transaction validating the member has made payment.

4.5.2 Phase Two: Members Accessing Health Services

1. The Universal Health Coin member goes to a facility to see a doctor or other health services provider.
2. The facility uses the Universal Health Coin Card or Mobile App to acknowledge the member is present.
3. The UHC block validates the member is active and funds are available for payment.
4. Doctor sees the member and provides the health service.
5. Doctor updates the Universal Health Coin Block with the health status of the member and service notes from the visit.

4.5.3 Phase Three: Payment for Health Service Provider Services

1. The Block is transmitted to every party on the UHC network.
2. The network approves the transaction as valid.
3. The Block is then added to the Blockchain which provides an indelible and transparent record of the transaction.
4. The payment converts from UHC into the preferred fiat cash of the health service provider.
5. The payment moves into the Doctor’s UHC Wallet — this transaction is instantaneous.

4.6 UHC Mining Capabilities

As with any other cryptocurrency, there is an opportunity to mine the Universal Health Coin. The standard is Bitcoin mining as the process of verifying transactions and adding them to the blockchain which then releases new Bitcoin for the miner to exchange, called Proof-of-Work. The Proof-of-Work in the UHC system will be based upon the activity within the Neo Network UHC is tied to as NEO. The Proof-of-Work on the Neo platform is called GAS and is the internal pricing for all users, including UHC, to run all of its transactions and smart contracts on Neo. Processing Neo transactions is how miners are paid.

Additionally, mining the Universal Health Coin goes beyond just the processing power in the network. Both UHC members and health service providers may mine more UHC by executing Proof-of-Performance.

The UHC Proof of performance is a natural solution consisting of using the UHC Blockchain as the trusted third party to validate the quality-of-care events that flow through the UHC AI system analyzing the continuum of care and need for access by their patient — the UHC member.

It’s a two-step process: first, the event is sent in a obfuscated way to the Blockchain at the end of the visit with the health service provider, and then, over time after the original event, the member’s need for further care is reviewed by the system generating signals enabling verification.

Consequently, UHC is able to prove the outcome signals, attribute a value to that provider for that cycle of care to the UHC member, and reward (mine) the provider with a defined amount of UHC.

The same process is attributed to the UHC member for attaining and maintaining health goals and status.

4.6.1 UHC Proof-of-Performance

This will revolutionize the model of incentivizing health service providers and members with respect to payment rewards through the UHC digital currencies.

1. UHC Members mine for UHC by living a healthy lifestyle and achieving goals agreed upon with their doctor or health service provider.
2. Doctors and other health service providers may mine for UHC by providing superior customer service, attaining quality outcomes, and managing healthy patient populations. This is referred to as Proof-of-Performance and is permission-based by the network once the member and the health service provider have been validated as a part of the UHC system.
3. Another factor that incentivizes the achievement of better goals is that of demurrage — if a UHC member achieves a few health goals but later falls into unhealthy life habits, the previous rewards will be subject to demurrage — or taking of what has been provided. Considering that “losing” a set reward is a stronger incentive than gaining one, this would drive better health performances.

4.7 UHC Smart Contracts

UHC smart contracts are a legitimate yet restricting programmable digitized agreement that the parties validate upon acceptance of the terms, making it a lawful contract. This ensures price transparency between patient and health service provider. It also sets the terms that health service providers are to manage their patients’ health to the best outcomes and enables the clinical orders of the provider to the patient are agreed upon by the patient. For example:

1. The doctor informs their patient they must exercise moderately every day for 30 minutes or more.
2. Patient acknowledges the doctor’s recommendation and agrees to the goal.
3. The doctor’s recommendation and patient’s agreement are placed into a smart contract in the block.
4. The patient’s activity is collected as personally generated health data (PGHD) via data entry or wearables & IoT, and validated.
5. When the patient complies with doctor’s orders and achieves the goals set, the reward is transferred to the patient’s and the doctor’s Wallets.
6. If the patient does not comply with doctor’s orders, a penalty is assessed to the patient’s and the doctor’s Wallets; in either case, the block is updated and validated.

4.8 The UHC Decentralized Member Index

The UHC system includes a decentralized member index (DMI) making use of the distributed ledger technology. UHC’s DMI gives members more privacy and autonomy when it comes to acquiring health services. Instead of major health insurance organizations or the government deciding what is and is not relevant to the member, basing their decisions on a plethora of wide-ranging data that insurers have silently collected about the individual, the members of UHC decide what information they want to share to determine a health service provider of preference.

As the member releases related data to the system, the UHC system indexes it and determine the member’s needs. They will receive specific suggestions for health service providers with whom they may wish to plan a visit and address their health concerns. Apart from giving members back the ownership of their personal health information, it’s also beneficial to the health services organization. This is because through UHC, they are not forced to serve people that the big insurance companies tell them to see.

The health service providers only make themselves available to the types of customers who are already vetted for their health service and contract rate. This narrowly-focused matching process can drastically improve relationships with their customers and increase revenues by lowering the cost of administration and marketing for the health service provider.

4.8.1 How does the UHC DMI work?

“UHC DMI functions like an ordinary search engine, just anonymously on behalf of UHC members.” Courtney Jones, Co-founder and CEO, UHC

The UHC DMI provides a platform for members to build their personal health record and release only the relevant information about their current health needs on the Blockchain. By continually interacting through the UHC, members are building up a UHC identity and member persona. While this is already happening through conventional health systems, UHC members are in control of how their personal health information is used and with whom it is shared, by using a decentralized platform. UHC member data is encrypted with a privacy key and stays secure and anonymous unless the member decides otherwise — being overly HIPAA compliant as well.

A UHC member has the option to make this information available to specific health services providers by entering into a smart contract directly with them. This cuts out the third-party middlemen who add unnecessary cost to members and expense to the health service provider.

The main benefit of such an ecosystem is that it allows members to potentially earn from their healthy behaviors and compliance with doctor’s orders.

Similarly, as doctors earn UHC rewards for serving members and providing high-quality outcomes, they will also be rated higher. Just like an Uber Ride where the driver sees the rating of the customer before they agree to pick them up, and rider sees the driver’s ratings before they choose that driver; UHC members will seek the highest rated health services and doctors will seek the highest rated members.

Even if a member has consistent health issues they are working on, which in the traditional health system would be rated as a high-cost patient, in the UHC system they would seek out the best doctor for their issue and if they have been consistent in following their doctor’s orders to live a healthy lifestyle — the member will have a rating that a highly rated doctor would like to see as a patient. They are both working hard to be matched with like-minded participants in the UHC system.

4.8.2 Why do we need Decentralized Member Indexing?

The US health system is ruled by a small number of giant corporations, like UnitedHealthcare and all the BCBS plans, and of course the government. These big organizations basically dictate to health service providers how they should run their businesses and to stay compliant with their dictates to gain access to patients.

As consumers of health services, we do not always realize that whenever we see a doctor today or go to the hospital, a claim for services rendered is created with all the procedures they performed on us. This claim is sent to the insurance company or the government for payment (the payor). The payor captures all this information and puts it into the member record that they have on each of us and that is used to keep track of expenditures. They also share this personal information with each other so that even if we switch health insurance plans, the new plan can see how much we cost the other plan, why, and determine a monthly premium rate specifically for us as individuals or our group.

Of course, in this day-in-age through search engines, social media or shared databases, they also access much of our non-health related personal information to be tracked and aggregated with our personal health information. This helps them further their dictatorial determinations.

A decentralized patient index — like UHC — puts the power back into the hands of everyday individuals and the health service providers from whom they wish to get their consultations. It creates an environment where the member only receives care from providers who are worthy to pursue. For health service providers, it means a significant reduction in administrative expense by cutting out the third-party middlemen while at the same time achieving higher revenues through increased rewards for providing quality service.

4.8.3 Why do we need to use Blockchain to solve this problem?

UHC is not really a digital currency like Bitcoin, but instead a stake in the underlying business of UHC solving the problems of healthcare finance and payment using the unique capabilities of blockchain and the creation of a cryptocurrency or more precisely the UHC token. By using blockchain and the UHC token, both our members and our health service providers are assured that their relationship is built upon a fair framework as they can see it embedded in the smart contract. Additionally, there is an audit trial of the transaction between patient and provider. Through encryption, identities are secured for access only by the health service provider, but the execution of the transaction according to the terms agreement upon within the smart contract create the audit trail to see how the anonymous member and provider were dealt fairly.

Because the blockchain captures everything and provides full transparency, we don’t need an external auditor to review each transaction. This is huge within the Preferred Provider Organization (PPO) part of health insurance where the member is dependent upon the fairness of the contract between the PPO and the health service provider. The problem with the PPO system is that the patient does not get to review that contract, nor approve that contract. It is the employer who established the relationship with the PPO and in most PPO contracts employers are allowed to audit only a few transactions for compliance, and on top of that, the PPO gets to choose the transactions the employer audits. With the UHC blockchain, there is no need for an outside audit as the network automatically validates and approves that the transaction embedded in the block is fair.

Because UHC is decentralized and open, anyone with an idea on how to make the transactions more efficient and cost effective can contribute to it once approved by 51% the network. Similar to the Linux Open Source operating system where anyone can access the source code and make it better. If their version is validated as better by other users, it is accepted by everyone using Linux if they so choose.

Once fully deployed, the UHC system becomes decentralized and operated automatically by the stakeholders using the system and the community being served by the system. Once UHC system is deployed, there will not be one organization in control of the system, it will be the network itself supporting itself. It requires 51% of the stakeholders to make a core change in the system. In blockchain terms, this is called forking the system.

When 51% of the stakeholders decide together to create a new pathway for the system to operate and they elect to fork the system, they then become 100% of the newly created system. The former 49% who elected to remain on course with the original UHC system, now become 100% of that version of the system.

This is the fundamental opportunity that will change healthcare finance and payment forever. There will never be a central organization dictating terms for payment and shifting dollars around. It is all built into the system of smart contracts and networked computers around the world processing the transactions. Everything is between the member and their health service provider and agreed to in the smart contract.

We know it can be confusing to those unfamiliar with how blockchain and cryptocurrencies work. Not all “cryptocurrency” is what we would call a “fiat currency” like the US Dollar (USD). UHC is a utility currency used specifically to buy health services. It can be exchanged for USD or any other national fiat currency to reimburse the health service provider with payment anywhere in the world based upon their preferences.

5. THE FINANCIAL MECHANISMS OF THE UNIVERSAL HEALTH COIN

“Consumers are demanding more control; just as Apple is fundamentally a consumer-oriented company, [health systems must understand] such consumer systems are going to empower patients.” Morris Panner, CEO of Amra Health

The mechanism of determining the monthly share amount per member or family will be adjusted based upon the UHC DMI. But for simplicity’s sake, we use $200 per month per member (PMPM) as a placeholder to illustrate the revenue and expense model for UHC. We will be offering discounts for families and other demographics. We expect to ramp up to one million members within three years of launch.

5.1 UHC Financial System

1. Member pays $200 per month buying $200 worth of UHC and loading it into their UHC Wallet.
2. With a total of one million members, $200 million is contributed to the health cost sharing system.
3. The expected monthly health spend ratio (HSR) for the UHC system is projected to be 75% or $150 million per month.
4. The percentage used for UHC operations to continuously monitor, update and maintain the UHC system is 12% or $24 million.
5. The expected amount that will be put into health savings each month to cover unexpectedly high health costs in any particular month is 13% or $26 million, which will be carried over in each members’ health savings account.
6. UHC will cap the health savings to one third of the previous month’s total PMPM contributions (i.e. $200 million in PMPM would cap the savings to $66 million, a $700 million PMPM would cap the reserve at $231 million and so on).
7. Once the health savings cap is met, all members will have their PMPM reduced equally by the amount of the previous month’s overage of the current cap. (i.e., when the health savings cap for one million members is $66 million, the normal 13% is used to reduce the members PMPM for the next month).
8. That leaves $26 million to be put back, or what the crypto industry calls “Airdropped,” into the memberships’ wallets for future use, or $26 dollars per member netting the individual PMPM for that month to be only $174 PMPM instead of the normal $200.

5.2 Forward Revenue Projections

We have designed a three years projection model that you can request to review directly from us.

5.3 Transfer of Payments

The advent of Blockchain technology has incited unprecedented advancements in the transfer of payments and remittances in the past few years through decentralized payment gateways. By cutting out the middleman, guaranteeing anonymity and ensuring security, Blockchain technology lends itself perfectly well to replace all traditional money transfer infrastructure.

The UHC gateway provides a smooth and instantaneous peer-to-peer payment transaction with Neo principles. The UHC gateway cuts payment transfer time of traditional health services from weeks to seconds while ensuring anonymity and transparency. And that, too, without third party involvement. Additionally, the UHC not only increases security, but also provides many other distinguishing features that make for an enhanced payment transfer experience for healthcare, worldwide.

The UHC wallet application is available on both fixed and mobile devices. It is designed as a customer-focused application that removes the complexities associated with the typical health services payment experience through unique features like:

• Peer-to-peer communication
• In-chat instant payment
• One-touch payments

The UHC application makes it possible to have remote access from anywhere in the world, as there are no IP restrictions. The UHC will be accessible on all browser applications and both Android and iOS mobile platforms, making one step access possible while retaining two-factor authentication security measures.

The UHC open source gateway provides advanced services that are tailored so that other decentralized healthcare applications (dApps) may leverage the UHC health services payment management services.

5.4 Protecting Against Volatility During the Payment Process

All commodity and utility markets are volatile. Traditional markets utilize protective “collars” to mitigate risks and hedge against the potential of loss on a long position or an entire portfolio by using indexing.

Arbitrage is the simultaneous purchase and sale of an asset to profit from a difference in the price. It is a strategy that profits by exploiting the price differences of identical or similar financial instruments on different markets or in different forms.

However, conventional markets are not the only ones with a use for these risk management strategies. UHC employs both the arbitrage and collar mechanism to ensure the stability of the volatile nature of the NEO token to which the UHC is tied. The decentralized system of UHC creates an ideal environment for the combined strategy to work.

5.5 Cost to Value of the UHC over Time

We have projected the UHC system will lower the cost of health services to all UHC members over time. Over the same period, we expect the value of the UHC to rise as it is associated with Neo.

As these two forces work simultaneously with each other, we project UHC will cut monthly health cost for membership by 45% to 55% of the comparable cost through other healthcare finance systems as seen in the DPC models of care. Contributions to the UHC system are adjusted based on the load of the network by all UHC members.

6. KEY COMPONENTS OF THE UHC TECHNOLOGY PLATFORM

“The blockchain approach, best known as the schema that underpins the Bitcoin ecosystem, might just be the overhaul that healthcare is looking for.” Jennifer Bresnick of Health Analytics

The UHC technology platform consists of a five-tier adaptable design and flexible architecture with multi-system integration. UHC provides for two-point data protection process. This secures all personal member health and financial data through blockchain. The integration with external blockchain networks (e.g. Neo) supporting multi-digital currency wallets is simple and easy. UHC maintains a uniquely sustainable open architecture to adopt any emerging standards with easy adaptation into healthcare workflow, making it scalable. We are an open platform enabling other healthcare blockchain initiatives to access the UHC via our decentralized application (dApps) layer.

6.1 Tier 1 — Decentralized Applications

• Transactions can be initiated from web, mobile, cloud applications, and even legacy systems
• Transactions are decentralized, validated and consumed across the UHC network
• Data is run through the UHC data acquisition and analytics layer
• The companies listed are examples of companies and applications that may elect to link into the UHC ecosystem

6.2 Tier 2 — Data Acquisition, Analytics & Algorithms, and Smart Contract Marketplace

• First blockchain solution in healthcare for finance and payment
• Easy execution and maintenance of smart contracts

6.3 Tier 3 — Cyber Security Gateways

• UHC solution includes advanced cryptographic algorithms to ensure secure data access
• Two-point secure authentication to ensure safe transfer of patient and financial data between source and destination
• Secure digital wallet algorithms to ensure safe financial transactions and exchanges
• Every transaction is traceable with the additional level of authenticity and anonymity

6.4 Tier 4 — Communications Protocols, User Interfaces, and Business Intelligence

• Interactive user interfaces for ease of use, interpretation, and understanding
• Flexible business intelligence, artificial intelligence, and machine learning
• Data analytics engine (e.g., decentralized member index) and algorithms
• Secure APIs for data exchange to protect HIPAA and PHI regulated information
• Assure data integrity and quality

6.5 Tier 5 — Blockchain, Distributed Ledger Technology and Multichain Complex

• UHC is an independent solution supported on the Neo platform
• High availability guaranteed due to the multi-node architecture
• Follows highly secure and efficient block broadcast protocols
• Robust proof and verification algorithms
• Supports micro-web services for payment and data exchange

6.6 UHC Open Platform for Decentralized Apps (dApps)

At Universal Health Coin, we love collaborating applications. While our blockchain and cryptocurrency are highly secure, our business model is open to other application services providers who wish to leverage our blockchain and cryptocurrency to enhance our members’ and health service providers’ experiences.

Soon after our Token Sale and the launch of the Universal Health Coin system, we will release our API specifications and SDKs for those who wish to create new or adapt existing, applications for our membership and health service providers.

Our designs can be considered a service-oriented architecture (SOA) which allows applications operating as services to be accessed in the distributed computing environment, such as between multiple systems or across the Internet. A major focus of our Web services is to make functional building blocks accessible over standard Internet protocols that are independent of other platforms and programming languages. Our open SOA platform allows our strategic collaborators to access and interact with these building blocks.

This will only enhance the overall experience of UHC members, health service providers, and holders of UHC anywhere in the world.

6.7 Open Aggregation

Our philosophy is to provide each participant with the Universal Health Coin to choose from several options — those who have already been vetted, developed a data integration plan and business relationship.

Recently, Apple executives delivered a keynote address during the inaugural event of the Steve Jobs Theater in Cupertino, Calif. — showing off new software and gadgets. They unveiled the new iPhones and more, but that was not the biggest news. They announced the expansion of their HealthKit capabilities connecting more applications and devices into the Apple ecosystem. Those devices could be key to, or even a replacement for, provider-owned electronic health records (EHR).

UHC will take advantage of such technology by connecting to Apple’s HealthKit, as well as Samsung’s and Google’s, thus enabling all our members and our health service providers to use the iPhone, iPad, Apple Watch, etc. as data management points and communications between each other. We will enable the same for all other technology providers such as Intel, Samsung, Qualcomm, IBM, etc.

6.8 UHC Data Schematic

The workflow discussed earlier is illustrated here to show the flow of processes and transactions within the UHC system.

6.9 Neo Token Economy

Neo is an open-source, public, blockchain-based distributed computing platform featuring smart contract functionality. It provides a decentralized Turing-complete virtual platform, which can execute smart contracts using an international network of public nodes (computers). Neo provides a cryptocurrency token called “GAS”, which can be transferred between accounts and used to compensate participants for computations performed. In a nutshell, Neo…

• is a protocol that uses blockchain technology to create a platform for developers;
• is a host of decentralized applications based on smart contracts;
• is Turing-complete, meaning that programs built on Neo can theoretically solve any computational problem;
• uses a tradeable currency, which can be used to pay fees, called GAS, on the network;
• uses a delegated Byzantine Fault Tolerance (dBFT) consensus mechanism, which is an improved form of Proof-of-Stake where the creator of the next block is chosen via various combinations of random selection, value, worth, or age;
• expands the utility of other cryptocurrencies in that its primary function is to power the apps built upon it (called dApps) as opposed to tracking and storing ownership records; and
• is highly flexible, and can, therefore, fill a number of roles in both fintech and healthtech.

6.9.1 How leveraging Neo will benefit UHC

When it comes to cryptocurrency, Bitcoin is the popular name, however, the reason UHC chose Neo is due to its additional features that Bitcoin does not offer. Bitcoin is solely a digital currency, while Neo offers a host of other features like smart contracts. These smart contracts enable UHC to be more than a currency — but rather an active participant in a blockchain-based environment as a utility. By maximizing the benefits provided to both patients and healthcare providers, UHC aims to poise itself as a platform where there is a win-win situation for every participant involved.

6.10 HIPAA Compliance

UHC includes the most advanced applications and solutions that are adaptable into the blockchain and cryptocurrency system. This enables the UHC ecosystem to be HIPAA and HITECH compliant with associated applications needed for delivery of telehealth and clinical data exchange, including:

• HIPAA Compliant Data Exchange & Medical Interoperability Platform
• UHC Mobile App to view and update patient information from the blockchain
• Telehealth remote patient visit application for multi-channel video, audio and text consultations
• Automated health coaching and content delivery application
• Human Factors of Personally Generated Health Data (PGHD) analytics system for understanding the health status of opt-in UHC members and identifying trends in populations for effective health management
• A wearables and Internet of Things data exchange enabling the UHC to utilize existing PGHD technologies based upon the preferences of the health services providers and UHC members.

There are thousands of other application providers in the market today that will be enabled through the UHC open source development platform to expand the network’s option base in each of the categories listed, all being validated as HIPAA compliant applications.

6.11 Why Anonymous Matters

Anonymity, or its adjective, “anonymous”, is derived from the Greek word meaning “without a name” or “namelessness.” The important idea is that a person be non-identifiable, unreachable, or untrackable. Anonymity is seen as a technique, or a way of realizing, certain other values, such as privacy, or liberty.

Probably the most important example of anonymity here in the United States is the right to vote in free elections without anyone knowing whom or what “you” voted for behind the curtain.

We have plenty of illustrations on the benefits of maintaining anonymity and separating identifiable information from health and financial data. Just think about the 140 million people that had their personal financial and demographic information released in the hack of Equifax, or even worse, the 1.5 billion in the two Yahoo hacks. Both encompassed personal demographic and financial information.

Anonymity is based on the trust of the person or organization you are trading with and how securely they store your information. By using blockchain technology, UHC allows for members’ identities to be separate from specific health service transactions because the data is not being hosted on the provider’s computers or network. All health data in the UHC system is de-identified from the member with special machine learning techniques. So, while a health service event or transaction will be embedded permanently in the blockchain, only the member and the provider have access to an identifiable record of the transaction.

7. ADVANTAGES OF THE UHC BLOCKCHAIN OVER LEGACY SYSTEMS

“[Blockchain] does offer a promising new distributed framework to amplify and support integration of health care information across a range of uses and stakeholders.” Deloitte Blockchain Report — A new model for HIE

Universal Health Coin stakeholders are the Early Adopters and Trailblazers for adapting blockchain and cryptocurrency into useful and disruptor healthcare solutions.

As noted below, the legacy Health Information Management industry sees there are obstacles in the adoption of blockchain technology in healthcare, but that is because they are only trying to enable their legacy systems and existing processes with blockchain. On the other hand, UHC is leveraging the advantages and capabilities of blockchain and cryptocurrency to BYPASS these legacy systems.

8. WHY ISN’T ANYONE ELSE DOING THIS IN HEALTHCARE

“Blockchain technology is going to revolutionize healthcare and the method in which every patient interacts.” Alex Gramling, HealthcareIT Leaders Blog

A recent IBM report, “Healthcare Rallies for Blockchain: Keeping Patients at the Center,” reported that in its survey of 200 healthcare executives:

• 16 percent of healthcare organizations are targeting a commercial blockchain solution at scale in 2017
• Organizations that are primed for this 2017 commercialization see the greatest benefits in clinical trials, regulatory compliance, and medical records
• Nine out of 10 survey respondents reported the desire to finance blockchain applications by 2018

According to the IBM researchers, blockchain technology offers the industry “long data” versus “big data” — that is, long data being that data reaching as far back in time as possible. The potential could capture a patient’s full health history, including every vital sign ever recorded and medication ever taken, including data from all types of wearables — at least as far back as when the data was acquired into the blockchain.

As noted in the resources section, there are many other configurations and organizations that are working to utilize blockchain in healthcare. The problem for them, but the opportunity for UHC, is that they are only looking to enable the current legacy system with it and are not considering using blockchain and cryptocurrency to change the system.

In a recent article by Mike Millard, Editor of Healthcare IT News, he presents how the payers of healthcare such as United Healthcare, BCBS, and the government, are looking at using Bitcoin to advance the revenue cycle process and claims payment. Again, this is legacy and nothing novel in the true sense of what novel means in the world of blockchain and cryptocurrency. “One of our big business segments is the clearinghouse and claims management services,” he said. “You’ve got some of the big payers looking at blockchain and making public pronouncements that they’d like to find ways to disintermediate the clearinghouses and go directly to the providers.” The payers are looking to dissolve the middlemen between payer and provider, but UHC considers every organization, including the payers, between doctor and patient to be the “middleman” that need displacement.

UHC’s mission is not to enable the current legacy processes with blockchain, it’s to use blockchain to change the current system focused on financing and payment.

We have the opensource communication platform that allows other decentralized applications (dApps) to utilize the UHC system for the financing of their healthcare endeavors as well.

Below is a list of those companies we found worthy of mention and a brief of their solution to healthcare’s problems. They are either or both competitors and/or prospective collaborators. They have been presented in the technology stack Section 6.1 Tier 1 as collaborators via dApps.

We see that the UHC dApps Tier being a Market Place for UHC members and health service providers to access great applications and services that have adopted the UHC for payment.

In no particular order:

8.1 Sharable.Life

One potential competitor is more likely a collaborator from the medical cost share business is Sharable.Life. The former two CEOs of Medi-share have joined forces to build an open platform to enable medical cost-share programs to proliferate — we believe and support their vision and mission! Sharable.Life is focused on the technology to reduce the processes found in legacy healthcare such as referrals, pre-authorizations, claims processing, etc. similar to other blockchain efforts. But, as we discussed earlier, medical cost share organizations are totally different than health insurance and fall in line with UHC autonomous and affinity supported health cost sharing which takes payers, government, and third parties out of the relationship between doctor and patient. We applaud their work and hope to enable the UHC platform to interface with Sharable.Life so we may leverage each other’s expert capabilities.

8.2 Pokitdok

Pokitdok has developed a sophisticated new platform for eligibility checks, claims processing, scheduling, patient access, and payment optimization. These are legacy processes on a new platform. In late 2016, they announced the launch of DokChain, “one of the healthcare industry’s most concrete steps toward building a blockchain-based system for resolving patient identities, giving patients control over their health records, and automatically adjudicating claims, among other applications.” As their CTO, Ted Tanner, explains, they are using blockchain to secure personal health information and that we applaud. They have partnered with both Microsoft and Intel to expand their capabilities and hopefully scale adoption of their system in the current health system.

8.3 Patientory

Patientory has launched a token recently and integrated with Dash payments. Like DokChain and most all other solutions promoted today, Patientory is focused on the existing problem of securing clinical data and personal health information, and/or the process that supports the status quo.

8.4 IBM

IBM projects the blockchain’s greatest potential may be in enabling the interoperability of electronic medical records (EMRs), replacing the role of the Health Level Seven (HL7) standards and allowing different EMR systems to communicate in real time via its trusted shared ledger technology. This facet of EMRs has gained new momentum since former Health and Human Services Secretary Dr. Tom Price singled out EMR “interoperability” as a prime focus of his efforts.

8.5 HealthNexus

According to Simply Vitial’s white paper, https://docsend.com/view/cuufmc5, “Health Nexus is a blockchain-oriented distributed system handling data transfer, payments, and storage specifically designed for Health Care. Because of the sensitive nature and requirements of healthcare, existing blockchain distributed systems are not adequate for healthcare. The goal of Health Nexus is to create a blockchain system that can pass the stringent requirements of healthcare by ensuring better data integrity, encryption, and by providing a validation system to ensure the miners running this network are compliant entities.” One of their capabilities is being bilingual providing services in both English and French.

8.6 Bowhead Health

The Bowhead supplement tracking device is connected to the internet and can monitor the health of individuals at home while being a resource used by healthcare professionals to provide timely advice to people in need of health attention and direction. The device dispenses personalized selections and dosages of nutritional supplements and medicine based on an individual’s unique needs. They call themselves, a real-time biometric tests system in a smart dispenser. They state that they are “the first medical instrument powered by blockchain.”

8.7 Healthcoin

Healthcoin is a blockchain-enabled platform for diabetes prevention. Healthcoin is an incentive system that tracks a person’s lifestyle choices by collecting data (like heart rate, weight, sugar level etc.) and pushing it into a database run on the blockchain. Healthcoin’s algorithm then calculates the change or improvement in the health of the individual. Based on their improvement, they earn a certain amount of Healthcoins.

8.8 HashedHealth

Hashedhealth utilizes the blockchain technology to empower the healthcare companies focused on accelerating their growth via innovation and state-of-the-art tools. This is different from UHC as the latter acts as a platform for health service providers and patients to connect. Another project of HashedHealth is Health Pooled creating an insurance pool that allows patients to connect directly with the healthcare providers. The HP smart contracts run on the QTUM blockchain with API endpoints and shell scripts used for the interaction with the smart contract.

8.9 BlockchainHealth

BlockchainHealth is focused on the relationship between medical researchers, investigators, and study participants. They use blockchain to track assets and transactions during the study helping researchers maintain integrity within their research protocols and activity.

8.10 BurstIQ

BurstIQ was founded in 2015 with the stated goal of solving three fundamental challenges in the healthcare industry:

• Health data lives in silos, with little or no integration to other data sources;
• HIPAA regulations make it extremely hard to efficiently combine and share data between people and organizations who need it or would greatly benefit from it; and
• People often have limited access to their own data, and it is often difficult to understand it even if they can access it.

BurstIQ focuses on providing a solution to the need of having all health data in one place without the need for paperwork. The BurstIQ system is operational with sustainable revenue streams, multiple large business customers, and hundreds of thousands of LifeGraphsTM — what they call their patient profile based upon relational map of authenticated data objects.

8.11 MedRec

BNEO Israel Deaconess Medical Center created a platform for the managing of medical records on the Neo Blockchain. MedRec states that they help users assign specific permissions for access and sharing of data according to defined preferences.

8.12 DeepMind Health

Blending blockchain with legacy system, DeepMind Health is creating a more secured auditing system for healthcare. Based in the UK, their tag line is “Helping clinicians get patients from test to treatment, faster.”

8.13 YouBase

YouBase is a individual-centric health data exchange bringing the future of HealthIT and Precision Medicine together with detailed practical consent and permissioned mechanisms.

8.14 Athelas Insurance

Athelas is an automated, software based, health insurance company providing a solution to solve the problem of high and quickly growing health insurance costs in the United States. Automated health insurance through process streamlining & automation, anti-fraud/abuse software, and Decentralized Autonomous Organization assistance (DAO) for the health insurance industry.

9. THE TARGET MARKETS FOR UHC

9.1 Millennials as our Prime Customers

“All of my net worth is in cryptocurrencies, because I see them as the best way to escalate my ability to be financially secure and pay off my student loans. I like the idea of decentralization, the fact that there’s a lot less corruption and political ties. That idea appeals to me … Not having to go through banks. Having financial control over our lives again.” Roshaan Khan, a 20-year-old millennial senior at Virginia Commonwealth

One of the largest generations in history is about to move into its prime spending years. Millennials are poised to reshape the economy; their unique experiences will change the ways we buy, sell, and pay for everything including health services. Millennials have lived through the financial crisis, 9–11, skyrocketing academic debt and one of the most divisive and controversial elections in history. It’s no wonder, then, that they tend to mistrust authority. This trend is forcing all industries to examine how they do business — now and in the future. Traditionally, healthcare has been a decade behind all other industries in the adoption of such trends — but these changes are going to happen much faster than healthcare service organizations expect.

Cryptocurrencies like Bitcoin have a huge appeal to millennials who dream of a cashless future, and now they’re putting savings into Bitcoin rather than traditional investment funds. UHC feels they will do the same with their health savings account for the purchase of health services now and in their future.

The digital currency market has already turned early adopters into millionaires, been marketed by millennial celebrities such as Ashton Kutcher and Paris Hilton, and stands against everything that millennials are jaded about in terms of traditional payment methods and investments, making it a promising market for UHC.

When talking about the promise the millennial demographic holds, the following statistics illustrates the inherent potential for UHC:

1. By 2020, millennials are expected to account for 30% of retail sales in the United States. That is $1.4 trillion in spending. Born between 1980 and 2000, these 18- to 34-year-olds don’t have the same media consumption and buying habits as their parents and grandparents. They have grown up in the era of rapid change, giving them a set of priorities and expectations that stand in stark contrast from previous generations.
2. There are 92 million millennials in the US compared to 61 million GenX and 77 million baby boomers. They are what Goldman Sachs calls, “the first digital natives”.
3. Millennials have a greater dependency on smartphones. They own approximately 7 connected devices each and use at least 3 of them each day. The “Internet of Me” applies mostly to this generation, and they’re incredibly engaged with content in every sense of the word.
4. Half of Millennials — versus 38% of the population — consider themselves content creators, and 75% share content online regularly.
5. The Millennial generation makes up nearly half of the U.S. workforce launching nearly 160,000 startups in 2014 and making up nearly one-third of all entrepreneurs in the U.S.
6. They are making more than 54% of their purchases online, five points ahead of the 49% of online purchases made by non-millennials. When asked about how they will make their next online purchase, 32% of millennials said they planned to do it on a laptop or desktop computer, 25% said they would use their smartphone, 24% will use a tablet, and 11% will shop in a physical retail store. Thirty-percent of millennials have done their grocery shopping online.
7. Millennials have been putting off significant milestones like marriage and children, but that doesn’t mean they want to stay single forever. Seventy percent say they want to get married eventually and the median age for marriage today is 30 where it was 23 thirty years ago. Seventy four percent said they also plan to have children, 30% already do.
8. 78% of Millennials would rather invest money in a desirable experience than in an item. They are all about creating, sharing, and capturing memories. And this is why buying luxury items like cars, Cadillac health plans, and large homes have been on a decline.

Being faced with the worst economic conditions as compared to the previous generations, millennials have adapted to the situation by focusing more on the experience instead of ownership, giving rise to what’s being called a “sharing economy”.

The aforementioned facts are not the only ones which underline our reasons for considering millennials as a potentially valuable target market. The health concerns of millennials is also one of the major reasons.

According to Monitoring the Future, millennials consider health and wellness to be a vital aspect of their lifestyle. They’re investing more in:

1. Eating healthy: More than half of organic consumers are millennials, as reported by Organic Trade Association.
2. Exercise: Millennials’ definition of “health” is a lifestyle with smart eating and exercise habits. This has driven them more and more towards fun, flexible workouts like Zumba.
3. Staying away from harmful substances: As revealed by Economist, most millennials are taking less interest in cocaine and marijuana, and staying away from an unhealthy consumption of alcohol and painkillers.

With helpful mobile applications to remind them to stay on track, and their tendency to utilize online resources in their search for the healthiest foods, this is one space where they’re willing to spend money on brands and services that focus on their health.

From the millennials being the digital native and health-conscious generation to their adoption of cryptocurrency for investing and payments and driving the sharing economy, the aforementioned statistics lead us right into the discussion of the Health Cost Sharing model of UHC and our expectation that millennials will be our largest membership and early adopters.

Kantar Health surveyed more than 2,000 millennials in 2016 to discover how they really manage their own healthcare. The results showed that millennials are less likely to trust physicians and are far more inclined to consult online experts and other informal sources for advice. The simple reason that drives this action is that they reject the old “fix it” model where a primary care physician serves as a trusted advisor for patients but also a trusted intermediary for pharmaceutical companies and insurers.

This model begets mistrust, and numbers from the Kantar survey prove it. Only 58% of millennials said they trust their physicians as compared to the staggering 73% of all others, and only 41% consider their doctor to be the single best source for health information.

For the millennials, time is limited. They are always on the go and rarely have time to spare. In this situation, combined with the fact that they consider their health to be top priority, gyms have become a platform for them to meet, share and have fun. This hunger for community presents an opportunity for UHC to build a different type of community around healthy living.

Following are a few of the game-changing ways in which UHC will attract millennials and serve their specific health and wellness interests and needs:

9.1.1 Providing Care Fast

Millennials want to receive services fast, and healthcare is no exception. They have been called the “drive-through generation” for this very reason. And this propels them to prefer retail clinics (34%) and urgent care clinics (24%). Primary care physicians are now the last resort for them.

9.1.2 Give Them Access to Information

The Affordable Care Act, the rising costs of healthcare and the increased number of online self-help resources available have encouraged this generation to take control of their healthcare. And the most prominent channel for them to turn to is the internet. For minor health concerns, they gather information online before reaching out to a physician.

They do that in part by turning to the non-urgent health concerns. Millennials often search online (including social media) to gather information, and act on the health advice they find there, before reaching out to a health physician.

9.1.3 Provide Costs Upfront

With out-of-pocket costs on the rise, 41% of millennials say they request estimates before undergoing medical treatment to assess beforehand if the treatment lies within their budget. The difference is huge compared to the 21% and 18% of baby boomers and seniors, respectively. Not to mention that health care providers do not typically have the means to provide such information.

9.1.4 Provide Access to Other Patients

Word of mouth is not just important to millennials — it is essential. And that includes, of course, what’s said online. In the past year (2016), 23% of millennials say they’ve looked at online reviews for healthcare providers or hospitals, compared to 15% of non-millennials. These consumers are also twice as likely (compared to non-millennials) to have participated in online communities in the past year, and they’re more trusting of the information they find there. Likewise, millennials are increasingly comfortable sharing their own symptoms and treatment experiences through patient networks.

9.1.5 Be Their Health-Tech Advisor

While the digital age of today has already prompted all generations to utilize technology to manage their health, millennials stand out being the fastest adopters, taking the lead of using and popularizing the new technology. A simple example is how they spearheaded the use of wearable sensors in conjunction with health apps.

9.1.6 View Health Holistically

While the older generations have had the ease of being able to invest in regular checkups due to fewer time and budget constraints, millennials do not have this luxury. To adapt, they take a holistic approach, investing in maintaining their health and making choices that they believe will pay off long-term.

9.1.7 Social Incentive for Early Adoption

We have framed up a more social offering of the UHC health cost sharing network. In our revenue projections, we calculate an average monthly payment into the health cost sharing program to be $200 per person. Marketing to millennials, as potential UHC members, can be quite straight-forward once we factor in their most sought-after solutions. Because of their time and money constraints, the topmost features that millennials look for in any service include the promptness of the service provided and a small cost.

Apart from these needs, the habits of millennials should be taken into consideration as well. The two features that stand out in this respect are their tendency to adapt quickly to technology, placing more trust in online resources and tools, and reaching out on social media for what they need, or for reviews.

The UHC marketing strategy takes the aforementioned points into account and aims to create a strong social media presence to attract and engage with potential and existing members. The decentralized nature of the UHC process already chips away all third-party connections, ensuring better service and experience for both parties involved.

9.2 Providers of Health and Wellness Services

There are two strategies that we will employ to attract health service providers to UHC.

9.2.1 Member Recruitment of their Health Service Provider

UHC enables every member to use their own physician or health service provider as long as they can be validated by the network as an active member of the health services community with data provided by many sources. The UHC member will plan a visit with their provider of choice and introduce UHC and the smart contract at the time of the visit or prior to the visit. The UHC app with take them through a very quick introduction and illustrate the cash-based payment that we pay for that type of visit. They either accept it or not.

This model has worked since the late 1980s when Managed Care was expanding the country. Relatively healthy individuals (our target market as well) who wanted to save on the amount of money they were spending for regular health insurance joined managed care organizations, such as HMOs, rapidly. When the patient needed care, they would call the HMO to see if their health service provider was in the network. If they were not, the member couldn’t see them if they wanted the HMO to pay. So the HMO would tell the member to go talk to their health service provider and let them know you will not be able to see them anymore if they don’t join the HMO network. If the doctor did not accept the agreement then, after a small percentage of their patients left to go to other doctors in network, they would concede.

But that was nasty, high administrative managed care. UHC is nothing like that. As a matter of fact, our model helps the health service provider to lower their administrative costs because our admin expense is built into the smart contract and automated within the UHC system. They will love hearing the story of UHC and join rapidly not only accepting patient from UHC, but they will begin to promote UHC to their other patients as their patients ask what is the best health plan to join!

9.2.2 Direct Care, Concierge Medicine, and other Cash-based Health Service Providers

Out of the 246,000 primary care physicians in the US there are anywhere between 5,000 and 20,000 who take cash for services on an independent cash-based pricing model outside of insurance and PPO networks. We should be able to attract a core number of them as early adopters and open the channel for UHC members to be given access to them quickly through the system.

9.2.3 The Other 226,000 Primary Care Physicians

As the UHC system is self-developing across the world, there will be certain areas that grow in density much faster than others. As the density increases, the UHC system has the ability to communicate the growing trends out into the market to both prospective members, and their Primary Care Physician. Just as Facebook and Uber focused on specific markets to rapidly gain affinity from the community, UHC will as well. Through direct marketing, community messaging, and social sharing, the remainder of the Primary Care Physicians in the US and other areas will learn about the successful model of UHC.

9.2.4 Federally Qualified Health Centers and Community Health Centers

Federally Qualified Health Centers are community-based health care providers that receive funds from the HRSA Health Center Program to provide primary care services in underserved areas. They must meet a stringent set of requirements, including providing care on a sliding fee scale based on ability to pay and operating under a governing board that includes patients.

Federally Qualified Health Centers may be Community Health Centers, Migrant Health Centers, Health Care for the Homeless, and Health Centers for Residents of Public Housing. There are now more than 1,250 federally supported FQHCs with more than 8,000 service delivery sites that deliver primary and preventive health care to more than 20 million people in all 50 states, the District of Columbia, Puerto Rico, the Virgin Islands, and the Pacific Basin.

There is a huge problem in the funding of these organizations that are requiring they receive cash paying patients. Congress is not acting on any new health care initiatives and FQHCs face a 70% budget cut this year and into the future. We see that the UHC system can help these important public and community health resources remain available to the people.

9.2.5 Health Systems

While we not directly target health systems initially in general terms, we have already entered into ideation discussions with a few who are innovative and see the writing on the wall regarding health care finance and payment systems. As UHC proliferates into the Primary Care Markets, specialty referrals and hospitalizations of UHC members will expose them to UHC immediately. There are 5,564 hospitals registered in the US. Here is a list* of the largest health systems in the US with numbers of hospitals. Feel free to send this White Paper to those you may know working in these systems!

9.2.5.1 Non-Profit Hospital Systems

1. Ascension Health (St. Louis) — 76
2. Trinity Health (Livonia, Mich.) — 45
3. Kaiser Permanente (Oakland, Calif.) — 37
4. Dignity Health (San Francisco) — 36
5. Catholic Health Initiatives (Englewood, Colo.) — 33
6. Adventist Health System (Winter Park, Fla.) — 31
7. Sutter Health (Sacramento, Calif.) — 26
8. Providence Health and Services (Renton, Wash.) — 26
9. Northwell Health (Great Neck, N.Y.) — 21
10. Banner Health (Phoenix) — 20
11. Baylor Scott & White Health (Dallas) — 19
12. CHRISTUS Health (Irving, Texas) — 19
13. SSM Health Care (St. Louis) — 18
14. Intermountain Health Care (Salt Lake City) — 17
15. Mercy Health (Cincinnati) — 17
16. NewYork-Presbyterian Healthcare System (New York City) — 17
17. Adventist Health (Roseville, Calif.) — 16
18. UPMC (Pittsburgh) — 16
19. UnityPoint Health (Des Moines, Iowa) — 15
20. Hospital Sisters Health System (Springfield, Ill.) — 14
21. Mercy (Chesterfield, Mo.) — 14
22. Texas Health Resources (Arlington) — 14
23. Aurora Health Care (Milwaukee) — 13
24. Baptist Memorial Health Care (Memphis, Tenn.) — 13
25. Franciscan Alliance (Mishawaka, Ind.) — 13
26. Saint Joseph Health (Orange, Calif.) — 13
27. Carolinas HealthCare System (Charlotte, N.C.) — 12
28. Bon Secours Health System (Marriottsville, Md.) — 11
29. Mayo Clinic Health System (Rochester, Minn.) — 11
30. Sentara Healthcare (Norfolk, Va.) — 12
31. Novant Health (Winston-Salem, N.C.) — 10
32. East Texas Medical Center Regional Healthcare System (Tyler) — 7

9.2.5.2 For-Profit Hospital Systems

1. Community Health Systems — 188
2. Hospital Corporation of America (HCA) — 166
3. Tenet Healthcare (Dallas) — 74
4. LifePoint Health (Brentwood, Tenn.) — 56
5. Prime Healthcare Services (Ontario, Calif.) — 32
6. Universal Health Services (King of Prussia, Pa.) — 28
7. IASIS Healthcare (Franklin, Tenn.) — 18
8. Ardent Health Services (Nashville, Tenn.) — 12
9. Capella Healthcare (Franklin, Tenn.) — 9
10. Steward Health Care System (Boston) — 9
11. National Surgical Hospitals (Chicago) — 8

*This list provided by Becker’s Hospital Review: Non-Profit Hospital List and For-Profit Hospital List

9.3 Self-insured Employers

The interesting thing about employer-based health insurance in the United States is that most people do not realize that their employer is the insurance company and only contracted with UnitedHealth, BCBS, Cigna, or other Third-Party Administrators to manage their health plan. When the employer pays for the health services of their employees and families directly out of their bank account, this is called “being self-insured”. Most employers with over 100 employees are self-insured and over 60% of the employed population is covered by an employer self-insured plan.

We fully expect many of those employers to move to the UHC system soon after the model is proven and a significant number of individuals are participating in the UHC system. This process should take no more than two years to provide them with the proof the UHC system is saving money, assuring more healthy individuals, and increasing the satisfaction of doctors and patients alike when using the UHC system.

UHC follows the self-insured policy, which provides the members the ease of mind that their identifying information will not be liable to disclosure, as stated in the Health Insurance Portability and Accountability Act (HIPAA) privacy rule. The members are able to enjoy discretion, safe and prompt service with self-insured employers, and save money within the health system.

9.4 UHC Attracts Expert Advisors, Mentors, and Consultants

We believe a very important component to the success of UHC will be the participation of expert advisors from across various industries and life experiences. This will not only assure that UHC builds the company based on the best advice, but helps to build the confidence of those who wish to support UHC as early adopters of our mission. We have designed a detailed staging process for the inclusion of expert advisors to join the UHC Advisory throughout the evolution of our development.

First, we defined the three stages of development for the company using the guidelines below.

Then, we established three levels of performance of each individual advisor as outlined below:

Standard Performance Level

Strategic Performance Level

Expert Performance Level

10. ORIGINAL TOKEN SALE FOR THE UNIVERSAL HEALTH COIN

“The global HealthTech market is expected to be valued at £43bn [$56BUSD] by 2018 — presenting an enticing opportunity for start-ups in the space to innovate and tap into the sector. These disruptors are especially well positioned for growth as publicly funded organizations, such as the NHS, embrace new opportunities to reduce costs, maximize efficiency and improve patient outcomes.” Harriet Lowe, Insight Manager, London Ingenuity

10.1 Combining Several Heavily Funded Markets

UHC combines the advanced capabilities of FinTech, HealthTech, Artificial Intelligence, and Cyber Security to create the most advanced universal, yet private and anonymous, health system in the world built on blockchain technology for securing access to personal health data, while providing smart contracts between healthcare providers and patients that create the transparency to reduce fraud and provide immediate payment.

Investors are clamoring for applications in the use of blockchain and cryptocurrency to solve problems. This past August, an initial coin offering (ICO) for the blockchain data storage company, Filecoin, has raised an estimated $250 million within 60 minutes — the fastest Token Sale in history to date. Since January of this year, 530 early-stage health tech companies have garnered up $9 Billion in funding.

The biggest deals in artificial intelligence and machine learning this year have raised $3.8 billion in aggregate funding across 263 deals.

In the same period, 892 early stage cyber blockchain/cryptocurrency companies have been funded with $2.1 billion. By the year’s end, these sectors combined should close on over $16 billion in new funding.

Our team at UHC is developing a platform that utilizes the security of blockchain to protect health data, provides the immediacy of payment through smart contracts, continuous adaptations and efficiency through its AI and machine learning functions. It also enlists the capabilities of cryptocurrencies to reduce fraud and create transparency in healthcare finance — all while changing the incentives to match the present need — something that traditional healthcare systems have been ignoring, resulting in their inefficiencies. We feel this is highly attractive to the venture markets.

11. UHC TOKEN ECONOMICS AND MODELING

A new way to serve economies of many types is through decentralized open networks that arose from the cryptocurrency movement beginning with the introduction of Bitcoin in 2008 and which have accelerated with the Neo since 2014. This is what is called the token economy.

Tokens are a breakthrough in open network design that enable:

1. the creation of open, decentralized networks combining the best architectural properties of open and proprietary networks, and
2. new ways to incentivize open network participants, including users, developers, investors, and service providers.

By enabling the development of new open networks, tokens help reverse the centralization of the internet, thereby keeping it accessible, vibrant and fair, and resulting in greater innovation.

But what is a token? A token is a voucher that can be exchanged for goods or services. A token economy is the process of behavior modification designed to increase desirable behavior and decrease undesirable behavior with the use of these “vouchers.”

Tokens and the token economy are enabling new business models to exist in open source. The token economy is also a new way to raise capital by selling tokens through an Initial Coin Offering or Token Sale to support the development of a specific business model. When the business model succeeds in gaining traction and serving the economy, its token appreciates in value.

There are usually two steps involved in valuing a crypto token:

1. modeling the market size and the extent that the business model can reach, and
2. how the market attraction translates into returns on individual crypto tokens.

The UHC token economy as a system concerned with the efficiency, effectiveness, value, and behavior in the production and consumption of health and wellness goods and services within a worldwide decentralized open network.

UHC Members receive tokens after paying a monthly subscription into the system and earn more by validating desirable behaviors such as healthy living. Health service providers receive tokens after providing a health service according to a define smart contract and earn more by providing quality health service and validated outcomes from services rendered. All tokens are collected and exchanged for meaningful value.

While UHC is fundamentally a network protocol used to match health care expenses between members (rather than a crypto economic protocol), it is intended to serve as a transparent utility to match payers (members) with user needs (health service providers). Establishing and maintaining an open standard is a coordination problem that adds operational overhead for all contributing parties; coordination can be especially challenging when each party has different needs and financial incentives. Utility tokens can align financial incentives and offset costs associated with organizing multiple parties around a single technical standard. While aligning incentives around adoption is useful, utility tokens can be used to address a much more challenging issue: future-proofing a protocol implemented within an immutable system of smart contracts via decentralized governance.

Neo allows the running of decentralized code in conjunction with smart contracts, enabling reliable services and payments handling. ‘Smart Contracts are a central component of next-generation blockchain platforms. ‘Due to the contracts’ self-executing nature, single party manipulation is averted because control over the execution of the smart contract does not fall into the hands of a single party. Hence, it could be said that smart contracts provide autonomy, trust, speed, and safety. UHC leverages the smart contracts protocols in the Neo blockchain that facilitate, verify, negotiate and conclude contractual transactions between members and health service providers.

Once a Neo smart contract is deployed to the blockchain its internal logic can’t be changed. While smart contract abstraction may be used to continuously integrate updates into a protocol without disrupting higher-level processes, such an update mechanism can also create significant security risks for end users (in the worst case, an attacker could gain access to user funds). Utility tokens may be used to drive a decentralized update mechanism that allows for a continuous integration of updates into the protocol while also protecting the protocol’s users and stakeholders.

The UHC token will be deployed to the Neo blockchain with a fixed supply of protocol tokens that will be issued to partnering dApps and future end users. Protocol tokens will have multiple purposes: to cover the cost for the monthly subscription, to reinvest excess amount of the reserve allocation and rewarding users. Decentralized governance will be used to securely integrate updates into UHC utility. Initially, a simple multi-signature contract will be used for decentralized governance until a more sophisticated DAO is developed. The UHC utility and its native token will not impose unnecessary costs on users, seek rent or extract value from members. The utility’s smart contracts will be publicly accessible and completely free to use. No mechanisms will be put in place to benefit one group at the expense of another.

11.1 Clustered Payments Process

UHC is a cash-based system for the payment of local fiat currency (in the US its USD) to cover the cost of a health event (HCE). Every month, members (M) pay into the UHC system their subscription amount which is converted into UHC and placed into each member’s wallet (W) until the need to make payment. As each HCE occurs and validated in the smart contract (SC), UHC moves from the W into the shared cluster (SC) combined with other payments to account for the cost of each HCE. As the payment makes it to the health service provider’s W it is exchanged from UHC to USD to complete the HCE according to the SC. History of all transactions are stored in the ledgers of both parties and the balance for each account will be present in the contract state.

11.2 Alternative Type Casting to ICO — the Token Sale

Taking into consideration that the term ICO may instill uncertainty among potential UHC members, ICO sounds like IPO and IPOs involve issuing stock, securities or equity, industry lawyers point out that a good many token offerings really and truly are not securities but instead are utilities. For instance, a company that’s financed via “utility tokens” means that the coin can be redeemed for specific goods or service on the issuing platform. This drives the belief that UHC is a utility token in the facilitation of the purchase of health services.

Whether people redeem the tokens for services or hoard them in the expectation that the platform will become more valuable over time is unknown to the company. Therefore experts in the cryptocurrency industry usually explain utility tokens as “condominiums — when someone buys a condo, they might live in it, or flip it. Regardless, it’s not considered or regulated as a security.”

The process of issuing a token to customers can be explained in other terms like “token-generating event” (TGE) or just plain ole Token Sale, which is what happens when a startup issues a new token in the form of a cryptocurrency. Unlike Bitcoin, where coins are “issued,” tokens are “generated” and the properly designed token sale does not promise “profits” or “investment returns”. It simply focuses on selling a digital asset which has a specific use in a decentralized application — in UHC’s case, purchasing health services.

This way, the token acts as a participant which is able to create incentives for the parties involved, while solving the classic chicken and egg strategic problem, where the value propositions to two different groups are interdependent (penetrating in group A or the member, is dependent on penetrating in group B or the health service provider, which is dependent on penetrating in group A back to the member).

Therefore, UHC is being offered as a utility token for the purchase of future health services.

NOTICE TO ALL — THERE IS A LEVEL OF RISK THAT THE SYSTEMS OF UHC MAY BE BREACHED AT SOME TIME IN ITS EXISTENCE. IN THE RARE PROBABILITY THAT THE NEO TOKEN IS BREACHED, UHC WILL GENERATE A NEW CURRENCY AND RESUPPLY ALL UHC TOKEN HOLDERS WITH MARGINAL DISRUPTION AS THE VALUE OF THE PLATFORM COMES FROM THE UTILITY SERVICES WITHIN THE UHC SYSTEM.

11.2.1 UHC Utility Tokens

UHC system consists of two native tokens:

• UHC Token (UHC)
• UHC currency (UHCT)

UHC and UHCT act as utility tokens. Like the Proof of Stake mining concept, UHCT is generated by holding UHC. This ensures that those who receive the UHCT token have a vested interest in the UHC platform, which directly incentivizes them to act in its best interest.

UHC purchased during the token sale will receive the corresponding UHCT at no cost. Any UHC purchased after the token sale closes will need to wait for it to generate additional UHCT or purchase it on its own. The UHCT token will be distributed proportionally in accordance with the UHC tokens held. With the increasing rate of new block generation, the total limit of UHCT will be achieved in 2019. UHC holders can initiate a transaction at any time to claim their UHCT tokens to their wallet addresses.

11.3 Step One — Private Pre-Token Sale

The private invitation to pre-purchase UHC prior to the full Token Sale enables UHC’s to acquire funding through a discounted pre-Token Sale for early adopters. During this pre-purchase period, UHC will be presenting its project to the community of blockchain and healthcare stakeholders.

Through the presentation of this white paper, executive summary, memorandum and video presentations, we invite the blockchain and healthcare communities to analyze UHC for viability and reveal their interest as early adopters to lead the membership in UHC. UHC expects the pre-purchases to lead to many questions about the business model of the project, the opportunity for success, and unperceived risks. Considering all incoming comments, the UHC business model will execute proper adjustments as necessary, thus valuing our acquisition of the pre-purchases at a discount to the Token Sale price.

11.3.1 UTA and Legal

This feedback process and subsequent adjustments from stakeholders will lead to the agreement between the UHC and prospective early adopters via the Agreement for the Purchase of Universal Health Coin Utility Tokens (UTA). The UTA standardizes the legal framework surrounding token issuance and governs the nature of the transactions involved (i.e. the deployment of pre-Token Sale funds and the distribution of tokens). You may review the UHC UTA agreement here [post it]. UHC is considering which legal counsel it will retain from leading Fintech law firms to ensure members are protected and tokens adhere to any and all SEC guidelines.

11.3.2 Marketing and Public Relations

Since the UHC is a young company, an important role in the success of the project will be the launch of a very aggressive and competent public relations and marketing strategy. To this end, UHC has engaged the specialized agency services of David Wachsman, PR, a well-established and successful agent of several cryptocurrency Token Sales whom will be heavily involved in the UHC PR, marketing and roadshow presentations organized at various conferences and planned events.

UHC marketing efforts include enhancing cooperation with potential new members and operators to allow as many people to join the UHC platform as possible. Partnering with Hello Otto, directed by UHC Advisor Steve Hyduchak and using their cutting-edge automation platforms to locate appropriate aged groups and to reach out to “most likely users” efficiently and at significant cost savings to tradition marketing initiatives.

UHC tokens will also be used as incentives to join the network, creating a network effect. Bug bounty programs will serve to provide code audits frequently and bilateral business relationship in the blockchain healthcare communities will ultimately serve the customers and help branding efforts.

11.3.3 Member and Health Service Provider Referral Programs

UHC token holders will receive a certain amount of UHCT tokens based on any new members and health service providers they refer to participate in the UHC system. UHCT will be rewarded to members who refer new subscribers to the UHC network based on a tiered system. The earlier the referral in the UHC roadmap, the bigger the UHCT reward. For example:

• Referrals made pre-Token Sale — Dec. 1st 2017 to Dec. 31st 2017 will receive 2 UHCT
• Referrals made pre-Token Sale — Jan. 1st 2018 to March 1st 2018 will receive 1 UHCT
• Referrals made Q2–2018- Q3–2018 will receive .75 UHCT
• Referrals made post-Q4–2018 will receive .5 UHCT

11.3.4 Outside Token Rating Agency

UHC will engage an outside rating agency which conducts the research of all aspects of the project. The agency analyzes the investment risks of the project entering Token Sale, in the following areas:

• Business model (its relevance, strong and weak points)
• Market niche (prospects and dynamics of the selected market niches for building business)
• Team (business experience in the traditional market segment, in blockchain industry, blockchain-development experience)
• Competition (competitive pressure level on the part of companies with similar business models of the traditional market segment and blockchain-economy)
• Technical background (availability and quality of the prototype or source code)
• Analysis of the feedback from the community

After the end of the PR-campaign, the process of selling and buying UHC tokens begins. On the date of Token Sale start, the company provides membership a method of buying the tokens presented by the offer.

We have carefully studied the experiences of other Token Sale launches, and we have observed a full spectrum of problems as well as risks associated with current Token Sale practices. After taking into account all of the positive and negative experiences of previous Token Sales, we intend to protect the interests of the ecosystem, the community as a whole and, most importantly, the interests of our intellectual collaborators, advisors, and analysts — those who believed in us from the very beginning. It is their participation that allows us to move forward in the development of the UHC ecosystem.

11.4 Step Two — Private Invitation to Pre-purchase UHC for Stakeholders

Acquiring the first $1 million USD at an 80% discount to the Q1 2018 Official Token Sale price is vital to cover all initial startup costs including creating a solid legal framework and technical infrastructure design.

11.5 Step Three — Opening the White List

Utilizing a whitelisting process, UHC may acquire an additional USD in a pre-purchase of the Q1 2018 Official Token Sale price at discounts according to the schedule below.

• First $1m at an 80% discount or 500% return in UHC (projected to be $0.20 USD)
• $1m — 1.5m at a 60% discount or 250% return in UHC (projected to be $0.40 USD)
• $1.5m — 2m at a 50% discount or 200% return in UHC (projected to be $0.50 USD)
• $2m — 2.5m at a 40% discount or 160% return in UHC (projected to be $0.60 USD)
• $2.5m — 3m at a 30% discount or 140% return in UHC (projected to be $0.70 USD)
• $3m — 3.5m at a 20% discount or 125% return in UHC (projected to be $0.80 USD)
• $3.5m — Hard-Cap at a 10% discount or 110% return in UHC (projected to be $0.90 USD)

Pre-Token Sale volume will be Hard-Capped at 200,000,000 UHC or 20% of total supply. Funds acquired from the pre-Token Sale shall be allocated to:

• Creating a team of front and backend developers for the Trusted Review Platform Testnet
• Programming and launching the Trusted Review Platform (Testnet).
• Programming and launching the supporting tools being the mobile app and educational site that includes negotiated pricing data for healthcare costs feeding the smart contracts development process.

11.6 Step Four — Launch Day March 1st, 2018 — Official Token Sale

On March the 1st 2018, UHC will launch the Official Token Sale releasing the remainder, if any, of the previous 20% supply of UHC and offering an additional 400,000,000 or 40% of total supply of UHC

The UHC project will use proceeds from the Token Sale to fund the full development and operations of the UHC system.

Tokens will be allocated to the respective stakeholders as follows:

11.9 Timeline of the UHC Deployment to Decentralizing Healthcare Finance and Payment

12. ABOUT OUR TEAM AND ADVISORS

12.1 Co-Founders

12.1.1 Courtney P. Jones

UHC’s Co-founder, Chairman, and CEO. Courtney Jones is a serial entrepreneur, long interested in discovering new and better ways to communicate. Courtney was Co-founder and Chairman of FindWhat.com, a pay-per-click search engine founded in 1998, many years before Google embraced the business model. Findwhat.com became the world’s first publicly traded Internet company on the NASDAQ to ever post a profit — before Yahoo, Amazon or AOL. As Co-Founder and Chairman, he led Findwhat.com to become the 7th fastest technology company in North America from 1998–2003, growing to a nearly $1 billion market cap.

Courtney was an early investor in RadioIO, an acclaimed Internet radio company, and has owned internationally-renowned radio stations. Along with John Barnes and NFL head coach Jim Harbaugh, Courtney was co-owner of Panther Racing, an Indy Racing Team sponsored by the National Guard. As an IndyCar team owner, Courtney met with thousands of soldiers and worked alongside Medal of Honor recipients on programs to empower veterans seeking employment.

12.1.2 Dr. Gordon Jones

UHC’s Co-founder, President and COO. Gordon Jones earned his Masters and Doctorate in Health Administration from the Medical University of SC. After graduating from The Citadel and serving two tours in the military, Dr. Jones has acquired 25 years of digital health innovation, entrepreneurship, and business development experience that encompasses much of which is required by any health-related organization as the US health system evolves rapidly from Fee-For-Service to Value-based and Risk-based care models — to now a Cash-based system.

Dr. Jones is a multi-sport athlete playing soccer (only coaching now), tennis, running, triathlons, and a two time member of the US Men’s Masters Beach Ultimate Team winning Silver at the 2004 World Games and Gold at the 2007 World Championships in Brazil. With his wife, Jennifer, they have adopted 5 children to care for and raised them to be independent and contributing adults. Four of them are boys under 15 still living at home in North Augusta, SC. Jennifer and Gordon are also founders of the 501c3 foundation, OurATA.org, providing speech, occupational, and physical therapy to children in need and, most recently, the establishment of the Martha Lester School of Integrated Learning — a pre-school combining therapy and educational services for those with special medical needs integrated with neuro-typical children from the community.

12.2 Team Members

12.2.1 Steve Hyduchak

UHC’s Blockchain & pre-ICO Expert. Steve brings a diverse background having touched multiple facets of business through years of working at large corporations. He saw the business-case for marketing automation and combined that with his interest in blockchain and its capabilities to help new and existing business sectors evolve. Using complex research analytics, his company, Hello Otto, accelerates the acquisition of customers, partners, advisers, etc., whoever is needing to support a particular project or campaign. He is an alumnus of Indiana University of Pennsylvania with a B.S. degree in Finance and currently resides in the Research Triangle of Raleigh NC.

12.2.2 Nick Perez

UHC’s Chief Marketing Officer. Nick is a passionate Brand Builder and Growth Marketer creating digital marketing solutions for Web and Mobile. He’s been fascinated with the web and its impact on an ever-changing global economy for as long as he has been around computers. For the last 15+ years he’s spent time on all sides of the process: agency, in-house, consultant, project manager, designer, developer, marketer, etc. His strengths are in the rare ability to understand all steps in a project: from concept to implementation in a holistic manner for the greatest user experience. Nick has managed multi-million-dollar advertising campaigns, as well as built custom web and mobile applications for many for corporate and startup clients.

12.2.3 Scott Roethle, MD

UHC’s Medical Services Expert. Scott is Co-founder and Chief Medical Officer of two health IT startups, and Advisor on Boards of several companies. Lifelog Health is a managed services and consulting startup, marketing HELO health wearable and SaaS to systems, practitioners, and directly to the consumer. ModRN Health is a high-tech and high-touch integrated care coordination solution and personal health record. His roles include much more than medical oversight, particularly strategy, business development, sales and marketing, finance, technology, growth, and fundraising. As a physician anesthesiologist in a large private practice group, Dr. Roethle is clinically active in directing and performing anesthesia care for a wide range of procedures and patients of all ages and health status. Dr. Roethle is quite comfortable developing disruptive innovation in the healthcare industry, particularly ways to maintain health and advance wellness at both the individual and population level; and to help the industry shift away from the sick-care model.

12.3 Expert Advisors

12.3.1 David Wachsman

UHC’s Public Relations Expert. David began his public relations career in politics, interning in the communications department for Ed Cox, currently Chairman of the New York Republican Party. In 2007, David interned at Linden Alschuler & Kaplan, a traditional Manhattan agency, assisting in the representation of nationally recognized not-for-profits. David then joined a biotech startup, where he helped develop the business plan, strategy, and brand for a multimillion-dollar pharmaceutical company. Subsequently, David worked as technology and branding consultant before becoming CMO at Polin8, a successful mobile app development agency.

David founded Wachsman PR to provide professional PR services to the rapidly growing but nascent financial technology industry, with bitcoin and blockchain at its foundation. In 2016, Wachsman PR grew from a one-man shop to a ten-employee public relations agency with offices in New York and Dublin. The catalyst to such rapid growth was David’s ability to turn complicated, previously undiscovered concepts into digestible content for media and consumers alike.

12.3.2 Tricia Nguyen, MD, MBA

UHC’s Health System Design and Clinical Integration Expert. Dr. Nguyen is the CEO of the Commonwealth Health Network, the clinical network for the iNova Health System serving our Nation’s Capital Region. Previously, she was President of the Texas Health Population Health, Education & Innovation Center, which serves as the nexus for sharing best practices, disseminating information about innovative approaches, leading physician-directed population health initiatives and coordinating community-based well-being collaboration.

Nguyen has a broad range of experience working with providers, hospitals, and payers, all focused on establishing the foundations for population health and outcomes-based reimbursement. She received a bachelor’s degree from Creighton University School of Pharmacy in Omaha, Neb., and a medical degree from the University of Missouri at Columbia School of Medicine, and an MBA from the University of Texas. She is board certified in internal medicine.

12.3.3 Anonymous Health Cost Sharing Expert

UHC’s Health Cost Sharing Ministries Expert. We have one of the top experts in the field of health cost sharing ministries joining our advisory as soon as his/her current contractual obligations are fulfilled.

12.3.4 Richard Smith, PhD

UHC’s Financial Market Analytics Expert. Richard has his PhD in Math and Systems Science. He is CEO of TradeStops. He has spent the last 10 years researching and developing algorithms and services that give individual investors the tools they need to remain in their personal investing comfort zone, and to succeed. With his background in mathematical theories of uncertainty combined with his own investing and trading experience, Dr. Smith understands risk management and how to use it as a self-directed investor to master the market. He has been studying the cryptocurrency markets for the past few years and brings that combined expertise to UHC. Dr. Smith believes in the power of the individual investor?

Dr. Smith is often requested to speak to groups, and he enjoys opportunities to share his knowledge to help others gain an edge in the market. He’s proven that his formula works with the backtesting and analysis of his own account along with the portfolios of some of the world’s most successful investors.

12.3.5 Nick van Terheyden, MD,

UHC’s International Digital HealthTech Expert. Dr. Nick van Terheyden brings a distinctive blend of medical practitioner and business strategist, both national and international, to the realm of healthcare technology. A graduate of the Royal Free Hospital School of Medicine, University of London, Dr. van Terheyden is a pioneering creator in the evolution of healthcare technology. After several years as a medical practitioner in London and Australia, he joined an international “who’s who” in healthcare, academia, and business, in the development of the first electronic medical record in the early 1990’s and later, as a business leader in one of the first speech recognition companies. Formerly of Chief Medical Officer of Dell, He has recently founded Incremental Healthcare where he focuses on seeking out incremental changes from other industries that can be leveraged to improve quality, reduce cost and increase access to healthcare.

12.4 Expert Mentors

12.4.1 Richard Kersh

UHC’s Risk Mitigation Analytics Expert. Richard is Founder and President of Human Factor Analytics, Inc. (HFA), a Population Health Management and data analytics company located in Russellville, Arkansas. HFA provides a vast array of services to employers, benefits brokers, wellness providers and risk management organizations. This robust application allows for employers to safely warehouse and access their claims data in an environment which aids in the investigation and management of their various risk data sets, (i.e., healthcare utilization data, pharmacy data, health risk appraisal data, biometric data and workers compensation data). This lets the employers query various data sets and compare the data through a relational database. The software is so robust it also lets the user compare the medical data against Workers Comp Claims data so the employer can either create or modify existing safety programs. Over the years Richard has also developed various proprietary techniques for analyzing risk data elements; one of which is a statistical algorithm which measures the financial efficacy of a wellness or risk intervention.

12.4.2 William “Bill” Davey

UHC’s Fitness Expert. Bill Davey has been a staple in the fitness industry since the early 90’s. He holds a Master of Science Degree in Exercise Physiology from the University of Wisconsin specializing in Cardiac Rehabilitation. He has built hospital based cardiac rehabilitation programs, personally trained many elite athletes, owned and operated his own fitness centers, developed popular “boot camp” programs, and is currently working with physician’s nationally to implement wellness programs into their practices. Bill earned great success in the Natural Drug-Free Bodybuilding World both as a competitor and fitness model winning 15 overall titles including the coveted Mr. America title in 1997.

12.5 Consultants

12.5.1 Aadli Abdul-Kareem

UHC’s Medical Interoperability Expert. Aadli is the managing partner at Electronic Health a healthcare technology consulting firm he co-founded. He is a recognized medical interoperability expert in health information exchange solution architecture, systems integration, private health information (PHI), security and data access. In the last eight years, Aadli has worked with federal, state and county agencies to implement health information connectivity and interoperability solutions. Aadli began his career as a Radio Chemist. He trained and managed a team of chemists ranging from Technicians to Analyst I level. Duties included discovering, testing, and analyzing Radioactive Isotopes particularly sensitive in nature due to their high level of Radioactivity. He oversaw accounts with Los Alamos National Labs, Savannah River Site, and West Valley Nuclear.

12.5.2 Don Hoskyns

UHC’s Patient and Member Engagement Expert. Don has been developing innovation in the Health and Fitness Industry focused primarily on interactive coaching applications since 1994. Don says, “It’s not only great design that makes a site work. Functionality is the key to building a successful site for your business.”

He is the CEO of More Active which has been involved in interactive and marketing technologies since 1986 and owner of several businesses and managing projects with many leading companies in the fitness market. Don was founder and instrumental in the creation and development of FitnessInsite online of fitness sites. Don has also been extremely involved in the development of other online wellness sites including: CorePerformance.com (Now EXOS) and APEXfitness.com Don’s latest work has been to create a flexible platform with the necessary tools which allow the thousands of “Experts / Partners” in the medical, health, and fitness industry, to economically deliver their programming and knowledge to their customers.

12.5.3 John Bertrand Davis, MD FACS

UHC’s Medical Specialty Expert. Dr. Davis brings 40 years’ experience of the history of medicine with a command of it’s science, art form, and business. He believes the science and business of medicine belong to physicians, medical personnel, and you the citizen, not Insurance companies. Dr. Davis grew up in south Mississippi and got his BS in Chemistry, Zoology, & Animal Physiology from Mississippi State University in 1974. He received his MD degree from The University of Mississippi School of Medicine in 1980. He did his residency in Otorhinolaryngology/Head & Neck Surgery at The University of South Florida College of Medicine in Tampa, FL 1980–1985, specializing in Facial Plastic and Reconstructive Surgery. He was recruited back to The University of Mississippi School of Medicine in 1985 as an assistant Professor of Surgery teaching all aspects of his chosen field to medical students and residents until 1991. He is a board-certified physician and belongs to all major societies of his field.

12.5.4 John Cates

UHC’s Blockchain and Capital Legal Expert. John D. Cates is a corporate lawyer with years of experience representing companies across a variety of industries and practices, including technology, venture capital, private equity, real estate investments, funds and alternative investments. John began his career at the international law firm of Jones Day, practicing in their mergers and acquisitions, private equity and capital markets group. While there, John represented dozens of companies across a variety of industries and guided his clients to several closed transactions north of $1 Billion. John then moved to Atlanta-based firm Morris, Manning & Martin in their corporate, tax and fund practice, representing various companies in the raising, structuring and investing of equity and mezzanine financing. These companies ranged from early-stage start-up companies to blockchain-based growth stage companies to well-established mature real estate development companies. John recently moved back to his hometown of Augusta, Georgia where he is Executive Vice President and General Counsel for a local real estate development company based in Augusta. John holds a bachelor’s degree, a law degree and an MBA with a concentration in Finance and Operations, all with honors from the University of Georgia.

12.5.5 Jason Hervey

UHC’s Marketing and Branding Consultant. Jason is co-Principal of Bischoff Hervey Entertainment specializing in the creation and production of scripted and unscripted television for various broadcast and cable outlets, as well as licensing and merchandising initiatives & innovative brand integration opportunities. Jason began his career appearing in over 250 commercials for some of America’s favorite brands. Before long, his visibility from the various commercials lead him to several appearances in some of television’s most notable shows. He also appeared in cameo roles in some of pop culture’s biggest feature films, such as Back to The Future, Pee Wee’s Big Adventure, Back To School, Monster Squad, Police Academy 2, Meatballs 2, and Tim Burtons Franken-weenie. Jason then played the role of Wayne Arnold in the Emmy Award-winning, Smithsonian Museum inducted, hit series “The Wonder Years”. From this platform and experience, Jason was able to leverage opportunities behind the camera as he began a career in producing.

12.5.6 David Belk

David is a graduate of Auburn University with a BA of Industrial Design. His career path began at the point of purchase display and merchandising field designing solutions to promote products and services for retail markets. He has also designed and engineered sheet metal, steel tubing, and wire fixtures, accessories, and furniture for Naval, Law Enforcement, and Retail Merchandising programs. David is currently the manager of a design group in the packaging and display industry that specializes in the development and realization of retail packaging and display programs servicing startups to fortune 500 companies. Throughout his career, he has developed skills in 3D design and visualization, graphic design, and the structural design and engineering of paperboard, wood, plastic, and metal, and now GAS.

13. ABOUT OUR HEADQUARTERS

Augusta Georgia, home of the Master’s Golf Tournament, is also designated as one of seven cities around the globe in the running to become the World’s Cybersecurity Capital by Fortune Magazine. With the Savannah River National Lab, Fort Gordon’s Army Cyber Command (training all DoD and Allied Forces service officers in signal and cybersecurity), National Security Agency US Cyber Ops, Augusta University Georgia Cyber Innovation and Training Center, University of Maryland Cybersecurity Training Center, and all the public/private contractor companies that support them including but not limited to Unisys, Augusta Cyberworks, CapeAugusta, EDTS Cyber, IBM, Intellisystems, InvestAugusta, Microsoft, Raytheon, SecureWorks, TheClubhou.se, and many more, Augusta is building a strong ecosystem of cyber, fintech, and healthtech companies bringing tens of thousands of millennial workers to the greater Augusta area.

Combining these resources with the Augusta Regions’ major health systems, the State of Georgia’s Augusta University Academic Medical Center and Children’s Hospital, AU Medical, Dental & Allied Health Schools, University Health System, HCA Doctors Hospital, Aiken Regional Health System, Eisenhower Medical Center at Ft. Gordon, The Veterans Administration Medical Center and Veterans Homes, and large physician groups like The Centers for Primary Care, we are poised to create some hugely successful hits in healthcare innovation.

13.1 High Quality, High Character

UHC understands that the need for a modern cyber workforce and a new class of office space that truly speaks to our millennial generation we’ll be hiring. This is why our HQ will be housed in the Augusta Cyberworks technology village with access to on-campus housing, high technology companies, blistering fast connectivity, great outdoor amenities and close proximity to Downtown Augusta.

The Main Historic Mill comprises 4 floors. Each floor is configured into suites of 10–45,000 square feet although all 4 floors may be combined into a single space to service a client who has significant space requirements up to 135,000 square feet.

13.2 UHC Onsite Data Center

With data centers around the world producing more than 200 million tons of carbon emissions every year, Augusta Cyber Works provides an innovative solution by leveraging the hydropower capabilities to reduce emissions and present a green proposition. UHC will bring high quality, skilled labor into the Tech Village community extending our mission as a Public Benefit Corporation.

13.3 Twenty MW Scalable To 40MW Critical IT Load

Our facility, located in a historic mill complex in Augusta, Georgia, leverages a number of site-specific advantages to provide a highly compelling product. CADP controls Sibley and King Mill, which used to be owned and operated by Avondale Mills, a textile (denim) manufacturer. The mills ceased operation about 7 years ago, and have been abandoned since then. Each of them has 2 MW of hydroelectric generated power which is powered by the Augusta Canal System, fed by the Savannah River.

By combining highly efficient Tier 3+ power infrastructure, data center friendly tax credits and efficient design it is possible to supply wholesale infrastructure at super low wholesale rates ($80- $100 per kilowatt per month) to hyper-scale operators hungry for expansion.

13.3.1 Green & Efficient

• 4 MW of Hydroelectric Power
• Plenum (hot aisle) containment
• CRAC driven air to liquid cooled heat exchanger
• Leverage 600 million gallons of canal water to reject DC and Campus heat load.
• Backup cooling towers and chillers for “trim” cooling and redundancy.
• Exceptional PUEs (1.15 at 10MW 1.13 at 7MW)
• Secure and Robust

13.3.2 Security

• Security fence surrounds perimeter of property
• Single point of entry
• Data center floor and secured areas require card key
• 2-factor biometric authentication (finger print and iris scan)
• Security guards on-site 24x7x365
• Active patrol both inside and outside facility
• Closed circuit video cameras cover the interior and exterior of the building

13.3.3 Highly Connected

• Diverse SONET access and dark fiber available
• In-house carriers and IP providers

13.3.4 Electrical Design Specifications

• 10 MW Data Center (scalable)
• 2 MW modular building blocks
• 100,000 sq. ft. Whitespace
• 1 x 2 MW Hydroelectric Power Generators
• Tier 3+ Design
• DRUPS
• Up to 15 kW per rack critical IT Load.
• Two independent UPS sources to each rack
• Distributed redundant overall electrical system
• Distribution via overhead busway or whips
• 400V Distribution voltage in white space
• Static switches for single-corded load

14. RESOURCES ON HEALTHCARE AND OTHER USES OF BLOCKCHAIN AND CRYPTOCURRENCY

The sources listed here were all read and absorbed for their insight and our understanding of how UHC can best benefit the public by meeting a need not currently available to the public. You should also read them to increase your knowledge and understanding of how blockchain and cryptocurrency may benefit a particular concern you focus on in your work and personal life. These sources provide information that is periodically used to educate our readers herein and may lack a link back to the specific article listed below.

1. Blockchain and Health IT: Algorithms, Privacy, and Data [PDF — 507 KB] — PDF. A peer-to-peer that enables parties to jointly store and analyze data with complete privacy that could empower precision medicine clinical trials and research. Authors: Ackerman Shrier A, Chang A, Diakun-thibalt N, Forni L, Landa F, Mayo J, van Riezen R, Hardjono, T. Organization: Project PharmOrchard of MIT’s Experimental Learning “MIT FinTech: Future Commerce.” https://www.healthit.gov/sites/default/files/1-78-blockchainandhealthitalgorithmsprivacydata_whitepaper.pdf
2. Blockchain: Securing a New Health Interoperability Experience [PDF — 609 KB] — PDF. Blockchain technologies solutions can support many existing healthcare business processes, improve data integrity and enable at-scale interoperability for information exchange, patient tracking, identity assurance, and validation. Authors: Brodersen C, Kalis B, Mitchell E, Pupo E, Triscott A. Organization: Accenture LLP https://oncprojectracking.healthit.gov/wiki/download/attachments/14582699/2-49-accenture_onc_blockchain_challenge_response_august8_final.pdf?version=1&modificationDate=1472657006000&api=v2
3. Blockchain Technologies: A Whitepaper Discussing how Claims Process can be Improved [PDF — 1 MB] — PDF. Smart contracts, Blockchain, and other technologies can be combined into a platform that enables drastic improvements to the claims process and improves the healthcare experience for all stakeholders. Author: Culver K. Organization: Unaffiliated https://oncprojectracking.healthit.gov/wiki/download/attachments/14582699/3-47-whitepaperblockchainforclaims_v10.pdf?version=1&modificationDate=1472657193000&api=v2
4. Blockchain: Opportunities for Healthcare [PDF — 787 KB] — PDF. Presentation of an implementation framework and business case for using Blockchain as part of health information exchange to satisfy national healthcare objectives. Authors: Krawiec RJ, Barr D, Killmeyer K, Filipova M, Nesbit A, Israel A, Quarre F, Fedosva K, Tsai L. Organization: Deloitte Consulting LLP https://www.healthit.gov/sites/default/files/4-37-hhs_blockchain_challenge_deloitte_consulting_llp.pdf
5. Case Study for Blockchain in Healthcare: “MedRec” Prototype for Electronic Health Records and Medical Research Data [PDF — 591 KB]. — PDF A decentralized record management system to handle electronic health records, using Blockchain technology that manages authentication, confidentiality, accountability and data sharing. Authors: Ekblaw A, Azaria A, Halamka J, Lippman A. Organizations: MIT Media Lab, BNEO Israel Deaconess Medical Center.https://www.healthit.gov/sites/default/files/5-56-onc_blockchainchallenge_mitwhitepaper.pdf
6. The Use of a Blockchain to Foster the Development of Patient-Reported Outcome Measures [PDF — 195 KB] — PDF. Use of the Internet of Things in combination with Blockchain technology for Patient Reported Outcome Measures (PROMs). Author: Goldwater JC. Organization: National Quality Forum Powering the Physician Patient Relationship with ‘HIE of One’ Blockchain Health IT [PDF-162 KB] — PDF ‘HIE of One’ links patient protected health information (PHI) to Blockchain identities and Blockchain identities to verified credential provider institutions to lower transaction costs and improves security for all participants. Author: Gropper A. Organization: Unaffiliated. https://www.healthit.gov/sites/default/files/6-42-use_of_blockchain_to_develop_proms.pdf
7. Blockchain: The Chain of Trust and its Potential to Transform Healthcare — Our Point of View [PDF- 249 KB] — PDF. Potential uses of Blockchain technology in healthcare including a detailed look at healthcare pre-authorization payment infrastructure, counterfeit drug prevention and detection and clinical trial results use cases. Organization: IBM Global Business Service Public Sector.https://www.healthit.gov/sites/default/files/8-31-blockchain-ibm_ideation-challenge_aug8.pdf
8. Moving Toward a Blockchain-based Method for the Secure Storage of Patient Records [PDF — 270 KB] — PDF. Use of Blockchain as a novel approach to secure health data storage, implementation obstacles, and a plan for transitioning incrementally from current technology to a Blockchain solution. Author: Ivan D. Organization: Unaffiliated. https://oncprojectracking.healthit.gov/wiki/download/attachments/14582699/8-31-blockchain-ibm_ideation-challenge_aug8.pdf?version=1&modificationDate=1472657336000&api=v2
9. ModelChain: Decentralized Privacy-Preserving Healthcare Predictive Modeling Framework on Private Blockchain s [PDF — 272 KB] — PDF. ModelChain is a framework used to adapt Blockchain to enable privacy-preserving healthcare predictive modeling and to increase interoperability between institutions. Authors: Kuo T, Hsu C, Ohno-Machado L. Organizations: Health System Department of Biomedical Informatics, University of California San Diego, La Jolla, CA Division of Health Services Research & Development, VA San Diego Healthcare System. https://www.healthit.gov/sites/default/files/10-30-ucsd-dbmi-onc-blockchain-challenge.pdf
10. Blockchain for Health Data and Its Potential Use in Health IT and Healthcare Related Research [PDF — 1.5 MB] — PDF. A look at Blockchain based access-control manager to health records that advances the industry interoperability challenges expressed in ONC’s Coin d Nationwide Interoperability Roadmap. Authors: Linn L, Koo M. Organization: Unaffiliated. https://oncprojectracking.healthit.gov/wiki/download/attachments/14582699/11-74-ablockchainforhealthcare.pdf?version=1&modificationDate=1472657425000&api=v2
11. A Blockchain-Based Approach to Health Information Exchange s [PDF-402 KB] — PDF. A Blockchain-based approach to sharing patient data that trades a single centralized source of trust in favor of consensus, and predicates consensus on proof of structural and semantic interoperability. Authors: Peterson K, Deedvanu R, Kanjamala P, Boles K. Organization: Mayo Clinic. https://www.healthit.gov/sites/default/files/12-55-blockchain-based-approach-final.pdf
12. Adoption of Blockchain to enable the Scalability and Adoption of Accountable Care [PDF-500 KB] — PDF. A new digital healthcare delivery model that uses Blockchain as a foundation to enable peer-to-peer authorization and authentication. Author: Prakash R. Organization: Unaffiliated. https://oncprojectracking.healthit.gov/wiki/download/attachments/14582699/13-71-blockchain_for_healthcare_paper_final.pdf?version=1&modificationDate=1472657492000&api=v2
13. A Blockchain Profile for Medicaid Applicants and Recipients [PDF — 190 KB] — PDF. A solution to the problem churning in the Medicaid program that illustrates how health IT and health research could leverage Blockchain-based innovations and emerging artificial intelligence systems to develop new models of healthcare delivery. Authors: Vian K, Voto A, Haynes-Sanstead K. Organization: Blockchain Futures Lab — Institute for the Future.https://oncprojectracking.healthit.gov/wiki/download/attachments/14582699/14-38-blockchain_medicaid_solution.8.8.15.pdf?version=1&modificationDate=1472657517000&api=v2
14. Blockchain & Alternate Payment Models [PDF — 601KB] — PDF. Blockchain technology has the potential to assist organizations using alternative payment models in developing IT platforms that would help link quality and value. Author: Yip K., Organization: Unaffiliated. https://www.healthit.gov/sites/default/files/15-54-kyip_blockchainapms_080816.pdf
15. Medical cost trend: Behind the numbers 2018 [PDF — 2.88MB] — PDF. Organization: PwC http://www.pwc.com/us/en/health-industries/health-research-institute/behind-the-numbers.html
16. $200 Million in 60 Minutes: Filecoin Token Sale Rockets to Record Amid Tech Issues. Organization: CoinDesk. https://www.coindesk.com/200-million-60-minutes-filecoin-Token Sale-rockets-record-amid-tech-issues/
17. The Token Sale Mania and its Consequences on Neo. Author: Bendella, W. Organization: The CoinTelegraph. https://cointelegraph.com/news/the-Token Sale-mania-and-its-consequences-on-Neo
18. Shipping Giant Deploys Blockchain to Combat Industry Cyberattacks. Author: Suberg, W. Organization: The CoinTelegraph.https://cointelegraph.com/news/shipping-giant-deploys-blockchain-to-combat-industry-cyberattacks
19. Principles of Health Economics Including: The Notions of Scarcity, Supply And Demand, Distinctions between Need And Demand, Opportunity Cost, Discounting, Time Horizons, Margins, Efficiency And Equity. Author: Parkin, D. Organization: Health Knowledge. https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=1&cad=rja&uact=8&ved=0ahUKEwjfwqnqhpbWAhVB4yYKHbMhDPUQFggmMAA&url=https%3A%2F%2Fwww.healthknowledge.org.uk%2Fpublic-health-textbook%2Fmedical-sociology-policy-economics%2F4d-health-economics%2Fprinciples-he&usg=AFQjCNGsTDFSGd4z2qRAoxxolVGxwiotvg
20. The ‘Right’ to Healthcare. Author: Williamson, K. D. Organization: National Review. http://www.nationalreview.com/article/447389/there-isnt-one
21. Physician Supply and Demand Through 2025: Key Findings [PDF — 36KB] — PDF. Organization: Association of American Medical Colleges. https://www.aamc.org/download/426260/data/physiciansupplyanddemandthrough2025keyfindings.pdf
22. Bill Gates: Bitcion is ‘Better than Currency’. Author: Shandrow, K. L. Organization: Entrepreneur https://www.entrepreneur.com/article/238103
23. How Blockchains Will Solve Healthcare IT’s Most Pressing Issues. Organization: PodikDok. https://blog.pokitdok.com/healthcare-it-issues/
24. Patientory to Integrate Dash Payments Using BlockCypher Web Services. Organization: Patientory.https://patientory.com/2017/08/24/patientory-integrate-dash-payments-using-blockcypher-web-services/
25. Blockchain Eyed For Potential Use Cases In Revenue Cycle. Author: Miliard, M. Organization: Healthcare IT News. http://www.healthcarefinancenews.com/news/blockchain-eyed-potential-use-cases-revenue-cycle
26. Old Ways of Thinking Won’t Work for Blockchain, Experts Say. Author: Miliard, M. Organization: Healthcare IT News. http://www.healthcareitnews.com/news/old-ways-thinking-wont-work-blockchain-experts-say
27. Healthcare rallies for blockchains: Keeping patients at the center [PDF — 523KB] — PDF. Organization: IBM. https://www-01.ibm.com/common/ssi/cgi-bin/ssialias?htmlfid=GBE03790USEN&
28. How Does Cryptocurrency Work? Organization: CryptoCurrency Facts. http://cryptocurrencyfacts.com/how-does-cryptocurrency-work-2/
29. First FinTech, Now HealthTech. Author: Harriet, L. Organization: Ingenuity. http://ingenuitylondon.com/first-fintech-now-healthtech/
30. Blockchain for Healthcare: A Recommended Reading List. Author: Gramling, A. Organization: Healthcare IT Leaders. http://www.healthcareitleaders.com/blog/blockchain-healthcare-recommended-reading-list/
31. Blockchain in Health Care: Decoding the Hype. Authors: Gordon, W., Wright, A., & Landman, A. Organizations: Brigham & Women’s Hospital, Harvard Medical School http://catalyst.nejm.org/decoding-blockchain-technology-health/
32. Blockchain: Opportunities for Health Care [PDF — 1.14MB] — PDF. Authors: Krawiec, RJ., Housman, D., White, M., Filipova, M., Quarre, F., Barr, D., Nesbitt, A., Fedosova, K., Killmeyer, J., Israel, A., Tsai, L. Organization: Deloitte. https://www2.deloitte.com/content/dam/Deloitte/us/Documents/public-sector/us-blockchain-opportunities-for-health-care.pdf
33. America’s Failing Healthcare System Brings Up An Investment Opportunity You Don’t Want To Miss. Author: Garret, O. Organization: Unaffiliated. https://www.forbes.com/sites/oliviergarret/2017/03/01/americas-failing-healthcare-system-brings-up-an-investment-opportunity-you-dont-want-to-miss/#408e96126c7b
34. Why Millennials Keep Bitcoin for Rainy Days. Author: Pollock, D. Organization: The CoinTelegraph. https://cointelegraph.com/news/why-millennials-keep-bitcoin-for-rainy-days
35. Millennials Coming of Age. Organization: Goldman Sachs. http://www.goldmansachs.com/our-thinking/pages/millennials/index.html?cid=PS_01_18_07_00_02_15_01&mkwid=jQEidTUf
36. What Healthcare Gets Wrong About Millennials. Author: Vos, L. O. Organization: Unaffiliated. http://fortune.com/2016/12/16/healthcare-millennials/
37. 7 Ways Millennials Are Changing The Healthcare Industry (And What It Means To You). Author: Wanstrath, K. Organization: HFA. http://www.teamhfa.com/news/insights/7-ways-millennials-are-changing-healthcare-industry/
38. How to stage an Token Sale (and answers to other lingering questions you might have). Author: Loizos, C. Organization: TechCrunch. https://techcrunch.com/2017/05/24/how-to-stage-an-Token Sale-and-other-related-questions-you-might-like-answered/
39. Introduction to the Neo Blockchain. Author, PreNEOi Kasireddy. Meduim Sept. 27, 2017. https://medium.com/@preNEOikasireddy/how-does-Neo-work-anyway-22d1df506369
40. Blockchain & Healthcare Strategy Guide 2017: Reinventing healthcare: Towards a global, blockchain-based precision medicine ecosystem. Kindle Edition by Axel Schumacher, Amazon.com. https://www.amazon.com/Blockchain-Healthcare-Strategy-Guide-2017-ebook/dp/B073JWFP2H/ref=cm_cr_srp_d_product_top?ie=UTF8

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Written by Dr. Gordon Jones