Okay, I think we might kick off now. So good morning, ladies and gentlemen. Thank you very much for attending today's meeting, and I hope that I'll be able to provide you all with an insight into the progress that we've been making with the business over the past few months, and importantly, help you understand the business transformation that we've been undertaking for the business model since we bought Access Telehealth in April of last year, so about six months now. Oh, that's eight months now, sorry. So what I thought I'd start with is just giving you an overview of what it is that we've been doing and focusing on over the last few quarters.
Important to note that in the last few months we have engaged strategic new clients with contracts that I'll get into more as we move forward, and contracts that really are company-defining when it comes to some of the new revenue sources that we've been talking about for some time now. That namely is in the area of reshare, a business model that many of our customers are moving down the path of. That's very exciting for us and something that we have been talking about for some time and are currently undertaking as we move forward.
We've also done an assessment of the business models that we inherited with our Access acquisition, and we'll be able to provide you with some more insights into how we are adapting our approach with our clients, existing clients, to accelerate patient onboarding and to get the patients compliant as quickly as we possibly can. We'll be talking a little bit about a major new development for us, not so much in what we do with patients, but how we engage with our clients. Finally, some updates on standards of care as they relate to HIPA and respiratory disorder. It's all very exciting stuff as we move forward and certainly sets us up in good stead as we move towards growing our business quite substantially over the next couple of quarters.
What I thought we'd do is just touch on two of our most important pieces of information, and that's basically how do we get remunerated for the patient services that we provide. You're all probably very aware with our current model, which is a fee-for-service model. Now, what we've done, which is very different for a remote patient monitoring organization, is we have embarked upon a journey where we are aligning ourselves around how our customers actually get remunerated from insurers to deliver high-quality healthcare, reduce outcomes, and improve cost-effectiveness. The first model, as I said, is the one that we've been operating under for some time now and one that Access Telehealth is also and is still operating under. And it's a reimbursement-based model where we have a per-patient, per-month fee.
Those fees, if you recall from previous presentations, are somewhere between $70 to $100 per patient per month. You would have seen from our latest announcement that I announced a new evolution for our business. We call it Clinic in Cloud. Clinic in Cloud really has been developed to help alleviate and mitigate some of the choke points that we have experienced with clients that we've onboarded and came across with the Access acquisition. Choke points that make onboarding a little bit more difficult, but the Clinic in Cloud opportunity provides us with the tools necessary to mitigate those choke points and make the whole experience for our clients easier, meaning that we get patients on program faster. It also improves our revenue stream to about $130 per patient per month and also our margins within that.
The Clinic in the Cloud, as I said, provides us with a greater level of control over what happens with patients and means that we rely less on our clients getting involved in the process. Every time they do get involved, it adds a level of complexity to the situation, which makes onboarding of patients that little bit more difficult. I'll get into some more of those details as we move forward. We've also been able to expand our remote patient monitoring services across more reimbursement codes. Things like remote patient monitoring, which you all are very familiar with, chronic care management, primary care management, and a number of others, which are all reimbursed.
Many of these can be delivered to patients at the same time, resulting in a greater share of wallet per patient based on the reimbursement codes, anywhere up to $250 per patient per month if we say deliver remote patient monitoring and coordinated or chronic care management, that's CCM, as our combined services. The beauty with CCM, it doesn't require a device but can be delivered and claimed for in conjunction with remote patient monitoring. All the dollars that I'm quoting on here are US dollars, so please be aware of that. That's our current model. The Clinic in the Cloud will make that that much easier, that much better, that much more profitable. The new model, which we've been talking about for some time, is our reshare model.
Now, it's important to note that the reshare model is a growing form of engagement that our customers are entering into with insurance companies in the United States. So fundamentally, they get paid a nominal amount of money for reimbursement codes for managing their patients. And they also enter into a cost-sharing reshare arrangement where they share with the insurer any upsides that they may have generated in the cost base for that insurer for insuring those doctors' patients. So basically, that means if they've been able to improve healthcare delivery, if they've been able to reduce exacerbations and events and hospitalizations resulting in a reduction in the cost base, they then share in that reduction in cost base with the insurer.
This is a growing form of engagement across the United States and one that I'll talk to when we speak to the recently announced Hawaiian Independent Physicians Association agreement that we've entered into, which is very exciting for us. As I said, it's outcomes-driven. And really, it's driven to reduce costs by improving the way that services are delivered. Now, insurers aren't reducing the amount of money they're putting into healthcare. What they're doing is making some changes to where they would like those funds to be invested. Now, we talk about E&M reimbursement, which is evaluation and management. Now, that's basically the standard consultation a doctor has with their patients. Now, those reimbursement rates are falling.
But as I said, insurers are taking the cash that they're saving from the reduced E&M reimbursement fees and making them available to physicians in other areas that they believe are more effective in reducing events and improving cost-effectiveness, things like remote patient monitoring, things like CCM or chronic care management, and things like PCM, which is primary care management. So the cash pool is the same. They are just making it available across a different number of services, which they believe come together to provide a much more efficient way of healthcare delivery. And those organizations, like for instance, HIPA, that choose to embark upon utilizing the different forms of healthcare delivery available to them, remote patient monitoring, will get rewarded through any of the savings that are generated as a result of what it is that they're doing.
It also provides us with an opportunity to expand our client base from the traditional hospitals, healthcare organizations, and doctors to insurers, employer-funded plans, which is basically the employers pay for the healthcare for the patients, and others. Importantly as well, as you'll see with Hawaiian IPA, Clinic in Cloud also provides us with an opportunity to take greater control over the delivery of the coordinated healthcare solution that we will be providing on behalf of our clients to improve patient outcomes and reduce costs. It is a key modification and extension to the services that we are providing because, as you'll see, it eliminates many of the choke points that we know exist in executing these outsourced services through our clients.
The choke points that we inherited when we bought Access Telehealth, but importantly, understood that we could fix and have spent the last eight months working on that. What I thought I'd do is I often talk about our clients, but I thought I'd try and map out what happens after we've signed a contract with a client. Now, one thing I can tell you right now, I do not need any more client contracts to be successful as Respiri. I want more contracts, but I do not need any more. We have a plethora of contracts available to us with whom we're working with that are going to deliver tens of thousands of patients as we move forward with these clients and generate significant revenues moving forward.
We're obviously working on getting more clients, but I just make the point that the client base that we currently have and the very rich, well-advanced pipeline that we have is more than enough to help us get to where we need to be. But being me, I'm never happy with that. But our focus really is now on delivery and removing choke points. Now, in saying that, we sign the contract. The first choke point is we need to get approvals to identify the high-risk patients. It's still the realm of the doctor. That takes time. That takes effort. That takes resource, not just from us, but from the doctor and the institution. We then need to contact and consent that patient. Again, we need, under the old system, to get approvals for that to happen. Okay?
Again, time and resources from both parties and not as efficiently as could be. Now, once the patient's contacted and consented, then we do our stuff, which is we onboard the patient, we train the patient, we deliver the remote patient monitoring clinical engagement through our staff, and we set up the escalation protocols and make those escalations to the institutions as they've been designed with the institution. That's our core business, if you will. Now, once that's all done, of course, the next choke point is we send the reimbursement data files to our clients, typically a CSV, and it's up to them to then review those and submit those as claims, another choke point. Okay? When they get around to doing it, they do it, and we can't do anything about that.
Once they're submitted, then the CPT claims have to be reconciled by the organization who's our client. And again, we have no control over that under the old system, another choke point. Once they're reconciled, the next choke point is the money gets paid into the doctor's bank account or the institution's bank account by CMS or the insurer. And again, it sits in there until they decide to give us the fees that we charge them for doing the services. And that's the final choke point. We need to wait for those payments to be made for us. So as you can see, getting the contract, believe it or not, is not the most difficult thing when it comes to being successful in our business.
It's navigating this workflow, understanding that under the old systems of what they call the current traditional engagement model, there are a number of points in this value chain where we rely on our clients doing stuff that may not necessarily be part of their day-to-day operations. Choke points which we navigate to different levels of success with different clients. We're getting much better at them and learning since we bought Access in August of last year. Now, Clinic in Cloud, essentially, what the new approach to managing the patient pathway and workflows within our clients does with Clinic in Cloud, please understand it does not change what we deliver to our patients at all.
What it does is it mitigates a lot of the choke points that we have understood during our journey since the acquisition of Access Telehealth to ensure that we get greater control over what's happening with the patients and the workflows, allow easier transition for our clients so they can focus on being doctors and they can focus on being hospital administrators. They are not expert at being able to introduce services like remote patient monitoring. They don't have the experience, the resources, the know-how, or the abilities to be able to do that. So the more that we can take off their plate, the better the results, and the results are there to be seen, and I'll go through those in a moment.
Importantly as well, it improves our margins and increases our dollar revenue stream per patient per month for both the traditional fee-for-service and, as you'll see in a moment, when it comes to reshare. So you can see with Clinic in Cloud, we mitigate all the choke points that we're experiencing with clients at the moment, making execution that little bit more difficult with clients, and in doing so, improve patient onboarding, streamline patient management, and reduce our client engagement within the process, which is typically not what they do on a day-to-day basis. So this is the really exciting piece in the development of our engagement model. Again, please remember that what we deliver to our clients, being the patients, has not changed.
How we navigate our customers with Clinic in Cloud allows us to do it much more effectively, keeps them a lot happier, and gets the patients on programs faster and keeps them there for longer. So that's just some background of what's been happening. I mean, three slides really don't do it justice over the last six months, but we've made some significant progress over this period of time. Commercial milestones have been met, and we are very confident of revenue inflection points and success moving forward into the H2 of calendar year 2024. Some of these things I've announced, others I'll be announcing for the first time today. The first one we announced last week, this is the Hawaiian Independent Physicians Association.
Now, this is really, really exciting for us because it is the first engagement that we've had, firstly, with a large organization of primary care physicians, GPs, and doctors. It's the first engagement with a client where we are using billing data from the doctors in their group to sit down and work on very cost-effective and precise ways of identifying those patients that are the highest risk and most cost to the IPA, and importantly, those that are most likely to respond to RPM programs such as ours. Now, this is a first for us, and it's certainly a first as far as I can work out for any remote patient monitoring organization.
We will be monitoring this moving forward to see in real time, well, not in real time, as new billing data comes through, what our impact has been on the cost base, the healthcare cost base of those patients in program. Okay? That is really exciting. Things that we've been talking about for some time now, I won't go into details as to the slight delays that we've had in signing these guys up, but now they're here, and we're working on that right now. To put HIPA into perspective, they represent a membership of over 1,000 doctors. There are almost 400, sorry, there are more than 450 primary care physicians, GPs in their group. Now, within those 450 primary care physicians, PCPs, 60 of them are in reshare programs with insurers.
So of the 450, about 300 of the 90 are a potential client for us using our traditional fee-for-service model, but we are focusing and have been asked to focus on the risk-share component of the membership. I'll go through why that's the case moving forward. Now, if we look at the opportunity in terms of patients, the entire group looks after more than 600,000 patients across Oahu and Maui, huge group. Of those 600 patients, about 41,000 patients managed by the 60 PCPs are in risk-share programs. That is where we are targeting. That is where we want to demonstrate how effective our programs are in reducing events and improving cost optimization. Now, that's a first. That's what really excites me because this is a ground changer for all of us. I mentioned it is a catalyst.
It is measuring how good we are and what commercial worth we can bring to our relationship, not just with HIPA, but potentially with insurers and other organizations. It's measuring our impact on health outcomes and return on investment. Our first patient will be in the program in late June of this year. We're working very, very closely with clients.
We have introduced, as part of our new approach to engagement, what we call a scoping and design phase, which is where we sit down with our clients and work out exactly what their workflows are, what their patient pathways are, and design a program that is more aligned around how it is that they operate to be able to provide a more tailored solution to them to mitigate any choke points that exist, introduce Clinic in Cloud where we can because not all clients will necessarily want that, but it's been very well received thus far, and hit the road running. That's really important, and you'll see what I mean by that with some of the clients that I'll be announcing in a moment. We are targeting patients in risk-share programs.
Now, the reason for that is the primary reason for this engagement with Hawaiian IPA is to demonstrate how successfully we can reduce patient exacerbations and reduce costs, remembering that we will be getting access to patient billing data that will allow us to quantify absolutely whether or not we are having an impact on costs. Now, I've spoken about this in the past, and to get access to this sort of information that's around patients, albeit within the confines of HIPAA, which is their privacy laws, is a huge, huge opportunity and undertaking for us. So I couldn't be more pleased with that. And the beauty of that is it's data that we can then use later down the track in a more anonymized way anyway.
It's groundbreaking in that I've been working with the heads of HIPA and their analytics team to come up with a high-risk and response targeting or profiling of patients. That hasn't been done today. So it's not just who's expensive, who's causing grief when it comes to dollars and cents in healthcare provision, but also who is more likely to be a target for us moving forward from a response perspective and also what they're likely to cost moving forward. Clinic in Cloud is also the service that we'll be using with the HIPA. And the reason for that is it just makes life that much easier when you're dealing with a head office of HIPA, and they've got 1,000 doctors that they have to actually execute the program through. So it's a little like herding cats.
Clinic in Cloud allows us to help mitigate the herding of cats and accelerate patient onboarding. And again, for this program, which will still be a per-patient, per-month reimbursement scheme, but we will be submitting the claims to Medicare, we will be Respiri, which is completely new and a development that we have been able to develop over the last six months. Through our nurse practitioners who have all got their what they call their they provide the numbers, the NPI numbers, we'll be able to submit these claims on their behalf, ergo, our behalf, to be able to get the cash straight into our bank accounts. And that'll allow us to more quickly onboard patients that have been identified.
We will identify the patients using the profiling that I discussed previously, and then we will manage those from go to wo, keeping the respective or relevant doctors in the loop when it comes to information relating to their patients. That is really a groundbreaking derivation of the models that we currently have. Needless to say, there are numerous very interested healthcare stakeholders in how well this program goes and how much money we can save with our program with those patients that have been put on the program. Okay? The insurer that we're looking at in this particular deal, you've probably heard me talk about 3,500 patients. They insure the 3,500 patients that we'll be looking at the 200 patient, give or take, probably more give, patients that we'll have on this program.
But the opportunity, as you'll see down the bottom there, is 41,000 patients that are in reshare programs, completely independent from the other 550,000 patients that the IPA looks at or members of the IPA look after through both reshare and also traditional. So it's a huge opportunity. We're working hand in glove with HIP A or Hawaiian IPA to engage with their members and to promote the services that we are contracted to provide on their behalf as a service that they endorse. That is just so important. It isn't a case of, "Here is Respiri. They will be doing remote patient monitoring." The message from Hawaiian IPA is, "This is the new standard of care that we will be introducing to our membership and their patients." And ideally, it isn't an opt-in. It's, "Okay. You can expect this to be the case, patient.
So if you don't want it to happen, you opt out." Now, I can't tell you how important that is when it comes to execution and giving the program the credibility that it needs from the organization and the doctors that are delivering it. They are delivering a new quality of care. We are part of that new quality of care. Very exciting stuff. And as you'll see, 200 patients is going to generate around about $300,000 per hour. Now, I'll let you do the numbers around what 41,000 patients could generate, but more likely with the 41,000 patients is a possibility to start or further discussions around reshare and a per-member, per-month fee that I've spoken about in the past. But ladies and gentlemen, we are on the cusp of delivering this right now, and I could not be happier.
This is our foray into really demonstrating what it is that we can do from a cost-effectiveness perspective and putting our money where our mouths are. So this is a huge opportunity for us and one that we've been working on for some time now, and we finally landed it, and it is active now. We are currently in the scoping and design phase, and we'll be finalizing the patient profiling sections, which I'm taking on personally to make sure it happens quickly in the coming weeks. First patient in, H2 of next month. I'd also like to announce today that we have been working with Hawaii's largest healthcare system, Queen's Healthcare System. They are an organization with almost 8,000 healthcare providers employed and four major hospitals and integrated healthcare.
The cool thing about this is they approached us through one of our partners about creating a chronic obstructive pulmonary disease, COPD, program to help patients transition out of the hospital faster and those at home to make sure they don't come back into the hospital more often than they need. They did this on the back of our little fellow Wheezo. This is a unique Wheezo COPD program. It'll involve remote patient monitoring, of course, with the device, not just for patients admitted into hospital but also at-home patients, which is fantastic. It was designed with Queen's and its physicians for Queen's. Comes back to the scoping and design phase, which we spent three months getting right with this group because they are huge. We had our first patient enrolled in April, and we've already got 30 patients on program.
As with all these things, I'm being honest with you, we went through a couple of reiterations or iterations of the program because often what happens with these large organizations, what they think their SOPs are, standard operating procedures are, and what actually happens at the cold phase are often not the same thing. So we designed something thinking that we understood how the SOPs work, and guess what? It wasn't quite the way that it did work. So it was a learning for both of us, both Respiri but also Queen's. Now, to give you an example, those 30 patients that have already been referred to us, again, to generate about $45,000 in revenue for us, just 30 of them per hour. The level of referrals are increasing as I speak.
So again, I'm very excited about this because it takes our IP, our technology, has applied it to COPD, a high-cost area of healthcare provision. And this is a first for us as well when it comes to inpatient and home care when it comes to COPD and RPM. So it's really, really exciting. The important thing to remember, of course, is - and I shouldn't mention this - is that there are over 4,000 COPD patients per annum being managed actively by Queen's, and they're all potential RPM candidates for us. The good thing about this is the intention is for the program to be a new standard of care for COPD patients. Our job now is to make sure that we help educate all the care providers in the hospital to make sure that happens. I wish I could say today, hand on heart, that it is.
It isn't, and we continue to work with them to make sure that it becomes a habit. Importantly, it is Clinic in Cloud services. We have eliminated a lot of the choke points utilizing that program to ensure that we give ourselves the best chance at accelerating the program becoming standard. Again, traditional fees will be about $130 per patient per month at the moment for the RPM component, but there are opportunities around transitional care and also CCM, chronic care management, to increase the share of wallet that we are getting from reimbursement bodies per patient. Now, I'm not going to mention. I'll stick to the 130, but there is a significant upside per patient per month for the right patients requiring the services, and they can all be delivered by our staff.
We're currently in discussions already with Queen's because they've been very pleased with the way that we've operated to expand the services to other conditions. We're also commenced discussions around how we might be able to help them with their hospital-at-home program, which is essentially a remote patient monitoring program on steroids. Now, that, again, comes down to the fact that we are delivering a service that they see as valuable. They see us as partners, and they're talking to us about these programs, and we hope to be able to move towards those as we continue to deliver and get better at delivering the COPD program. Just the COPD program - and this is on the back of about 600 patients, so it's a 15% penetration rate, which I've gone a little conservative on - will generate over $1 million per annum. That's 600 patients.
So the opportunity's huge, just not within the COPD population but also across the board when it comes to the other conditions that we are in active discussions about right now. We do get it right and are getting it right a little more often these days, which I'm really pleased about. And again, it's all been part and parcel of understanding better the patient pathways and workflows that we inherited when we bought Access Telehealth, who were very good at what they were doing anyway, but we've been able to sit down and really look at how we can improve things. So to give you an example, one of the clients that we inherited with the Access Telehealth acquisition was Angelic Health. They are a palliative care organization who have just acquired a number of primary care GP practices in the United States.
And they approached us to expand the remote patient monitoring services immediately into those six GP practices. The palliative care program, it's not reimbursed, so it is, in a way, a reshare model. So our customers, Angelic, actually pay us $70 per patient per month out of their own pockets for us to manage their palliative care patients. We had a target, if you recall from previous presentations, of getting to about 150 patients per annum, we thought. We're already at 120 referred, and most of those have come in the last four to five to five months. It's 10 per week and growing significantly. Now, they might sound like a lot, but the reality is the number of referrals is accelerating significantly. The six primary care practices that they've purchased look after about 30,000 patients.
We know that half of the patients in the United States have more than one chronic condition, so are potential candidates for remote patient monitoring. As I said, they've reached out to us to see, "How do we take your RPM programs and expand them across the newly acquired GP practices right now?" Now, if we look at somewhere between 1,500 to 3,000 patients - so that's somewhere between a 5% to 10% penetration rate of the 30,000 patients - that's going to generate somewhere between $2 million to $4 million per annum. The good news about this, it's Clinic in Cloud is the program most likely to be the way that we will deliver this.
So I guess what I'm saying here is we've learned a lot over the last eight months and, in fact, last two years, but certainly in the last eight months since we expanded our services. We're getting much better at it. We're getting quicker at it. We're more efficient at it. And these things are going to lead to significant inflection points to revenue streams moving forward. Our clients are telling us that they like what it is we're doing, and the best way to do that is by asking us to deliver more services to their organizations. And Angelic Health is a very good example of that. So really, the investment that we made, the strategic decision we made to become a fully integrated healthcare provider, has been paramount in making sure that we've made these strides moving forward.
We are a leading end-to-end RPM provider, and we're still targeting cashflow positivity on a monthly basis by the end of this year. As you know, before August 2023, we were an e-health SaaS organization with one device. We could play in one condition, two conditions, sorry. We relied heavily on our partners delivering a service that we were happy with to their clients. Post August 2023, after the acquisition of Access Telehealth, we have developed an approach that we hope and we know will mitigate the choke points that we've experienced in delivery of services to our clients. Today, we are a diversified remote patient monitoring - I'll say - case management organization delivering solutions right across all conditions. Clinic in Cloud is a way of us making life easier for ourselves but, more importantly, for our clients. It's a mitigation solution.
We're able to provide services not just across more conditions—cardiovascular, diabetes, respiratory—but also more reimbursed solutions, giving us a greater opportunity to increase the share of wallet that we get per patient with remote patient monitoring, chronic care management, and primary care management or principal care management, sorry. So delivering just chronic care and RPM increases patient revenues per month to fee-for-service basis to up to $250 United States. We've completely redefined client engagement since we've taken over, which allows us to better design programs that are cognizant of how our customers operate, their workflows, and their patient pathways. We are seeing the results of those right now. We've got our own IP in Wheezo, and that little fellow keeps getting us into organizations as a point of differentiation, as you could see from Queen's, and will continue to help us do that.
But it is no longer our business. Our business is providing home care solutions to clients geared towards reducing costs, improving outcomes, and ensuring that patients remain out of hospital. That is what we do. That is what people like about us. And much more importantly, as far as I know, we are an RPM organization, the only RPM organization that puts its money where its mouth is when it comes to risk-share. And insurers like that story. So really, we've spent the last eight months since the acquisition of Access adjusting models to understand what exactly it is that we are dealing with, how it is that we can avoid some of the obstacles that we faced in onboarding clients, and streamlining the way that we actually get patients on program quickly, efficiently, and cost-effectively.
We're starting to see the benefits or the outcomes of those services as I speak. So really, allowing us to take greater control over the home care component that our customers are deputizing us to do and allowing our clients to continue focusing on being doctors, hospital administrators, and focusing on their day-to-day activities rather than everything else that we know goes into an effective remote patient monitoring program. So really, I could not be happier well, I could sorry, that's not true. I can always be happier. I'm very pleased with where we are at the moment. We've got everything that we need in place for success and a significant magnitude shift in revenues in the H2 of this year.
We're still targeting monthly cashflow breakeven for late 2024, and we're going to do that because we have aligned ourselves around the way that our clients get paid, either traditional fee-for-service or reshare. Not many do reshare, certainly not in remote patient monitoring. We've engaged with strategic clients that I've spoken to that are in contracts with us now to help us drive those two revenue streams. And we're going to do that by being able to quantify the impact that our business can have on patients. Clinic in Cloud has already shown signs of mitigating choke points with our clients, streamlining patient onboarding, and improving margins and revenues. We're getting it right with clients, and the best testament to that is people asking us to do more for them. Wheezo still remains unique and gets us indoors more often than not.
I remind us of the Queen's opportunity. It's all on the back of Wheezo and COPD. We've still got a seriously advanced pipeline of eight new clients, large clients that I hope to be announcing over the coming months as contracted customers of ours that will continue to grow our patient numbers. And as I said, we are targeting monthly break even in late 2024. So ladies and gentlemen, I did correct myself. I'm never happy, but I'm as happy as I can be, and I'm very pleased with where we are and the progress we've made, the changes and evolutions we've done in our business model since acquiring Access. Remember, we only acquired them in the middle of August last year.
So we really got under the bonnet after that and worked with their staff to see what it is we can do to improve process and onboarding and streamline our operations. And we're starting to see the benefits of that moving forward. And as I said, we are now poised for a significant revenue inflection point for the H2 of 2024. And I really look forward to sharing more of our success over the coming weeks and months and keeping you up to speed with the business that we're in. And the business that we're in is making the lives of patients that much better, and we should never forget that. So thank you very much, everybody. I'll now go to Q&As, and let me quickly okay. There's a question here. Oh, okay.
I didn't speak to this too much, but one of the questions is, "What are the details and expected benefits of the exclusive RPM commercial licensing group, EchoIQ?" EchoIQ provide an opportunity for us to be able to identify undiagnosed high-risk patients that are costing insurance companies a lot of money. Now, one of the issues with remote patient monitoring is that we can only focus on those patients that have been diagnosed with the condition to save them money. The EchoIQ platform allows us to identify patients that have not been diagnosed with aortic stenosis and are often mistreated but still cost a lot of money. It's a simple condition to fix surgically, and over a three-year period, we can save a patient that we put through a program that's been identified by ourselves or diagnosed by ourselves in this platform will save an insurer $200,000.
So that's the idea behind why it is we're in bed with these guys, and their technology supplements what it is we do and expands the services that we can provide to address some of the issues around cost savings by introducing the ability to diagnose undiagnosed patients that are costing a lot of money and take the appropriate actions. Okay. The other one is, "Can you please provide an update on the status of the advanced discussions with the 6 new clients?" Well, it's actually eight. And as I said, I am very confident of being able to announce these contracts over the coming weeks and months, and they are significant contracts that span both the traditional fee-for-service model but also the risk-share model. So that'll be not years away but weeks and months. So I hope to be able to share that with you moving forward.
The final piece was, "How is the U.S. scaling operation going, and what specific improvements have been seen in patient program offerings?" I think I've sort of answered that in the presentation, but if you've still got questions around those particular services and advancements, please let me know by email, and I'll get back to you. Important to note that we are expanding our footprint significantly, particularly with clinical staff that need to interact with patients because our volumes are growing so quickly. The patient—sorry, the customer base is also growing quickly. We already have 10 clinical staff ready to rock and roll in the U.S. working with patients right now. Each clinical staff member can handle somewhere between 200 to 250 patients. That'll give you some insight into how quickly we are growing our presence in the United States.
The other one is, "When do we see revenue accelerating substantially?" I have said in the presentation, the H2 of 2024 is an inflection point for us. So we will see significant improvement in revenues around about June, remembering, of course, that doctors are notoriously hopeless at paying. You saw from the workflows that it takes a while for the cash to end up in our bank accounts. Clinic in Cloud will mitigate that, but all existing clients are Clinic in Cloud. But we will see revenues, certainly revenues, inflect in June, July, cash to follow soon after that once we start getting our aged receivables paid. So let me quickly, oh, there's more here. Let me go to, "Which companies are your competition?" You know what? The reality still is that only 5% of institutions in the United States do anything with home care and remote patient monitoring.
So even though there are remote patient monitoring organizations out there, I see it more as a co-opetition rather than competition. The more people we can get out there that are quality providers of these services, talking to institutions, talking to insurers, talking to doctors about the benefits of these particular services, the better it is for all of us. What I can say is none of them have got Wheezo, none of them have Clinic in Cloud, and none of them, as far as I know, enter reshare agreements. That is unique to us, and that's what sets us apart. So our biggest competition really is doctor apathy and our ability to be able to execute. It's not really competition, but that's our biggest obstacle. I'm very confident today that we've got the model, the people, and the systems to be able to execute execution very, very well.
So with that, ladies and gentlemen, I will say bid you farewell. Please enjoy your afternoons. If people have any other questions that they have, there's a few other questions here, but I can answer those on a one-to-one basis. So please send those to me by email, and we can either discuss over the phone or I can respond to you via email. But thank you so very, very much for your time and your patience and your support. We are on the cusp of something very special, and I'm very, very excited about what the next six to 12 months holds for the organization. Thank you all very much.