Life Sciences Virtual Investor Forum

Jun 26, 2026

Slides

Summary

The platform combines proprietary clinical AI, clinician tools, and patient access, with U.S. expansion across three states and 21M+ in-network lives. Latest-quarter revenue was cited at CAD 750,000 with 75% gross margins, alongside rapid U.S. visit growth.

Hello, and welcome to the Life Sciences Investor Forum. On behalf of OTC Markets and our co-host, Zacks Small-Cap Research, we are very pleased you've joined us. The next presentation is from Rocket Doctor AI. Please note you may submit questions for the presenter at any time. You can also view a company's availability for one-on-one meetings by clicking Book a Meeting. At this point, I am very pleased to welcome Dr. Essam Hamza, Chief Executive Officer of Rocket Doctor AI, which trades on the OTCQB Venture Market under the symbol AIRDF, and on CSE under the symbol AIDR. Welcome back, Essam. Thanks, Lily. Thanks for having me again. Great, and welcome everybody to the presentation. I am going to go through a few slides today, and then I open it up to questions. I would love to answer anything you have. Obviously, a couple of disclaimer pages. A little bit of introduction about myself. I am a family doctor over 25 years. Been in business and technology even longer. First company I took public was called CloudMD. Went from a series of just small high-tech clinics that we were able to. A revenue of under CAD 3 million, we were able to go public with it, start adding different technologies, proprietary solutions, acquired a few companies, and we were able to grow it from a market cap of under CAD 10 million to about CAD 750 million at the peak. Obviously, this is before COVID, and then during COVID, and a pioneer in the telehealth and digital health space. So it has been a passion of mine for a very long time. I joined Treatment.com, which became Rocket Doctor about 2 and a half years ago. 1 year ago, we were Google partners, and we were introduced to another Google partner called Rocket Doctor Inc., led by Dr. Cherniak and his brother. They said, "You guys should meet. It is another great company. It would be a perfect fit." We did meet, and it is a perfect fit, and we will talk a little bit more about why we think that. So we welcomed them in an all-share acquisition about a year ago, and growing nonstop since then, quarter over quarter, that we will talk about here. So for this, we are going to do a few slides, like I said, in terms of a little bit of an overview, and then go into more detail about the technology. Then finally, we will talk about the revenue and the growth that we are seeing already. So when you are looking at different companies right now in the AI space, you are hearing that a lot. It is a buzzword. Obviously, there are a lot of companies that they say they are in AI or have different solutions and so on. Make sure you focus on a few different things. The first thing is, can you trust the information? Is it accurate? Is it reproducible? Is it something that is accurate every single time, or is it something that they are proud that it is 70% accurate? No, it has to be for healthcare and healthcare solutions and accurate data. It has to be trusted every single time. The second thing is it something that people will use and people will pay for? Do you have a customer base? Does it have a revenue stream, and so on? Again, that's really important. Can it make revenue? This is something, again, that we'll show that we are. Is it portable? Is it plug-and-play with existing systems, healthcare systems, or are you asking the customer to change all their healthcare solutions? It can't be that way. They have existing solutions. You have to be able to plug into theirs. Can you go behind the firewall of their organization instead of asking it to send information across firewalls and so on? Can you go behind the firewall of their existing solution? Those are all kind of really important things, and these are things we'll talk about here as well that we have. I think one of the things we're really proud of is that this is a company built by doctors for doctors. We understand the stakeholders. We understand the doctor side. We understand the healthcare side. We understand the patient and also the payer, which is really key. A lot of times you'll find solutions that are interesting. Maybe it's worth it for the patient, but the doctor won't pay for it because they have no way to get reimbursed. Or maybe it's something really good for the doctor, but the payer will not reimburse it, so it's not great for them. Or maybe it's good for the payer because it causes efficiency, but again, the doctors will resist it. You have to understand the full ecosystem and understand all the stakeholders. This is something we pride ourselves on. Why is this really a big topic right now, and why is it getting more and more vital and to a point where it's almost, not an emergency, but it's definitely at the front of the line in terms of what you're hearing from healthcare organizations and payers, is that the soaring cost of healthcare. I think it's something like $5 trillion now in the U.S. is being spent. You can't spend more money. The question is, how can you use that money appropriately, efficiently? I don't believe personally that there's a shortage of doctors or practitioners or healthcare workers. I think it's just that most of the time, let's call it 40% or 50% of the time, we're doing administrative stuff, and it's a big burden on us, and it takes away from our patient care and our ability to see more patients or provide better care. If you can use technology to improve that's perfect. If you can use technology to improve on misinformed care and misdiagnosis, which costs, I think, the U.S. something like $100 billion a year, that's great. If you can provide better access to care to patients that are orphaned or don't have family doctors or their rural emergency room is shut down, that's good. Again, if you can catch those patients before it becomes an emergency, before they step into emergency, or if you catch them before they go to emergency with something that shouldn't be an emergency, it saves a lot of money for the system, but it's better care for the patient as well. These are things we'll talk about as well. There's so much information, and doctors are overwhelmed with all different studies and more stuff coming out. Can you use technology to keep them up to date with everything that they need to know and using clinical decision support tools to help them as they're seeing the patients? The answer is yes, you can use technology for that. What do we have? What do we do? Why is it unique? Why is it something that we're finding a lot of adoption to right now, is that we've basically empowered the doctor or the practitioner to be their own boss for the first time. Doctors historically don't want to deal with bureaucracy or paperwork or admin stuff. They sign on, they become employees, they work on salary, because they don't want to hire and fire and figure out what software to use and everything else, and sign leases. Imagine a world instead where every single doctor now has the ability to have a digital storefront and be able to go and turn on the open sign and see patients whenever they want for 2 hours here, 5 hours there, in the evenings when the kids are asleep or on weekends or on their days off if they're working in the emergency room, for instance. It brings out a lot of capacity for doctors that historically were wasted. That's number one. Also, imagine a world where the doctor's not burdened by all the admin stuff in terms of writing notes and billing and going after rejections of billing and tracking down different payers and trying to follow up with patients on bureaucratic stuff instead of what they should be doing. Imagine technology doing that. Imagine a 24/7 AI assistant being able to pre-screen and triage patients before they're seen, and whether they need to go to emergency or not, or whether they need to see you, but also taking that pre-assessment and onboarding them so that when you do see them, maybe the history's already been taken, maybe they've already been sent for blood work, and that results are back, and it saves a lot of time, effort, and it causes that better triaging. We'll talk about some of the other solutions. But imagine all those tools and then adding on top of that a patient marketplace. Not only can we provide all those tools for the doctor, not only can we make them their own boss, instead of having a middleman, imagine a patient marketplace being there for them as well, so they don't have to go and try to recruit patients and spend time and effort trying to figure out which patients they can see and which ones they can't, which ones are in-network. Imagine that world, and that's what we're talking about. We've created this kind of full ecosystem to empower doctors and make them their own bosses. Some of the technology that we have is powered by our proprietary software. That is another thing you should be asking companies that say they have AI, is that, is it proprietary software? Is it their own, or have they created a kind of a wrapper around a ChatGPT or a Claude or something like that? This is proprietary information and solutions and our algorithm that we have created. We have hundreds of doctors in our network that contributed to it over a period of about 7 or 8 years. Over 25,000 hours went into it. What we are able to do is create something that thinks like a doctor. Doctors typically, before they enter the room with you, they will look at your chart and they will say, okay, your age, whether you are 20 or 70 years old, do you smoke or not? Do you have diabetes or not, for instance? What medications you are on? Those are kind of all important things. Then we walk in, the first question will be guided by what we already know about you a little bit. For instance, if you are a 20-year-old with chest pain, it is different than a 70-year-old smoker with chest pain. That is kind of something that we talk about. It also has the ability to think in real time like we do. It is not like 10 questions are asked no matter what and whatever you say. It actually listens to the answer to the last question. It is asking the most pertinent question. It is listening to the response. It is formulating in real time the next most pertinent question and so on and so on and so on, so that by the end of it, not only do we have a very accurate history taken, but also a very accurate differential diagnosis of what you probably have just from that history. That can provide it to the doctor and so on ahead of time. It also indicate what blood work to use, what imaging to send for, and so on, so that it gives more information, and it can even analyze those results when they come back in. Again, this is kind of recreating the doctor's brain and how we think about medical issues and so on. It has the ability to diagnose over 1,000 diseases, and tens of thousands of symptoms in real time. It is so accurate that actually medical schools are using it to test and train their medical students on their clinical skills. We actually snuck it into one of these medical exams. There is an exam called the OSCE exam that is held across the world. It is a standardized testing clinical exam in about 80 different countries where they have 12 rooms. They have an actor in each room. The student goes in there blind and talks to the actor and tries to figure out what disease they have based on the history they have taken, and they walk out, they write the answer. We snuck it into one of these exams by giving it to a non-medical student who had zero medical knowledge, and she was able to get 11 out of the 12 right on the first diagnosis and the 12th one on the second diagnosis with no medical training. Able to diagnose everything from colon cancer to heart attack, to diabetes and so on. That was even beating the regular students. So that's kind of the power of it, and medical schools are using it right now and paying us for it to test and train their medical students in these OSCE exams. When I talk about kind of what we have, again, I already talked a little bit about it. We're trying to provide solutions for all aspects of that journey, of the patient journey. Before the visit as a pre-assessment, onboarding, triaging. During the visit, so imagine again, as the doctor's talking to you, not only are the notes being taken for them, but also a clinical decision support is given to the doctor so that they may tell them what kind of questions to ask if they forget about something, or maybe what differential diagnosis they didn't think about, or what blood test to send for that you maybe not thought of. So it helps the doctor as they're talking to you. Then imagine that same AI Nurse talking to the patient, seeing how their kid is doing on their antibiotics, or how you're doing with your diabetes management between visits or aftercare, or after you got out of the hospital, and in whatever language that you want to speak as well and being available 24/7. So kind of the full patient journey is what we're talking about. This is, again, things that you're going to see over time, in whatever capacity and wherever you are, you're going to be seeing these kind of things coming into healthcare. As I mentioned and alluded to earlier, we are expanding very quickly. We're ready right now in Canada and now expanding to the U.S. In Canada, we're in B.C., Alberta, Ontario, and the Maritimes. We already saw over 750,000 patients, over 350 doctors on our platform. One of the reasons we bought Rocket Doctor a year ago is that they did all the hard work and all the effort that is needed, and you'll see this in a second, that takes about 3 years to get to a point where they can get into the U.S. So they had done all that, and they're about to turn on the U.S. and we have. We've been able to announce, number 1, California, New York, and Maryland, but Medicaid, Medicare, Humana, Anthem, all the top insurers are on board now, and we have access to over 21 million patients in-network in just those states so far and growing. So as hopefully the next time I present, you're going to see more of these shaded states and so on. So hopefully, these numbers will kind of increase as we go along. I think I've talked enough about how painful the process is right now and people going to emergency, but I will say one thing. The reason we have these payers coming on board and being on board with this and so on, is that every patient that does not need to go to the hospital, that we keep out of the hospital, out of emergency room and seen because they needed just a prescription refill, or they needed management of their diabetes, or they needed a referral to see a consultant or whatever it is, saves the system thousands and thousands of dollars. It is $100 or $125 to see somebody online versus thousands as soon as you step into emergency room. This is kind of why everybody is on board. Then patients do not want to be in this room waiting for hours for something they know what they need for. It is one of these things where it is a win-win-win for everybody. Because this could be used so many different ways, we have already been able to sign a number of different partnerships, everything from Melanoma Canada to cities like Lethbridge County that signed on and sending us their constituents, to Georgian Bay General Hospital, that we are able to kind of create a virtual emergency room and divert something like over 97% of the patients that came onto the platform away from the hospital that historically would have went to the hospital. So saved the hospital millions of dollars and made the patients much happier than waiting hours and hours in the waiting room. Last time I presented this, I did not have this slide, and it is because after I presented the last time on the OTC Markets conference, we were approached by a NASCAR racing team that said they love the story. They have a driver with some medical issues before and really believes in the project and the brand and so on, and what we are doing. They become investors in the company. They have equity in the company now, as part of this. So between now and the end of the year, we have something like about 50 different events where we are either the primary or associate sponsor on all their different racing platforms, from the NASCAR car to drag racing to Supercross and so on. Just came back from the San Diego one at the Naval Base in Coronado, which was incredible. Why this is important is if you looked at that map I just showed you with the U.S. and what is covered and what is not covered, it is going to be able to be shaded a lot faster, we think, because of now we have national brands with. This is on Fox and Amazon and NBC and so on. These are national and multi million eyeballs now that historically we would have had to spend money on in terms of digital ad spend, that now we can target the same audience that we are going after, people on Medicaid and Medicare and on insurance who have medical issues, who are disenfranchised or falling through the cracks or in rural America, that we can bring awareness to, that they can come on and see our doctors, basically, and they are covered. So it is about brand awareness. Cognizant of the time here, I just want to say really quickly that we have a very big moat around what we do because it takes years to get to where we are, especially in the U.S. It's not like some kid in the basement can reproduce this with some software overnight. It's actually impossible because you have to go through all these different things in terms of accreditation, and working with the different insurers and Medicaid and Medicare and so on. We've kind of created this perfect system that has a bit of a moat, and it has a huge pool of potential patients. Again, we're making revenue now. We announced our Q1. We get three different kind of, let's call it verticals of revenue. The first vertical, let's call it, is where the doctor receives 100% of everything coming in from the insurer or the payer or the province or whoever, wherever they're working. Then we charge them at the end of each month to their credit card, what our portion is. In Canada, we charge 17% of everything they see on the platform. In the States, we get $25 US for every time they see a patient on the platform. The economics work out to be much better in the U.S., one of the reasons we're pushing a lot faster in the U.S. as well. For the doctor, it's fantastic because they're making a lot more money than they would if they were working another salary or working for another organization. They get independence. They can work when they want, wherever they want. They may actually be a doctor in middle America, but they have a license to practice in California and New York and Florida and so on. They may be able to see patients from home in all those states, and so with the different time zones and everything else. It's that vertical. The second vertical are these partnerships I mentioned before, like the hospital or Melanoma Canada and so on. We have pharmacies, something like, I think, up to 50 different pharmacies that have either kiosks or associations with us, where they send us patients that need to be seen. Also the doctors pay us a monthly fee to be on the platform. Whether it's one patient or 1,000 patients they see, they pay us a monthly fee. We've announced CAD 750,000 on the last quarter, and that's with high margins of 75% gross margins. As I mentioned, we've been growing quarter-over-quarter organically, so this is all organic growth since we bought Rocket Doctor here last year. Our focus is to continue growing that organic growth. We're not a roll-up company. We're not looking to acquire other companies or acquire revenue. We want this to grow organically as we improve capacity. As I mentioned, even though the U.S. is our main focus in terms of growth for 2026, 2027, you'll see that we're still growing in Canada, and we've seen close to 50,000 patients in the last quarter, and this is continuing to grow. It's very strong still in Canada. Remember this number, remember the 50,000 to see where we are in Canada and where we're going in the U.S. Remember, U.S. is 10 times the population. In the U.S., we have all the different coverage, like I said before, but we are growing very quickly as well. We announced that we went from introducing this for the first time a little bit in December, where we just tested the market and then started to test more markets and more awareness, more branding. We just started doing this in the last few months, and you can see that we have had month-over-month growth, significant month-over-month growth to the point where it was almost a double between March and April. We will continue updating the market as we go along. Why that is important is, remember I just told you that we were seeing close to 50,000 patients last quarter in Canada. We have some room to fill that gap with much better economics in the U.S. One of the things is that I want to bring to attention is that we did all that with very limited clinical hours so far in the U.S., and that is going to continue to grow. Very few doctors already. Remember I told you in Canada, we have over 350 doctors. In the U.S., we only have about 16 doctors who are actively seeing those patients I just showed you, another 46 that have paid us their credentialing fees, that we have submitted their information to the payers. We are just waiting for the payers to say, yes, they can see patients, and we move them over to this column over here. That 16 is going to move up to 60 or whatever plus as we move on, and this number continues to grow. Everything we have seen so far, we still have over three times capacity in just the doctors that are on our platform waiting to move over to the first column over the next few weeks and months. Again, we have been able to grow the doctors on our network without paying a dime in recruitment. It has all been through word of mouth from other doctors. They really love the platform and the process and the ecosystem that we have created and the support system, and it has been growing very quickly that way. I want to get to questions, so I want to make sure I do spend some time, but I do want to focus on where healthcare is moving in terms of the public investment side. It has been a lot of private money going into it. Health Navigator got acquired by Amazon about 2019 and taken off the market to launch their Amazon Care product. There has been a lot of private money going in. Hippocratic AI is a private company that created an AI Nurse. Their last raise last year was at a $3.5 billion valuation. OpenEvidence is more of medical information for doctors supporting their decisions, and they were able to raise the last raise at a $12 billion, again, private. Then you are seeing that some companies now are starting to go public. Now it starts with obviously SpaceX. OpenAI started talking about going public. I think this is what is going to happen now in the next few months here. Just watch for these IPOs. It brings a lot of attention to other companies. Very few companies are publicly traded in the space that I know of, and we are one of them. We are sitting at about a CAD 60 million-plus market cap Canadian right now. We think there is some upside hopefully from that, but we will see as we continue to execute on our business plan. I think that is the main slides. I do want to get to some questions. I do have some here. Let us see here. One question is, you mentioned that competitors faced 18 to 24 months to replicate your tech, payer contracts, credentialing. What specific components of the stack you have built over three and a half years are the hardest to copy? Actually, what I said was it takes about 18 to 24 months to replicate the process of being in-network in the U.S. with Medicaid, Medicare, all these payers, and so on, and getting accreditation basically to be able to see patients in those states. That is our moat. That is our biggest moat. The software we have is proprietary. It is ours. We think it is fantastic and probably, in some capacities, better than anything else out there. But it is there to support the doctors on our platform. We do not actually have to go out. Even though we do sell it externally and we can white label our software, we actually are able to sell it to our own doctors on our platform who use it and pay us the monthly fees as well as the $25 per patient and so on that they are seeing. We have our own audience, our own customer base on that, so that is great. Let me make sure I got this here. With new contracts adding millions of covered lives in New York and California, how quickly do those members typically ramp from zero to meaningful visit volumes on your platform? Fantastic question. It really comes down to marketing and branding, and that is why we are so excited about the NASCAR partnership that we have and others that we are going to be announcing hopefully, is that it is about market awareness and branding. It really is. As soon as that patient sees that they can come and see us, and hopefully they are in-network with Medicaid, Medicare, or these insurers, then it is just a matter of them being aware of our platform, that we are there. One thing I forgot to mention is that we are going after patients that typically are not just episodic, not looking for something for their sniffles or some antibiotics or prescription refill or whatever. We do see them, but we are going after our patients that typically need care. They may have diabetes. They might be on several medications. They might need referrals. They may need blood work. We send them off. We see them again. They can follow the same doctor. If the doctor is away, one of the other doctors will see them on the platform and will have all their information. We provide kind of complete care, family practice care, but also specialist care. We have 20 different specialties on the platform in Canada, including psychiatrists and so on, we can refer off. These are all kind of things we are going after, and these patients tend to come over and over and over again. Historically, in Canada, any particular day, something like 40%-45% of the patients are recurring patients from previously. They are seeing the doctor again. It is about bringing these patients into the network. Where are we here? Your Global Library of Medicine covers about 1,000 diseases, 17,000 symptoms, and so on. How are payers and health systems valuing that differential clinical asset to negotiations? Good question. The more solutions you can show that you provide the doctors to make them more efficient, to be able to see more patients more accurately and keep them out of emergency, the better it is. These are tools that you can kind of identify. Some of the contracts that we announced with different organizations was based on the fact that we have these solutions. We've been able to get some grants as well. The NIH awarded us $500,000 USD for our solution to try to create a targeted onboarding, triaging type of solution for disenfranchised patients in the U.S. There's different ways that we can use it. It does help for sure. You've built a leadership bench with MDs from UCSF, U of T, and other top, yeah, including Harvard, and so on. Absolutely. Is that clinical credibility helping to shorten sales cycles with payers and providers? Absolutely. One of the things we pride ourselves on, again, is that we haven't spent a dime recruiting these doctors. They're actually investors in the company. They have equity. We don't pay them cash. They get equity in the company. A lot of them were already investors in the company, and it's all been through word of mouth. They become super users. They become leaders in each jurisdiction that answer all the questions for new doctors coming into that jurisdiction. It's almost like a tidal wave or a wave of enlightenment of these doctors finding out that they can be their own bosses and have this flexibility, independence, and to see patients the way they want to see it. If they don't feel comfortable seeing patients with chest pain or with depression, as part of our technology, we have the ability to match them with the patients they are willing to see and are comfortable seeing. These are all great things. I'm not going to be able to get to all the questions because I only have two more minutes. I do want to make sure I do here. How are municipal and rural access partnerships influencing your go-to-market strategy? It's one of the things that we do go after rural communities. We've had some, like Lethbridge and so on, that have come on in terms of cities. They're really hurting. Something like, I think 100 rural hospitals recently shut down. It is one of the things where we can provide care and continue providing care to their patients who typically now have to travel hours to the next community. It is a big thing where they're really seeing the value of partnering with us. Let's see here. The company has reached $2.9 million ARR, with 75% gross margins and Q1 revenues of $737,000. What are the key levers to get ARR to $5 million-$10 million without materially increasing opex? We built the infrastructure for scaling and without the increase in the operation costs as well with that scale. We built it on purpose where it cost more in the beginning to build it to this point. Now we have the capacity to scale without the same increasing. We are trying to automate a lot of the manual stuff that historically would have happened, whether it is onboarding and triaging. Imagine again, an AI assistant being able to onboard and triage and help the doctor now and so on. We are trying to automate a lot of that stuff. We do not give projections as a public company, but I think people will be able to do the math and see the numbers and figure out, okay, if we are seeing this many patients right now and we are able to see this many patients in the future, this is what we have done in Canada in terms of growth. It is something that we have to execute on. That is one of the things we are looking forward to and something that we are partnering with our other partners like NASCAR and so on to increase brand awareness and so on. I am going to get kicked out of here I think soon. Until I do, maybe I will do one more question. Do you plan to integrate with wearables or home monitoring devices, and what timeline? Absolutely. I think we already do, actually, with some of the stuff we do. The idea in the future where there is educated guessing is not going to happen. There is enough information out there from personalized medicine, personalized testing, and information that we can provide incredible, accurate, personalized care to patients no matter who you are, where you are, with all the different devices and blood work and so on. I have been grayed out, so I think I am done. Thank you, everybody.