Welcome to DocGo™'s 2025 Annual Meeting of Stockholders. My name is Dr. Steven Classco, Chair of the Board of DocGo™, and I will serve as Chair of today's meeting. The time is shortly after 12:00 P.M., and I now call the meeting to order. I note that the polls are open. You may vote your shares online at any time during this meeting before the polls close. If you previously voted via the internet, telephone, or the return of your proxy card, you need not vote today unless you wish to change your vote. The polls will close shortly following the introduction of the proposals to be voted on at this meeting. First, let me introduce my colleagues and the other members of your board: Michael Berdiak, Dino Liete, Iris Medra, James Travers, Lee Bienstock, also our Chief Executive Officer, and Ellie Tendler, also our General Counsel and Secretary.
I would also like to introduce the other members of the management team who are joining us today: Norm Rosenberg, our Chief Financial Officer and Treasurer; Steve Sagrue, our Chief Compliance Officer; and Andre Oberholzer, our Executive Vice President of Strategy. Jeralyn Lasky, Senior Counsel and Vice President of Legal Affairs and Assistant Secretary, will be acting as the Secretary of this meeting. A representative of our Independent Registered Public Accounting firm, Juriš Popek, is also joining us today. Victor Letessa has been appointed and duly sworn as the Inspector of Election for this meeting to receive proxies, count the votes, and provide a report of voting results. This meeting will be conducted in accordance with the agenda and rules of conduct that have been provided on the virtual meeting website. Please review these rules as they contain important information.
To maintain an informative, orderly, and constructive meeting, we ask that participants abide by all these rules. We will open the floor to questions of general interest and questions related to the proposals after the formal business portion of the meeting has been concluded. Should you desire to submit a question, you may do so on the web portal. We appreciate your cooperation with these rules. I will now turn it over to Ms. Lasky to report on certain procedural matters.
The company's agents have certified that a notice regarding the internet availability of proxy materials was mailed to stockholders of record on April 24th. The company's proxy materials were also, in fact, made available over the internet to those stockholders. We will file copies of the notice and related affidavit of mailing with the minutes of this meeting. I have received an oath signed by the Inspector of Election stating that he will faithfully execute with strict impartiality his duties, which will be filed with the minutes of this meeting. Our board set April 21st as the record date for this meeting. Only stockholders of record on that date are entitled to vote at this meeting. As of that date, there were 99,104,331 shares of the company's common stock issued and outstanding. The majority of those shares are present or represented by proxy at this meeting.
Therefore, we have a quorum for the transaction of business at this meeting.
Thank you, Ms. Lasky. With that, I declare a quorum is present for the transaction of business, and this meeting is duly convened. I will now proceed with reviewing the matters to be voted on at this meeting. There are five management proposals on today's agenda, each of which were disclosed in our proxy statement. Our Secretary did not receive notice of any other proposals or nominations within the deadline provided for in our bylaws, and therefore no other proposals or nominations may be presented at this meeting. The first matter to be considered is the election of the following Class 1 Director nominees to the board to serve until the 2028 Annual Meeting of Stockholders and until the respective successors have been duly elected and qualified, or until their earlier resignation, death, disqualification, or removal. Those three are Lee Bienstock, Ellie Tendler, and Iris Medra.
The second matter to be considered is the approval on a non-binding and advisory basis of the compensation of the company's named executive officers. The third matter to be considered is the approval of an amendment to the company's second amended and restated certificate of incorporation regarding the waiver of corporate opportunities. The fourth matter to be considered is the approval of an amendment to the company's second amended and restated certificate of incorporation to limit the liability of certain officers as permitted by Delaware law. The fifth matter to be considered is the ratification of the appointment of Juriš Popek as the company's independent auditor for the year ending December 31, 2025. I have advised the representatives of Juriš Popek do not have prepared remarks but are available to respond to any questions from stockholders. We will close the polls shortly.
If you have previously voted, it is not necessary for you to vote today unless you wish to change your vote. If you have not already voted, please do so at this time. It is now 12:06 P.M., and I hereby declare the polls closed. I will now turn it over once again to Ms. Lasky to report on the preliminary voting results. Ms. Lasky?
Thank you. Based on the preliminary report received from the Inspector of Election, the stockholders have elected all Director nominees who are up for election for another term. The stockholders have approved the compensation of the company's named executive officers. The stockholders have not approved the amendment to the company's second amended and restated certificate of incorporation regarding the waiver of corporate opportunities. The stockholders have not approved the amendment to the company's second amended and restated certificate of incorporation to limit the liability of certain officers as permitted by Delaware law, and the stockholders have ratified the appointment of Juriš Popek as the company's Independent Registered Public Accounting firm for 2025.
Thank you, Ms. Lasky. The final voting results will be publicly reported in a Form 8-K that will be filed with the SEC. There are no other items of business before today's meeting, so this concludes the formal business portion of our meeting. I will now turn it over to our CEO, Lee Bienstock, to make a few concluding remarks. Lee?
Thank you all for joining us today. June 17th marks an auspicious day in DocGo™'s history. Literally 10 years ago to the day our company was founded as Ambulance, an innovator provider of technology-enabled medical transportation services. Over the last decade, our company has experienced dramatic growth in size, in scale, and in the scope of our mobile health and clinical offerings. We've been fortunate to bring care to people across 31 U.S. states and the U.K. during that time. Not only are we celebrating our 10-year anniversary today, but DocGo™ recently facilitated care across our 10 millionth patient interaction, a key milestone that demonstrates the scale and impact of our offering. Think about that: 10 million patient interactions over the last 10 years. Our company has done a tremendous amount of good, and we're just getting started.
When I took the helm as CEO of DocGo™, I articulated the goal of building a 100-year company that fundamentally transforms how healthcare is delivered. I firmly believe that our actions, day in and day out, continue to create a strong foundation in pursuit of this goal. DocGo™ is on a mission to bring high-quality, highly accessible care to all. The scale of what our team continues to accomplish is a testament to the impact we are making as we work to deliver healthcare at any address. In 2024 alone, DocGo™ provided services across 31 states in the U.S. and across the U.K. Our proprietary tech platform calculated over 15 million estimated arrival times for our customers. Our network of clinicians traveled over 8.8 million miles to facilitate care across over 1.5 million patient interactions.
These included facilitating vaccinations for over 58,000 adults and children and coordinating nearly 100,000 behavioral health depression screenings. DocGo™ was assigned hundreds of thousands of patients for care gap closure programs and scaled these programs considerably in New York and California. A testament to the quality of our offering is our care gap closure program net promoter score of 86, a world-class score that far exceeds the healthcare industry NPS benchmark of 58. In 2025, we continue to improve our operations, add top-shelf sales resources, and make considerable enhancements in our tech stack to support the growing needs of our customer base. To ensure DocGo™ can deliver predictable long-term growth, we made a strategic decision to double down on the parts of our business where we lead, where we're differentiated, and where the opportunity ahead is both scalable and sustainable.
That meant building around our foundational medical transportation business for health systems and our rapidly growing mobile health at any address offering for payers and providers. I would like to share our progress in each of these businesses and our expectations for how they will grow in 2025 and 2026. Let's start with medical transportation, which is performing at record levels. We hit an all-time high in trip volume in Q1 2025 and expect to see continued growth with a major new customer in the Northeast and continued expansion in Texas and the U.K. Health systems need more than a ride. They need reliability, visibility, and accountability, which is exactly what we provide. Our growth in this vertical is being driven by three key factors.
First, our proven track record providing high-quality transportation solutions for an impressive and growing roster of leading health systems, including New York City Health + Hospitals, Northwell Health and Mount Sinai in New York, Jefferson Health and Main Line Health in Pennsylvania, HCA TriStar in Tennessee, Methodist Healthcare in Texas, and the National Health Service in the United Kingdom. Second, our proprietary technology. DocGo™'s ISO 27001 certified medical transportation and mobile health technology platform integrates directly with leading EHRs, including Epic®, to deliver full transparency and real-time coordination for both patients and health systems. Last, but certainly not least, our team that works around the clock and goes the extra mile to deliver compassionate care. I wanted to share a recent success story from the front lines and the impact we made on the life of a patient.
To improve emergency response times for one of our health system customers on the East Coast, we created an operations control center with a dedicated emergency number that could be used by facility staff to request expedited emergency services. Shortly after the system went live, we received a call from an unresponsive patient, and we dispatched an on-site paramedic ambulance team to provide treatment. After dispatching this team, our EMS system status control coordinator continued to question the caller using our emergency medical dispatch protocols and learned that the patient was not breathing and had no pulse. At that time, our coordinator immediately dispatched an additional critical care transport team that was in the area and sent a paramedic supervisor as well to ensure an all-hands-on-deck operation. Our coordinator also provided the caller with pre-arrival CPR instructions.
After a brief period of this patient being clinically deceased, our team was able to revive the patient and bring him safely to the hospital for treatment. The quick thinking, collaboration, and responsiveness of our team literally helped save this patient's life. Two weeks after this cardiac event, the patient was able to walk out of our partner hospital neurologically intact and return to his family. This event represented our team at their very best and is a vital reminder about why the work we do is so important. Now let's turn to our payer and provider vertical, one of the fastest-growing parts of our business. We've now surpassed 900,000 total assigned lives in our care gap closure program, up from 700,000 just a quarter ago.
We're seeing visit volume scale rapidly as well, from 2,500 visits in Q4 of 2023 to over 4,400 in Q4 of 2024, and we're projecting more than 11,500 visits in Q4 of this year. That's a 4X increase in two years. We're expanding into high-value services like pediatric care gap closures, including well visits, vaccines and fluoride treatments for underserved children, with over 2,500 of these visits completed so far this year. We also recently signed our first substantial primary care agreement with a major Northeast payer, a key milestone in our long-term strategy. For context, in 2024, we completed 144 PCP visits. This year, we expect to exceed 9,000. In 2026, over 40,000. Finally, in Q1, we acquired PTI Health, a mobile lab collection and phlebotomy business.
PTI is on track to complete 125,000 blood draws in 2025 and expected to complete over 200,000 in 2026, all in patients' homes. All in, across care gap, PCP, and mobile lab services, we expect to visit over 150,000 patients at home this year. This growth is not surprising. A recent article in The Wall Street Journal cited data from the Centers for Disease Control and Prevention and the Commonwealth Fund International Health Policy Survey that shows chronic disease is the biggest challenge in U.S. healthcare and that Americans live shorter lives and in poorer health than people in other high-income countries. A separate CDC study estimates that 90% of our nation's $4.5 trillion in annual healthcare expenditures are for people with chronic diseases and mental health conditions. These staggering costs create substantial burdens for the U.S.
Healthcare system, ranging from increased costs of care for insurance companies to clinicians experiencing burnout due to heavy patient loads to underserved communities who can't access basic medical care to the lack of provider availability, and these trends are helping drive demand for DocGo™ services. Chronic diseases can be better managed with early interventions and routine health checkups that identify issues before they escalate to the level of crisis. DocGo™'s ability to bring proactive care to patients where and when it's needed has the potential to help keep patients healthier and benefit the entire healthcare ecosystem. People living healthier lives in their homes, filing fewer insurance claims for preventable issues, and less burdened clinicians able to spend their time focusing on patients who truly need their attention. This is the promise and potential of our offering.
When we bring care to patients where they live, our providers are able to take a more holistic view of a patient's situation, which can have life-saving implications. A recent example of our care in action: one of our mobile health clinicians paid an in-home visit to an elderly male patient with a history of atrial fibrillation and prior embolic stroke for a transitional care management visit following a recent hospital discharge. While the patient appeared to be stable, our clinician discovered that they had only received a single-week supply of a critical anticoagulant medication. Due to a rescheduled cardiology follow-up appointment, the patient was at risk of being without this vital medication for nearly a month, creating a dangerous gap considering the patient's medical history and elevated risk of a stroke.
Additionally, the patient's discharge paperwork lacked clear instructions, and the patient was not aware that he needed to continue taking this medication. Our provider took immediate action, reviewing the discharge summary, speaking with the patient's wife, and contacting the cardiologist's office directly to understand why the patient was only given a one-week supply of medication. This inquiry uncovered an issue caused by the cardiologist's lack of scheduling availability, which delayed the patient's appointment by nearly one month, and this doctor's office not providing enough medication to cover the patient until his next appointment. After raising this issue with the cardiologist, a refill was promptly sent, a follow-up appointment was confirmed, and a follow-up call was scheduled with the patient to ensure continuity of care.
This timely intervention likely prevented a serious adverse event, such as a stroke, and exemplified DocGo™'s commitment to patient safety, care coordination, and closing critical care gaps during the post-discharge period. This would have never been possible had we not provided care for the patient in the setting of their own home. Let me close with this: we are building a company with differentiated capabilities, scalable solutions, and a clear value proposition for payers, providers, and health systems. Our proven core medical transportation and payer and provider businesses are strong and continue to grow, while any incremental municipal work will be upside to our 2025 revenue. We are actively managing SG&A, and we believe we have the balance sheet strength to fund our next phase of growth. This is an inflection point, and we are prepared. Bringing care to patients is about far more than convenience.
It's about outcomes and value. We are building a care model that engages patients where they live, delivers preventative services, and generates data from the most critical and often overlooked part of the care journey: the home. That data, combined with our scale and clinical reach, enables us to close gaps, reduce costs, improve lives, and ultimately benefit the U.S.'s ailing healthcare system. I look forward to continuing our journey together to a brighter, healthier future. Back to Steve.
Thank you, Lee. As previously noted, we will now be available for a few minutes for any questions of general interest or related to the proposals that you might have. Please note we will attempt to answer as many questions as time allows, but only questions that comply with the meeting rules of conduct will be addressed.