Good day, and welcome to the iAccess Alpha Virtual Best Ideas Summer Investment Conference 2025. The next presenting company is DocGo. If you would like to ask a question during the webcast, you may do so at any point during the presentation by clicking the Ask Question button on the left side of your screen. Type your question into the box and hit Send to submit. I'd now like to turn the floor over to today's host, Lee Bienstock, CEO at DocGo. Sir, the floor is yours.
Wonderful. Thank you so much. It's great to be with everybody at the Best Ideas Summer Conference 2025. We have a great idea, a big idea. DocGo brings high-quality, highly accessible care to all. It's an old idea. The doctor and care used to come to you, and we do that. We bring care to where patients need it when they need it. That big idea, bringing care to patients, meeting the customer, meeting the patient where they are, is a big idea. Generally, when you meet the customer where they are, you tend to have a better outcome, and we improve health outcomes. That's the best idea. That's the big idea. I'd love to talk with you all about today and tell you a lot more about it.
Before we get started, I would like to remind participants that today's presentation may contain forward-looking statements which are subject to substantial risks and uncertainties, including those discussed in our 10-K and other filings with the SEC. Actual outcomes may differ materially from what is expressed by these forward-looking statements. With that, I can really sum up the DocGo thesis with these very key points, and we'll go through all of them today. DocGo, at its core, is a leading provider of tech-driven mobile care. As I mentioned, our big idea is bringing care to where patients are when they need it. The only way to do that efficiently, the only way to do that at scale, is to leverage technology, much of which we've built ourselves, and I'll walk you through what that looks like.
Our platform allows us to manage all of the units we have in the field with the right vehicle, with the right clinician, with the right diagnostic equipment, all for the right patient need, all stacked up together so that we can have each of our clinicians and our units in the field have a full, meaningful, quality, impactful day, and very efficient. We leverage our technology to allow us to do that. We have a foundational expanding medical transportation business where we leverage technology to bring patients from care to care across our medical transportation business. We have a rapidly growing care-in-the-home business where we bring care to patients in their home, many of which are patients that are bedbound, have access issues. The traditional healthcare system has been unable to reach them, and we are able to meet them where they are in their home.
As I mentioned, we have a proprietary technology backbone. We have a strong balance sheet, and the resources to support and fund our growth, and we'll talk about that. The TAM, the addressable market, is absolutely massive and expanding. Our country, unfortunately, is getting sicker and sicker. Our healthcare system is costing more and more money, and our whole goal is to improve outcomes, allow patients to live healthier, more meaningful lives. The great thing about that is when patients are healthier, they cost the system less money. Everybody wins, and that really gets us absolutely fired up and gets us excited about what we're doing in the field day in and day out. We have a great leadership team.
You won't get a chance to meet them or hear from them today, but we have a wonderful, dedicated team, people across domains, whether it be medical backgrounds. We have great people across all of our teams that are delivering care in the field each and every day. We have a big vision and big ambition for our company, a 100-year plan for our company. We will talk through all of these, but this is the company, in summary. This is our thesis. This is everything that we're building towards. We are on a mission to deliver healthcare at any address, not just within a hospital, not just within a doctor's office, but at any address. We believe that when you meet the patient where they are, you improve health outcomes. We have two service lines.
One is mobile health, where we have an innovative approach to using upskilled clinicians to provide care in the comfort of a patient's home, office, or community setting. Payers and providers and municipal customers have been leveraging our services to meet patients where they are and serve the underserved and improve health outcomes. We'll talk about that. We have one of the largest medical transportation businesses in the country and across the U.K., where we have a technology-powered, state-of-the-art fleet and a wonderful dedicated team of thousands of EMS professionals that are providing medical transportation to large healthcare systems. We work with hundreds of hospitals today across our footprint, some of the largest hospital systems, which we'll show you in just a moment here. All in, we have over 3,000 clinical staff. We have over 900 mobile health vehicles providing both mobile health and medical transportation services.
We provided care across 31 states and the U.K. last year, and we're growing that. Patients love it. When you meet them where they are, our patient Net Promoter Score for our mobile health business is an 87. I think industry average is in the 50s. Because we meet patients where they are, we've been able to save the system a lot of money. We've saved, through our ED diversion programs, where we reduce visits to the emergency department, we've saved our partners over $265 million to date, and we're just getting started. Last year, we traveled over 8.8 million mi to deliver care across 1.5 million patient interactions. I mentioned we provided care across 31 states and the U.K.
Our health insurance partners have assigned us over 500,000 patients to close gaps in care for these hard-to-reach patients I was talking and we will talk more about. We calculated over 15 million ETAs with our tech platform, letting hospital systems and patients know exactly when we will be arriving to provide them care. We filled over 600,000 shifts with our clinical staff. We coordinated over 100,000 behavioral health screenings and over 58,000 vaccinations for both adults and children. We are really operating at scale, meeting patients across a vast number of patient interactions with unrivaled technology and scale. Again, we are just getting started. We have a strong balance sheet to fund our growth. You can see here our growth both in revenue, but as well as the assets we have on the balance sheet.
We have over $100 million of cash on the balance sheet. We'll talk more about the financial profile of the company. I really like to highlight our core businesses. Medical transportation and the care-in-the-home, payer-in-provider businesses have been growing steadily from 2021 through to today. We guided, our most recent guidance, was $300 million-$330 million of revenue. You see here how it's broken down between medical transportation and payer. We've been funding that growth ourselves, obviously, by going public. We're able to access the public markets, raise funds, and we have a strong balance sheet with all of the resources we need to fund the growth and all of the ambition that we have to make this company a great company serving a lot of the ails of the healthcare system today.
You will see here the gray portion of the graph are some of the large municipal deployments we have done for emergencies that have taken place over the course of these last four or five years, namely COVID. We were mobilized extensively to help thwart the spread of COVID. We are one of the largest providers of testing and vaccinations during that infectious disease outbreak and obviously, that moment in time. More recently, we were called up and utilized to help with the migrant crisis and providing care and medical care and screening and behavioral healthcare for the asylum-seeking migrant population that have come through to the U.S., particularly in New York City. We have been providing care and support across those two emergencies. We have that listed here in terms of where you see with the revenue.
Those gray, gray bars represent those projects particularly. You see here that we are guiding this year that $300 million - $330 million only includes a small residual portion of the migrant work that has continued into this year. Obviously, no COVID anymore, but the growth of those medical transportation and those payer-in-provider care-in-the-home businesses. We are excited about the resources we have and the opportunity that we have ahead of us. We see here really highlighting the growth of those businesses, those base businesses, those core businesses, even without the, the once in a lifetime sort of infectious disease and other sorts of emergency mobilizations, hopefully. We are very proud of the work we have done to, you know, during those crises. Like I mentioned, our balance sheet is improving. We had a large capital outlay to fund the mobilization to help in those crises and those emergencies.
We outlayed a lot of capital to mobilize and help in those instances. Those receivables are coming down. Those are being converted to cash on the balance sheet, those receivables, as well as our day sales outstanding for our billing and our collections cycle has been going down again with those resources converting onto the balance sheet. As of our last quarterly call, we had a total of $103 million of cash on the balance sheet, up from about $58.9 million from the year prior. We continue to convert those receivables, and our day sales outstanding continues to go down and convert to more and more resources on our balance sheet. We shared on our last earnings call our Q1 results. We did $96 million of revenue in the quarter. Our gross margin, our adjusted gross margin was 32.1%.
We continue to invest in the business. Our adjusted EBITDA loss was $3.9 million. As I mentioned, we have the resources to grow and scale the company. Our mobile health segment revenue was $45.2 million, and our medical transportation revenue was $50.8 million. Pretty consistent margins, 30%-31% on the mobile health and about 33% on the medical transportation. As I mentioned, we have over $100 million of cash on the balance sheet. Those receivables continue to convert and add to that cash position. We do have a line of credit that we have leveraged with Citibank, and we have exactly $30 million outstanding on that. We continue to highlight the growth we have.
We signed a major contract with a large New York health plan to offer DocGo primary care services to their members in their home. We surpassed now 900,000 patients assigned to the company's payer-in-provider partners. As I mentioned on previous slide, at the end of last year in 2024, we had about 500,000. Now, at this point this year, we've increased that from 500,000 to over 900,000. We signed a contract that extends the company's California-based cardiology group, with a cardiology group to do cardiac monitoring for those patients. Added 1,000 patients to our platform, and we continue to add features to our tech stack, our industry-leading tech stack that helps health plans and health systems manage the flow of patients and the patient visits.
I want to talk a little bit about really the vision for the company and why we think there's such a huge opportunity ahead. It's sad to say, but chronic disease is just a massive issue for the U.S. healthcare system. The CDC estimates that 90% of the nation's $4.5 trillion in annual healthcare spending is for people with chronic disease and mental health conditions. If we can really help that portion of the population that's suffering from these chronic conditions, that's suffering from mental health conditions, we can do a lot of good and save the system a lot of money. That cost that's being borne on this percentage of the population, that's the vast majority of the spend, creates a substantial challenge for payers, for providers, for our Medicaid and Medicare programs.
It is just that we feel like will drive demand for our services because if we're able to improve outcomes, ultimately healthier patients lead, of course, to better outcomes for patients, but also those patients then cost the system far less money. That is the wonderful aspect of our business. If we're able to help patients lead healthier lives, patients are much better off. If the patients are better off, that means the system is less burdened by the cost. It is saving the system money. The system and our governmental programs, Medicaid and Medicare, are better off. We do well as a company. It is one of those great scenarios where the patients do better, the system does better, and our company does better as a result.
We're just so excited about the opportunity to both help patients, help the system, and of course, build a great company. This is a big opportunity. I mentioned I want to talk a little bit more about what we do with the partners we work with. We have tailored solutions for crucial stakeholders in the healthcare system, payers and providers. They have a percentage of their members of health plans and providers that are in value-based arrangements of patients that have chronic conditions but for whatever reason are not getting the care they need. They have gaps in care. They are costing the system a lot of money. We provide care-in-the-home programs to reach this hard-to-reach population. We go to their home and we close care gaps. We provide primary care services.
One out of four Americans doesn't even have a primary care provider or know who that primary care provider that's assigned to them is. The first primary care visit saves, saves the system $4,000 just by having that proactive primary care annual wellness visit. We provide virtual care management, population health, and medical staffing for payers and providers. The value proposition is clear. We increase access to care by treating bedbound and unattributed hard-to-reach patients, overall lowering the total cost of care. Very powerful, especially in this world of decreasing budgets, higher utilization, being more efficient and being able to reach patients in a more efficient, cost-effective, better outcome way is very, very valuable. For health systems, we work with the payers and the providers. We also work with health systems to provide medical transportation and transitional care management programs. Efficient, reliable medical transportation.
I'll talk a lot more about what that looks like. Ultimately, hospital systems don't want patients bouncing back within a 30-day readmit window because they don't get reimbursed for that. They don't, and it hurts their quality measures. Helping transition patients out of the hospital to their next care setting and helping ensure that they don't bounce back to the hospital is obviously great for patients. It's also very much valued by the hospital system partners we work with. This is who we work with. They assign us the patients. They identify the patients that are in need. They tell us which patients are getting discharged. It takes a lot of the guesswork or patient acquisition cost out of the process. We contract directly with these, and I'll show some of the logos we work with.
We contract directly with these crucial stakeholders in the healthcare ecosystem, and we bring very clear value to them for the metrics and for the impact that they very clearly are trying to measure and make progress on. I'll do a deep dive into both. Mobile health, mobile health. These are some of the customers we work with, and they assign us patients that are in need of care gap closure, primary care services. I'll talk a little bit about what that looks like, but we've been able to sign, and we have a very nice, robust pipeline of additional customers that we're working with now to get launched. 30% of the PCP market is expected to shift from to non-traditional providers like ourselves, according to Bain.
The addressable market of mobile health is about a $265 billion market for care-in-the-home, according to McKinsey. These are not our numbers. A lot of the care is being transitioned to new settings. The home is probably one of the most crucial settings that is being transitioned to. Because of technology and innovations, like some of the models we are bringing to the market, more and more of that is going to be accessible to patients. It is a gigantic addressable market that we think is good for patients and good for the system. Payers and providers are looking for solutions to increase access and improve quality metrics, reduce their overall cost.
We offer a broad range, perhaps the broadest range of services that is available, in the home that we can do, including mobile phlebotomy, urgent care, care gap closure, transitional care management, PCP, and other services that bring care to patients. The way we do it, we do not send a doctor door-to-door. There is too much drive time. There is too much downtime in that. We send an LPN on site, a licensed practical nurse, and we use that advanced practice provider in a central location that is overseeing that hands-on clinician in the home via telehealth. It is the best of both worlds.
You have the efficiency of telehealth, and I'll talk more about that model, but you have the efficiency of telehealth and the centralized clinician with the hands-on clinician in the home that's able to take labs, that's able to see inside the ear, nose, and throat, and send that diagnostic back to that centralized expensive resource. We close over 30 more different care gaps in the home. The way we manage it all is through our proprietary tech platform, our proprietary technology platform that helps us drive that efficiency that's very crucial when you're running a mobile health service like ours. To talk about that efficiency, here's what we do. You know, I mentioned in the onset, this is the best ideas conference. This idea is an old idea.
The doctor used to come to your home, but it was incredibly inefficient, right, to have this very specialized, very skilled resource going from home to home, right? There's just too much commute time. There's too much drive time. Eventually the system oriented to the doctor being in a central location and having all the patients come to him or her. We put that back a little bit. We basically send a licensed practical nurse equipped with diagnostic technology, with the ability to take blood, the ability to ultrasound, the ability to take readings, the ability to send back images and real-time synchronous view of the patient's ear, nose, and throat, listen to the chest.
They're sending that LPN that's driving door-to-door, is sending back those diagnostics to a centralized clinician, the centralized advanced practice provider, such as a physician assistant or an upskilled clinician that is then overseeing those visits. While the LPN is going home to home, maybe doing one patient an hour or so, our remote APPs that are overseeing each and every one of these visits can do multiple patients per hour. That efficiency is what's driving our model. Technology has unlocked our ability to do that. This platform can be leveraged across a multitude of different use cases. Here's just a continuum. We do mobile phlebotomy, care gap closure, transitional care management. We have staff clinics, urgent care, and PCP services. We can do them in the home. We can do them tele-uh, telehealth.
We can take mobile clinics and park them anywhere, take them deep into communities that are underserved, and give access in a way that's innovative and next generation and allowing us to do multiple services leveraging this platform. It all comes down to access, and ultimately access drives better outcomes. That's mobile health. Our other segment of the two is medical transportation. That also is a multi-billion dollar addressable market where we have a full vertical integration. I'll talk more about that, but we provide non-emergency medical transportation between clinical settings and patients' residences. You see here a picture of one of our great crews and what those ambulances are. You may see those light blue ambulances running around your cities providing care. We provide a full continuum of medical transportation services. We provide the software that the transfer centers can utilize.
I'll talk more about that in a minute. That proprietary technology paired with the fleet of ambulances and crews is a tremendous, tremendous value proposition. These are some of the customers we work with. We work with the largest, you know, hospital systems in the markets that we serve. We also work with the NHS in the U.K., and we help provide them with seamless medical transportation. Why does that matter? Patients that have to stay an extra night in the hospital because the transportation was not provided to them costs the system a lot of money. That bed needs to be freed up. I'll talk about how our tech platform helps with that such that it could be used for the next patient that desperately needs it. Those hospital beds are scarce resources.
It takes the system, it costs on average $3 million to bring a new hospital bed into the system. If we could be more efficient and help our hospital partners be more efficient with the hospital beds they have, that's a huge win. We do that with our technology platform that we've built proprietary. It's a mobile health and medical transportation management platform. It's integrated with the hospital system's EHR, such as Epic, and directly from the patient's chart, a clinician, that is discharging a discharge nurse that's discharging a patient, can click a button, and they can see exactly when we're arriving so that he or she knows when to get the patient ready for discharge when we'll arrive on scene.
In addition, intake is going to get notified that when that bed is being freed up for the next patient, housekeeping is going to know when to come and get that bed turned over so that we can be super efficient on the bed management side. Not only transporting the patients, but really integrating with the hospital system so that the beds are freed up and made ready and utilized for the next patient that needs it. The discharging nurse knowing exactly when we're going to arrive, that ETA, that Uber-like experience. That is very, very valuable to the health systems. This is the technology that we've built, purpose-built. I know we're running short on time. I do want to get some questions in, so I'll wrap up here in a minute or so.
I really wanted to highlight the company, while we've wound down some of the municipal work that we've been doing on COVID and migrant, the company continues to grow this medical transportation and care gap and care-in-the-home business. You see some of the metrics here. We've never done more medical transportation than we're doing now. We've never done more care-in-the-home than what we're doing now. We just think there's a massive opportunity in front of us to continue to scale. You see here some of the growth metrics that we're projecting out. You can spend some time. There's a more background on our team, but we have our Chairman of the Board. You may know Dr. Steven Klasko, world-renowned. He's a former, he's the former CEO of the Jefferson Health System. He's currently an executive resident at General Catalyst.
He's a physician by training and obviously a great, great partner for us as we scale out our healthcare offering. You've got a chance hopefully to know me a little bit more. My background's in tech, and scaling platforms such as this. We have a great team with Norm and Dr. Powell. We have a tremendous medical advisory Board that's weighing in on our programs, and our clinical efficacy and design. You know, I invite you to take a look at all those people that are helping build our great company. You know, that's detailed out on our website. We vertically integrated everything. We've talked about it. We have our proprietary tech platform. We have our own staff, our lab license, our clinical practice group all together so that we can do this care at any address.
That vertical integration is both a competitive moat and allows us to give a great patient experience. We're pretty unique. If you look across what we offer and compare to others out there that are doing this, very few have all of the capabilities that we're able to offer. Okay. I'm going to jump to our key takeaways, and then I see we have a few questions, which I'll do some rapid fire in the Q&A. Again, just the key takeaways I hope you've taken from our presentation today. We have a strong balance sheet. We have our defensible competitive advantage in our technology and our vertical integration. We have a very unique value proposition that benefits both the patient and the payers and providers in the hospital systems.
We're building this recurring revenue base with a roster of tremendous customers that we're so privileged and honored to be working with. I think our team is just fired up every day to come in, knowing that we're helping patients live healthier, better lives. Let me check quickly for some of the questions we have in here today. The HHS Secretary Kennedy says, "We're expanding rural health access through innovators in telemedicine and AI-powered diagnostics, bringing cutting-edge care to every corner of the country. Does this give DocGo a tailwind?" We think it does. We think our ability to be mobile, we think our ability to be out in the field to bring care deep into communities, is absolutely what Secretary Kennedy is talking about.
More broadly, we feel there's been a lot of talk of lowering the total cost of care, being more efficient, dropping budgets. We feel like we fit well into that. Our whole goal is to help the system save money. Why is there going to be this growth now? There's no crisis like COVID to make money. This really needs to have a spike in home care. Why is there going to be a spike now? We feel like there is a big, big percentage of the population that doesn't have great access to care. Very often, the best site of care is often the patient's home. The last place you want to be, perhaps when you're sick, is in a waiting room.
There are just patients that are not able to access the system, and they are costing the system a lot of money. At the end of 2023, we were working with one payer that gave us 2,000 patients that had these gaps in care. Today, I shared all the payers we are working with have given us over 900,000. We think, yes, patients that are being served by the traditional doctor's office, that's great. There are a lot of patients that are falling through the cracks, that are drifting, that are unattributed, and unfortunately are very sick. We feel like if we can go and meet them in their home, close care gaps, and bring them care where they are, there is a tremendous need for that and a very, very large TAM. I see we are at time.
Perhaps, we'll leave it there. However, we're available. You can reach out to our investor relations team. I spend a lot of time with investors, getting feedback, getting input into the business, and sharing a lot of the great, great opportunities that we're working on. Absolutely go to our website, reach out. We're excited to be joining you here at this Best Ideas Conference. We're very excited about the big idea and the big opportunity we have in front of us. Thank you so much for joining us.