A Community Care Coordination Network launching in Laguna Hills — serving the structural gap between hospital discharge and stable in-home care. Four services families call separately, integrated into one network on a hybrid cost model.
Abeó Health is a Community Care Coordination Network launching in Laguna Hills, California, serving the structural gap between hospital discharge and stable in-home care. It integrates four services families currently call separately — credentialed home care staffing (Registry), non-emergency medical transportation (Ride), senior placement (Living), and family-facing care coordination (Circle) — into one network on a hybrid cost model.
Brittany Solomon (African heritage — Nigerian and Cameroonian roots) founds and leads Abeó Health LLC. Structured as a minority woman-owned business, qualifying for MBE, WBE, and WOSB certifications — unlocking grant pathways, supplier-diversity contracts, and minority-founder funding. A JV is formalizing with Jack Polo / mythOS / StarHub Studios.
Abeó is powered by mythOS — the narrative coherence engine that also powers TXP and SquareBiz. Circle, the dispatch console, and care coordination workflows are built on the shared substrate. The investor story: fund the brand, ride the engine — the engine is already built.
The StarHub Studios ecosystem (Jack Polo + Gheric Speiginer) loans pre-seed working capital (~$200K) directly to Abeó — covering 2 leased Ford Transit WAV vans, ~$5K licenses, initial ad spend, and a 6-month operational reserve. This is the first JV in the ecosystem to receive direct capital from the founders. The dilutive seed ($1.5M–$2M) then funds scale: Registry build-out (35%), Coordination + tech (25%), Sales + partnerships (20%), Fleet expansion (15%), Working capital (5%). Investors fund growth, not setup risk.
Bobby John, StarHub Studios co-founder and CTO of HIP Nation (Atlanta), brings direct-primary-care expertise. Phase 4 vision (post-Year 3): Abeó integrates DPC relationships into the four-service vertical, completing the journey from family coordination to caregiver placement to physician access. No OC competitor has this expansion path.
"Every adult-child caregiver is currently calling five vendors to manage one parent's care journey. Abeó replaces that fragmentation with one number, one dashboard, and four services."
The OC competitor set has one cost structure or the other — fixed (W-2 caregivers, owned fleet) or variable. Abeó has both, deployed where each one wins. No incumbent can match the integration without acquiring or building three additional businesses, a 5–7 year endeavor. Launch posture: Laguna Hills first (same ZIP as MemorialCare Saddleback, 232-bed acute-care hospital), Phase 2 South OC regional within 18 months, statewide at month 18+.
South OC concentration: Laguna Hills, Lake Forest, Mission Viejo, Aliso Viejo, Laguna Niguel — denser senior population than OC average; affluent, Medicare-eligible, Medicare Advantage-heavy. Adult-child caregiver: the daughter-in-her-50s managing care for an 80-something parent is the primary purchasing decision-maker — tech-comfortable, time-starved, values reliability over cheapness.
| Metric | Figure | Source |
|---|---|---|
| U.S. NEMT market 2023 | $6.58B | Industry research |
| U.S. NEMT market 2031 | $13.43B | 9.3% CAGR projection |
| Wheelchair NEMT base rate | $45–$90 | Industry benchmarks (2026) |
| Ambulatory NEMT base rate | $25–$50 | Industry benchmarks (2026) |
| Per-mile add-on (wheelchair) | $3–$7 | Urban brokered reach $8–$10/mi |
| Tier | Rate | Examples |
|---|---|---|
| Premium HCO | $40–$48/hr | TheKey, BrightStar, Right at Home |
| Mid HCO | $35–$42/hr | Home Instead, Visiting Angels, Comfort Keepers |
| Abeó (HCO) — parity, vertical depth | $36–$48/hr | HCO parity — depth wins, not undercut |
| Private hire (registry / 1099) | $22–$28/hr | Care.com / informal — not Abeó's model |
232 beds, ~4-day average stay = ~16,000 discharges/year. 25–35% require wheelchair transport home = 4,000–5,600 transport opportunities annually from one hospital. Adjacent home-health and CNA-bridge demand (~30% of discharges-to-home) = ~4,800 caregiver-staffing opportunities. Even 10% capture = ~$1.5M annual revenue from one partnership.
| Metric | Value |
|---|---|
| Family rate | $36–$48/hr (HCO parity) |
| Caregiver hourly cost (fully-loaded W-2) | ~$26–$32/hr |
| Employer overhead (comp, tax, benefits, insurance) | ~$5–$7/hr |
| Gross margin per hour | ~$5–$10/hr |
| Average client hours/week | 20 hrs (Phase 1 mix) |
| Annual revenue per active client | ~$42,000 |
| Annual gross margin per client | ~$5,000–$10,000 |
| Break-even client count | ~30 active clients |
Legal frame: California-licensed HCO (CDSS HCS 281) under Health & Safety Code §1796 et seq. All caregivers W-2, on the HCAR, DOJ/FBI cleared, insured. Phase 3 adds Abeó Clinical (RN/LVN/PT/OT/Speech) under separate CDPH HHA license — same entity scales clean into clinical.
| Line | Monthly |
|---|---|
| 2× Ford Transit WAV lease | $2,000 |
| Commercial NEMT insurance (2 vans) | $700–$900 |
| Maintenance reserve | $400 |
| W-2 drivers (2 FTE) | $11,000 |
| Fuel | $800 |
| Total fixed cost | ~$15,000/mo |
| Break-even rides/month | ~250 (2 vans × 30 rides/wk) |
All operate as Home Care Organizations (HCO, W-2 employees). Zero integrate transport, placement, or family dashboard.
| Competitor | Tier | Skilled Nursing | Notable strength |
|---|---|---|---|
| BrightStar SoOC | Premium | ✓ | Joint Commission accredited |
| Home Instead Senior Care | Mid–Premium | ✗ | Largest brand recognition |
| Visiting Angels Newport Beach | Mid | ✗ | "Select Your Caregiver" program |
| Right at Home SoOC | Mid–Premium | Selective | 2025 Home Care Pulse triple awardee |
| TheKey OC | Premium | Selective | Balanced Care Method™ |
| Comfort Keepers Laguna Niguel | Mid | ✗ | Interactive Caregiving™ |
| ComForCare Laguna Hills | Mid | ✗ | DementiaWise® program |
| Home Helpers Orange Coast | Mid | ✗ | 3-year Provider of Choice |
| Salus Homecare OC | Premium | ✓ | Joint Commission + skilled nursing + hospice |
| Competitor | Model | Tier | Weakness |
|---|---|---|---|
| Care Van LLC | Owned fleet | Mid | M–F 7a–7p only — no weekend/evening |
| Care 22 Medical Transport | Owned fleet | Premium | No Medi-Cal — small private-pay pool |
| Just Call Julie Super Service | Concierge | Premium | Not strictly NEMT — more errand/companion |
| ALDO Transport | Owned fleet | Premium | "Lowest price" claim, no published rates |
| Wellness Transit LLC | Medi-Cal NEMT | Volume | Pure broker assignment, low service quality |
| OCTA SNEMT (public) | Public | Free | 5-day advance booking, 15-mile radius |
The OC NEMT market is bifurcated — volume/Medi-Cal at the bottom, premium/concierge at the top. Both lanes are occupied. Abeó's wedge is the discharge-bundle vertical (transport + caregiver + placement coordinated through one call), which neither tier offers.
| Service | Conservative | Baseline | Optimistic |
|---|---|---|---|
| Registry (active clients) | 30 | 60 | 100 |
| Registry annual revenue | $1.0M | $2.0M | $3.3M |
| Ride (rides/year) | 4,000 | 8,000 | 14,000 |
| Ride annual revenue | $200K | $440K | $840K |
| Living (placements/year) | 20 | 40 | 60 |
| Living annual revenue | $90K | $250K | $450K |
| Total Year 1 revenue | $1.3M | $2.7M | $4.6M |
| Service | Conservative | Baseline | Optimistic |
|---|---|---|---|
| Registry (active clients) | 100 | 180 | 300 |
| Registry annual revenue | $3.3M | $5.9M | $9.9M |
| Ride (rides/year) | 12,000 | 25,000 | 40,000 |
| Ride annual revenue | $620K | $1.35M | $2.4M |
| Living (placements/year) | 60 | 120 | 200 |
| Living annual revenue | $290K | $720K | $1.4M |
| Total Year 2 revenue | $4.2M | $8.0M | $13.7M |
Phase 5 milestone (~Month 60): $10M ARR per Brittany's PDF. Phase 5 hybrid multiple ~5× ARR = $50M valuation. Phase 6 (Year 7+): comparable to Optum/One Medical/Kindred at Home = $1B–$5B+ at exit. 25% discount rate over 5 years = ~$15M present value of the Phase 5 milestone alone.
$10M–$15M post-money for a $1.5M–$2.5M seed (10–17% dilution). Justified by: validated thesis, OC market saturation analysis, HCO legal model (clean AB5 compliance + Phase 3 clinical readiness), founder MWBE structural advantage, hospital partnership pipeline, abeoOS as platform asset (mythOS substrate retires technology risk), Living Systems differentiation, comparable-exit trajectory.
| Round | Trigger | Target |
|---|---|---|
| 7.5 Series A (Year 2) | CDPH HHA license + abeoOS v1 (Match + Comply) + first MA contract underway | $8M–$15M at $40M–$60M post |
| 7.6 Phase 5 growth / impact | $10M ARR sustained 12 months | $200M–$400M valuation |
| 7.7 Phase 6 exit | Comparables: Optum ($5B), One Medical ($3.9B), Kindred at Home ($4.1B) | $1B–$5B+ acquisition / public listing |
| Category | Detail |
|---|---|
| 2× Ford Transit WAV vans | Lease + WAV conversion + 12mo lease reserve |
| Licenses + compliance | ~$5K — DRA, NEMT vehicle licensing, business formation, insurance |
| Initial ad spend / launch BD | Saddleback case-manager outreach, OC OoA registration |
| 6-month operational reserve | Driver payroll, fuel, maintenance, contingency |
| Category | % | Detail |
|---|---|---|
| Registry build-out | 35% | Caregiver recruiting at scale, credentialing, DRA compliance counsel, onboarding ops |
| Coordination + tech | 25% | Abeó Circle dashboard built on the mythOS narrative engine (shared with TXP, SquareBiz) |
| Sales + partnerships | 20% | Hospital case-manager BD, SNF discharge-planner relationships, MA-plan outreach |
| Fleet expansion | 15% | Scale to 4–6 WAV vans by month 18 (only after Phase 1 utilization > 65%) |
| Working capital | 5% | 18-month runway buffer |
Stage 1 ecosystem loan reduces the seed round's risk profile materially. The fleet is operating before outside capital is deployed; the seed buys scale evidence, not Phase 1 viability.
| Risk | Mitigation |
|---|---|
| Pre-revenue — Phase 1 projections depend on hospital partnership velocity. | Saddleback pilot model offers proof-point within 90 days. |
| Regulatory dependency — DRA structure must remain valid under CA law. | Counsel engagement, HCO conversion contingency. |
| Single-market concentration — Year 1 revenue concentrated in Laguna Hills / South OC. | Launch playbook is portable; Phase 2 begins month 6. |
| Founder operational concentration — Brittany Solomon as primary operator with JV support. | Operational deputy hires by month 6 (clinical lead, ops director); JV backstop for non-clinical ops. |
| Caregiver liability — brand exposure if a referred caregiver harms a client. | Rigorous credentialing, comprehensive professional liability coverage, clear DRA disclosures. |
Phase 1 (Laguna Hills) validates the four-service vertical at one hospital. Phase 2 (South OC) proves it scales without losing the human-presence layer. Phase 3 (statewide) demonstrates portability to new metros. Long-term: global care coordination, including underserved international markets where the coordination layer matters even more.
"Every competitor has one cost structure or the other. Abeó has both, deployed where each one wins."
The financial story is simple: variable-cost staffing + variable-cost ambulatory transport + targeted fixed-cost wheelchair fleet + free placement + free dashboard. Care, coordinated. Because health is everything.
Contact: Brittany Solomon · Founder, Abeó Health LLC · info@abeo.health · (949) 987-4605. Source documents: marketing/brand-guide.md, marketing/competitive-intel-oc.md, marketing/elevator-pitch.md, marketing/investor-deck.html, src/data/abeo_knowledge.js, src/data/services_detail.js, source PDFs.