Vitasora Health Limited · ASX:VHL
Vitasora Health — Investor Presentation (July 2025)
31 slides from Vitasora Health's investor presentation, Jul 2, 2025
Slide 1: Vitasora Health Limited Capital Raise Presentation
Vitasora Health Limited (ASX: VHL) Capital Raise Presentation (Previously known as Respiri) July 2025 1
Slide 2: Notice and Disclaimer
Notice and Disclaimer The information in this presentation does not constitute personal investment advice. The Forward-looking statements presentation is not intended to be comprehensive or provide all information required by investors to make an informed decision on any investment in Vitasora Healt
Slide 3: Executive Summary
Executive Summary ✓ Vitasora has created a connected care management platform that seamlessly integrates a wide range of medical devices with its remote patient monitoring (RPM) software, enabling more comprehensive and personalised patient care Business Overview ✓ A strong established customer base
Slide 4: Investment Highlights
Investment Highlights Proven Clinical Outcomes Scalability of the Strategic Partnerships in Business Model Place Recently established partnerships with Vitasora delivers clinically proven significant U.S. healthcare entities Tech-enabled platform, streamlined outcomes, including a 56% reduction in r
Slide 5: Business Update – Value-Based Contract Upgrade
Business Update – Value-Based Contract Upgrade ▪ Expanded contract with TPAC to a full value-based care contract rolling out among TPAC’s 15,000 Medicare lives ▪ TPAC targets 100K patients within 2 years Contract Details1 Per patient per TPAC’s current 15,000 patient lives month care that fall under
Slide 6: Business Overview Key Customers and Partnerships
Business Overview Key Customers and Partnerships ~USD$5.5M 1 ~USD$18M NYSE:EVH – USD$860m market cap Largest Healthcare system in Hawaii Run-rate ARR Projected run-rate ARR (H2CY26) 6,500 70,000 Patient Programs Current patient pipeline Part of Tenet Health NYSE: THC - ~USD$15b market cap 5 56% Majo
Slide 7: Value-Based Care is the Recognised Goal; Execution the Barrier
Value-Based Care is the Recognised Goal; Execution the Barrier Remote Intervention Breaks it – Vitasora has Built it! Why are costs increasing? Reactive Healthcare Delivery Limited preventative steps are taken once a patient leaves CMS budget increase vs insurer cost growth traditional healthcare se
Slide 8: Vitasora RPM Platform Solution
Vitasora RPM Platform Solution Devices Vitasora Proprietary Patient Management Platform EMR Remote clinical Wheezo compatibility services BP Monitor Device/Oximeter Vitasora integrates connected medical devices to seamlessly capture real-time patient data, which is fed into its proprietary platform
Slide 9: What does Vitasora do?
What does Vitasora do? Vitasora has evolved from a respiratory focused connected care company into a full-service care management leader. Vitasora has created a connected care management platform that seamlessly integrates a wide range of medical Making it E-A-S-Y - Unlocking Value with Vitasora’s d
Slide 10: Vitasora’s key competitive advantages
Vitasora’s key competitive advantages One Stop Shop Full Suite Solution Turnkey implementation Fully integrated virtual Wheezo device Making it E-A-S-Y: no care model differentiator workflow disruption, minimal practice involvement FFS Generates US$600 – Direct partnership with Demonstrated Health U
Slide 11: Proven, Scalable Vitasora Patient Flow
Proven, Scalable Vitasora Patient Flow Patient Eligibility Identification and triage of at-risk Provider Visits patients into suitable care pathways, accompanied by the acquisition of At-risk individuals are evaluated essential demographic details. and enrolled in relevant health programs, accompani
Slide 12: Uniquely Aligned Revenue Models
Uniquely Aligned Revenue Models Value Based Contracts – CMS mandated model Fee For Service (FFS) Dr Claims Reimbursement Insurer US$100-$200 Population Health VHL charges mthly fee every Unique Clinic in Cloud member VHL claims US$5-$40 + outcomes based annual Reimbursement bonus ($XM) US$100-$200 p
Slide 13: Value Based Model Example
Value Based Model Example Example pilot program for 5000 patient value-based arrangement Per Member Per Month Fee Patients in program 5,000 Management fee (PMPM) US$20 Yearly management fee per patient US$240 Total Revenue for Vitasora Vitasora calculates that it will only need to actively manage 10
Slide 14: Vitasora Patient Programs and Patient Pipeline
Vitasora Patient Programs and Patient Pipeline 1M+ Expected to significantly increase within the next 6 months 70,000 Vitasora forecasts 30% conversion into patient programs 6,500 4,063 Patients Patients attributable attributable 2,435 to current to pipeline client base client base 1,423 4Q24 1Q25 2
Slide 15: Rapidly Expanding Patient Pipeline Through Unique Contractual Arrangements
Rapidly Expanding Patient Pipeline Through Unique Contractual Arrangements Opportunities With Existing Client Base Additional New Clients In Late-Stage Contract Discussions Number of CMS Potential Opportunity Medicare / Serves ~94k CMS Medicare Medicaid patients Patients NYSE Listed DME 500,000 ACO
Slide 16: Management outlook for Vitasora
Management outlook for Vitasora Growth from expanding lives covered with existing customers and adding new large scale health care organisations. FY25 H2 CY26 6,500 Patient Programs 30,000 US$5.5m Run-Rate ARR US$18.0m 40 Clients contracted 55 1. Average Orb CY2024 monthly revenue and Vitasora avera
Slide 17: Board and Management
Board and Management Nicholas Smedley Marjan Mikel Jonathan Adams Chairman Chief Executive Officer Non-executive Director Jonathan Adams currently serves as an Investment Mr Smedley is an experienced Investment Banker Marjan has been at the helm of Respiri taking it Director at Mt. Vernon Investment
Slide 18: USA Senior Management
USA Senior Management Marjan Mikel Peter Hildebrandt Mat Robie Chief Executive Officer Chief Operations Officer Chief Commercial Officer Over 35 years of strategic leadership across a diverse Over two decades of global business leadership driving Over 20 years of specialised experience in the U.S. s
Slide 19: Capital Raising
Vitasora Capital Raising u
Slide 20: Capital Raising Overview
Capital Raising Overview Capital raising of approximately A$11 million via a Placement • Placement to sophisticated, professional and institutional investors of ~A$10.5m (before costs), comprising the issue of approximately 350 million new, fully paid ordinary Vitasora shares (“New Shares”) under AS
Slide 21: Use of Funds and Timetable
Use of Funds and Timetable Sources A$m Indicative capital raising timetable1 Institutional Placement $10.5 Director and Key Management $0.5 Trading Halt, TPAC Contract Announcement and Placement Monday, 30 June 2025 Bookbuild Opens Total $11 Use of funds A$m Announcement of Capital Raising and Tradi
Slide 22: Appendix A : Key Risks
Vitasora Appendix A : Key Risks
Slide 23: Risk Factors
Risk Factors This report identifies some of the major risks associated with an investment in the Company. The risk factors below ought not to be taken as exhaustive of the risks faced by the Company or by investors in the Company. 1. Regulatory & Policy Risks • CMS Reimbursement Uncertainty: Medicar
Slide 24: Risk Factors
Risk Factors . Financial & Business Model Risks • Risk-Share Performance Variability: Revenue from ACO and IPA value-based/risk-share contracts depend on meeting cost-reduction and patient outcome targets. Variations in hospitalization rates, patient adherence, and chronic disease management costs c
Slide 25: Risk Factors
Risk Factors 6.a Artificial Intelligence & Technology Risk • AI Reliability & Accuracy: The use of AI and voice recognition in patient onboarding and clinical engagement may occasionally produce inaccurate or unreliable results, potentially leading to customer dissatisfaction. • Customer Retention &
Slide 26: Risk Factors
Risk Factors 9. Future Funding Risk: • Funding Requirements: Respiri’s future capital needs depend on various factors, including marketing expenses, macroeconomic conditions, and the timing of its project pipeline. • Additional Funding Needs: The Company may require further equity or debt funding to
Slide 27: Risk Factors
Risk Factors 11. General Risks: • Economic Factors: Inflation, currency fluctuations, interest rates, and supply-demand dynamics can impact operating costs and stock prices, affecting future revenues and the value of the Company’s securities, which are beyond its control. • Changes in Legislation &
Slide 28: International Offer Restrictions
International Offer Restrictions This document does not constitute an offer of new Shares of the Issuer in any jurisdiction in which it would be unlawful. In particular, this document may not be distributed to any person, and the new Shares may not be offered or sold, in any country outside Australi
Slide 29: Appendix 1: TPAC Contract – Summary of key terms (1)
Appendix 1: TPAC Contract – Summary of key terms (1) Key Terms Details Parties 1. The Physicians Alliance Corporation (TPAC), as the customer; and 2. Respiri Management LLC (Respiri), as the supplier. Products or services to be supplied 1. Respiri will provide the following program services to TPAC’
Slide 30: Appendix 1: TPAC Contract – Summary of key terms (2)
Appendix 1: TPAC Contract – Summary of key terms (2) Key Terms Details Terms of the Agreement 1. Effective Date (a) The TPAC Contract is effective 1 July 2025 (Effective Date). 2. Term (a) The term of the TPAC Contract is one year commencing on the Effective Date (Initial Term). (b) After the Initia
Slide 31: Thank you
Thank you Get in touch Marjan Mikel Chief Executive Officer / Managing Director T +61 0408 462 873 E marjan@vitasorahealth.com Vitasora Introducing Vitasora Health 31