#152 Oma Health

I’m Josh Muccio, this is The Pitch, where startup founders raise millions and listeners can invest. The pitch for Oma Health is coming up right after this. And if you’re not following the show already, go ahead and hit that subscribe button. It’s one small thing that you can do, that makes a big difference for us.

[clapper]

There are so many ways to pitch a startup. The challenge is figuring out which pitch will resonate with which VCs.

Particularly when you’re first starting out, and there isn’t much of a business yet. You basically just have your story, some napkin math, and a vibe.

But with the right investors across the table, that little napkin idea can jump off the page and become something much much bigger.

Today, on our last pitch before the season finale, Khayla Epps presents her story, and a napkin idea to change the world.

Khaylah: Hi everyone. Good morning. 

Mac: Hello.

Across the table we have Cyan Banister

Cyan: Hi. I'm Cyan.

Khaylah: So nice to meet you. 

Charles Hudson

Charles: Hey, Charles. Good to see you.

Khaylah: Khaylah. Nice to see you. 

Elizabeth Yin

Elizabeth: Hi, Khaylah. Elizabeth. 

Khaylah: Khaylah. Nice to meet you. 

Mac Conwell

Mac: Mac.

Khaylah: Khaylah. Nice to meet you.

And Jesse Middleton

Jesse: Khaylah. Jesse. Nice to meet you. 

Khaylah: Nice to meet you.

[pause]

Khaylah: Okay. I'm Khaylah Epps, CEO and founder of OMA Health, and my founder's origin story begins with the fact that I grew up with a grandmother who never thought that she'd live long enough to even enroll in Medicare, because pretty much everyone she knew died before the age of 65. And they died due to conditions that we now know are preventable with timely access to quality health care. And if you think that fear stopped with my grandmother, you'd be wrong, because in 2024, as a black woman, if I get pregnant, I'm more than twice as likely to die from it. I have a higher likelihood of stroke, diabetes, kidney disease, you name it. If I get diagnosed with breast cancer, I have a 40 percent higher chance of dying from it than my white peers. And despite my experience in education and public health, bias and inequity sit with me in every single exam room. The American healthcare system is failing me and 21 million other black women living in the United States, even though we're paying nearly $10 billion in out of pocket health care expenses each year. It's because of my experiences and education that I'm the founder of OMA, where we're not only connecting black women to nurse practitioners who specialize in culturally competent care, but, most importantly, we support those nurse practitioners through an AI-enabled business in a box model. Nurse practitioners are poised to be one of the fastest growing professions in the next decade, and they lead the charge in delivering high quality, affordable, culturally competent care. OMA enables nurse practitioners to open up their own practices and focus on care, not administration like billing, credentialing, scheduling. We take care of all of that, so that they can focus on what matters most, which is nurturing relationships with their patients so that they can improve health outcomes. And if you're asking why now and why this solution, the answer is quite simple. The market is vast. The women's health market is estimated to be worth $108 billion by 2030. And if your next question is, well, why me, it's because my experience working at some of the biggest payers and digital health startups equipped me with the knowledge to not only thrive in this emerging market, but to lead it. OMA is the German word for grandmother. This company and our mission is a love letter to my grandmother to let her know that we can build a healthcare system where we keep black women alive. We're raising $1 million for our pre-seed to bring that vision to a reality. 

Mac: Amazing. A great pitch.

Khaylah: Thank you. 

Mac: You mentioned there, but you didn't go into any detail, about your background. Could you please share more? Love the personal story, but love to know more about your professional background. 

Khaylah: Yeah, can do. So I've got my master's of public health at UNC Chapel Hill, which is the best public health school in the country. But I've spent most of my time working at one of the biggest health care payers in North Carolina, Blue Cross Blue Shield, North Carolina. But I also understand the provider side, working at digital health startups that were responsible for improving healthcare access for rural Medicare advantage enrollees. And what we want to do at OMA Health is focus on the South, a space that many of these sexy health care startups don't really play in. But it becomes equally important when you think about 56 percent of black folks live in the South. Much of the South is rural. So in order to succeed in that market, you have to understand the ins and outs of rural communities. And I know that quite well. 

Mac: I know you're raising a million for this pre seed, but can you tell us what stage of development is the company? 

Khaylah: Yeah. So we're working on developing our MVP, but the funds for our pre-seed would help finalize that product build and help bring it to market. Right now, we're heads down with a few beta nurse practitioners and helping them open up their own practices. So really focusing on their biggest pain point right now, which is getting credentialed with insurance companies. So we're focusing on getting those conversations going with the largest payers in the Southeast.

Mac: And what's the timeline for the launch? 

Khaylah: Once we close our round, within eight weeks our product could be in the market. 

Cyan: Can you walk me through the product experience? So I'm signing up with you. I'm a nurse practitioner. I want to open a practice. What is that experience like? 

Khaylah: So you would log on to our site. You would submit an application, because first and foremost, we're not just gonna accept everyone. When we say culturally competent care, we actually mean it. So we go through a rigorous application process. We talk to you about what are the needs that you want us to help you with, as relates to private practice. Like, do you need us to help you with the credentialing, the billing, the scheduling? Do you need the full suite of services? We talk through that and then we help you get everything that you need in order to set up your practice. 

Cyan: And so do you partner with - the scheduling, like there's software that you recommend and all of these sorts of things. So you're basically just saying, like, here is the playbook. 

Khaylah: So we have that technology on the back end. Yeah, so we're truly an AI-enabled business in a box model. So say you're just entering practice. You likely don't have a contract with a Tebra or a Healthy or any of those systems. So you come to us. We have that. We have that software that you can plug in. You can do your HIPAA compliant video conferences with your patients, so we take care of all of that, and that really becomes the stickiness of the solution, because it becomes all in one and you don't have to have these disparate contracts with all these other entities that exist out in the market. 

Elizabeth Khaylah, I love this mission and what you're doing and I totally agree with you that I think expanding and enabling nurse practitioners to, to go forth and set up their own practices is, is a big opportunity. Unfortunately, as such, we are investors in pretty much a direct competitor called Duet, so unfortunately I'll have to sit out.

Khaylah: Okay. Understood.

Cyan: And how much of the one million have you raised? 

Khaylah: Zero. 

The Pitch for Oma Health will continue after this.

Cyan: And how much of the one million have you raised? 

Khaylah: Zero. 

Cyan: Zero. So this is just like day one. 

Khaylah: Yes. 

Cyan: Okay. 

Jesse: First off, in the last couple of weeks, I've seen a few companies that are, that are trying to tackle this massive gap and challenge and I think it's, it's an amazing mission and you clearly are well aligned with that as a founder. There's obviously the out of pocket costs that consumers are facing in this and then there's the insurance side of the healthcare system, which is a mess for, you know, - to not curse. I'm curious about sort of going off of that, sort of how deep are you going with them into this healthcare system? To your point about credentialing, but are you helping them with the payers and the insurance billing if they're doing that, or is it you start with out of pocket? 

Khaylah: Yeah, no, we're going deep with the insurance payers. I know this is pretty unheard of, but we're already starting conversations with some of the biggest payers, and that comes from my relationships, my background with the payers. So I know that intimately. And when you talk to nurse practitioners, that is their biggest pain point. So you can build shiny tech all you want, but if you can't help them get credentialed, get the rates that they need, it becomes a moot point. So if we can take the credentialing process from six months to like 45 days, just by way of our relationships with the payers, that actually streamlines a lot of the backend that just bogs them down. That's the stickiness. So that's where we're going deep, and that's where the magic happens, and that's how you make this a capital efficient company. Because then you can go to payers, you enter into contracts with them to say, okay, we can be a network extender for you. And not only that, nurse practitioners are billing less than an MD does. And they oftentimes are going back into the communities that they grew up in, which often are rural, underrepresented. And MDs don't really want to go back to there, because they're looking to make 350, $400,000. 

Jesse: And go to the big city.

Khaylah: Yeah. Nurse practitioners are looking to make, you know, 125, 135,000. They just need the support on the back end to help them get credentialed, billing, all that admin stuff that they, quite frankly, did not go to school for, and they should not have to focus on, particularly in this wave of AI. There's just so much that technology can do on the back end. Let us handle that, and then we will help you succeed in building a sustainable patient panel. 

Jesse: And when, you think about initial revenue streams, business model, are you starting as a service layer for the practitioners? So they pay you -

Khaylah: Yes.

Jesse: - instead of paying for an office assistant, they pay you?

Khaylah: Correct. Yeah. So we take a percent of revenue. 

Mac: What's that take rate? What's the percentage? 

Khaylah: Our take rate is 8 to 12 percent, depending on how much support you need from us on the back end. 

Mac: 8 to 12 percent of every -

Khaylah: Revenue, yeah. 

Mac: Okay.

Jesse: How do you think about the average revenue in year one for each of these nurse practitioners? 

Khaylah: So a full patient panel, a nurse practitioner is able to bring in 217,000 to 350,000. Recognizing they're not going to have a full patient panel to start, it's going to be a ramp up to that. But we think we can get them pretty quickly, recognizing that there is a need and a demand. So that's what we're working with. 

Mac: Can you tell me how many nurse practitioners are there out there today 

Khaylah: Yeah. There's 385,000 nurse practitioners now. It's expected to grow 45 percent over the next decade. Last year, of the nurse practitioners who went into private practice, 31 percent went into primary care, and that's up from 16 percent the year prior. So there's a growing trend of nurse practitioners wanting to be entrepreneurs. And they're just looking for a solution. And we're bringing that to market.

Mac: And what percentage of them do you think would be, would you, you think would be considered cultural competency? 

Khaylah: I would say about, 65%. And that's not to say that the other percentage can't get there, because we also have to be able to support those nurse practitioners in that training. You can't just say, Oh, I'm culturally competent. It's a constant learning process. And you have to be able to support that on the back end. And it can't just be a virtue signal that says, Oh, we're culturally competent. We have to show it on the back end that we're actually moving the needle and improving health outcomes. 

Charles: We invested in a business that I don't think is competitive, it's somewhat similar, called Ease, which helps doctors essentially launch their own. And like the biggest learnings from that investment has been the technology and the systems are one piece but, to your point, these people didn't go to school to be entrepreneurs. So even if you can handle billing, they still have to learn how to market my practice, customer - like, what other things do you have to wrap around the offering to help these people succeed?

Khaylah: Yeah, it's going to be the marketing for sure. And I'll tell you some of our nurse practitioners who are our beta users, they're out in private practice already, but they're having a hard time building a sustainable patient panel. They're on the Teledocs. They're on the Amwells. They're on the Sesame Care. They're getting $22 average reimbursed, for their visits. They still can't build a sustainable patient practice. The tech is one piece, but you have to be able to help them connect the two. That's why it, it all wraps up under our model, because without one or the other, it becomes a moot point. You're actually not solving the problem. 

Charles: What will the MVP do? 

Khaylah: So the MVP will allow patients to book with the nurse practitioners. We'll be able to get the nurse practitioners credentialed and do all the billing and accept payments. And then we'll do a fast follow as we learn more about what are the needs from both the patients and the nurse practitioners of what we need to add on. 

Mac: Cyan, you been doing a lot of thinking. 

Cyan: I'm just thinking about this because I really like any business that's disrupting a broken system and, and doctors and physicians are such a racket. 

Khaylah: Yeah. 

Cyan: And, you know, nurse practitioners, did they put a cap on how many can get licensed per year? Cause they do that with doctors. 

Khaylah: I don't think so. No, not to my knowledge.

Cyan: Cause the doctor thing is artificial. 

Khaylah: Yeah. 

Cyan: Like there are people coming to our country from India, from Mexico, from all over the place that were doctors in their country, but we won't recertify them. And that's just to keep the wages up higher, And I really was excited when Walgreens and a bunch of CVSs started doing at least like shots. But even like to become a phlebotomist - to draw blood - you've got to go to school for a ridiculous amount of time. And these nurse practitioners are just as good as any doctor. 

Khaylah: Yes. 

Cyan: Um. For that reason, I am in.

Khaylah: Fantastic.

Cyan: But it - somebody has to price it. I can't price it for the amount that I'm coming in at. 

This napkin idea just got a little more real. We’ll be right back.

Cyan: For that reason, I am in. um

Khaylah: Fantastic.

Cyan: But it - somebody has to price it. I can't price it for the amount that I'm coming in at. 

Khaylah: Okay. 

Cyan: Because I really, really feel drawn to this. But one reason is I watched Serena Williams' documentary and it was the first time that I saw just how difficult the process is for people and really resonated with her experience. I also had a c section and the fact that she had to advocate for herself, that people weren't checking things that they would check other people, uh and then obviously there's clearly fear. Like fear keeps people from going and seeing a doctor. And that's probably why they're dying.

Khaylah: This is correct. And I think, you know, maternity or poor health outcomes is getting center stage. But, it's at every point of our life as a black woman that we're having to do this. So I think, I resonate obviously deeply with this, and this is why I believe we will actually change the world.

Cyan: I just want to, I mean, I want to support you because I also just want to disrupt doctors. 

Khaylah: Yep. 

Cyan: You know, and I think that's part of the problem. Like, I don't know if people know this or not, but like there's a certain number of CT scanners you can have in a certain block or like space in a town. It's not for radiation. It's not for any reason like that. It's just so that they don't have competition. 

Elizabeth: Yep 

Cyan: And if we want to drive down health care costs, we have to get rid of this stuff. We have to get more nurses out there. And so for me, this is about getting more nurses out there. And I obviously see your product working for all sorts of communities, not just this community, down the road.

Khaylah: Yeah. 

Cyan: So I'm going to commit 50k. 

Khaylah: Awesome. Thank you. Looking forward to it. 

Cyan: Thank you for doing what you do. 

Khaylah: Thank you. 

Charles: Where would you - I mean the South, obviously a big population. 

Khaylah: It is. 

[00:20:42] Charles: But also big geographic area. Can you talk a little bit about just like the initial launch strategy?

Khaylah: Absolutely. We're starting in Alabama with Birmingham as our testing ground. It's a predominantly black city. Follow on would be North Carolina, where my roots are from, my family, and the payer relationships there. And then Georgia, and then we'll expand out. And just for context, there's over 8,000 nurse practitioners in Alabama. 

[long pause]

Cyan: This point in the proceedings… or do we have more questions?

[laughter] 

Charles: So I have a lot of reservations, but I'm in. I have like a ton of reservations. Like we've done a bunch of these businesses, and my big takeaway is half of the challenge is identifying people who will succeed as entrepreneurs.

Khaylah: Fair. 

Charles: My conclusion has been the technology is actually the least important piece. The most important piece is finding people who have an entrepreneurial mindset, who will go out and hustle and find customers who understand how to do kind of all of the business building. And no amount of technology actually makes them better at that. if you choose people who need a lot of help, that help eats into all of the margins you're going to get from the 8 percent, and suddenly what looks like a really attractive business on paper becomes a very customer success, coaching, advice heavy business. But I think the demand for what you're doing is so great that like, despite the challenges, there will be an audience that's waiting for this product. 

Khaylah: Yep. 

Charles: So, I'm in for 25k. Maybe I'll be able to stretch to do more after diligence, but count me in for 25k.

Khaylah: Awesome, thank you. 

Jesse: The point you were talking about, by the way, Charles, is like, I was sort of doing the math, and by the way, math is not my strong suit, but I think about it, if you're fully saturated in those 8,000 nurse practitioners, 100 percent of them sign up, I hope, and they're all great. You know, you're talking about being able to make, a couple hundred million dollars a year in revenue from your take. And that's a really big business, so that's a lot of assumptions. Most people don't have 100 percent market penetration. So, but even if I discount that, it's hundreds of millions of dollars a year in potential revenue. I would also take a bet on you being able to do this. And so I would be in on this as well. 

Khaylah: Awesome. Thank you. 

Mac: For how much? 

Jesse: 50k. 

Khaylah: Okay, fantastic. 

Mac: So I wanted to go last, because I want to have like an honest moment with you. 

Khaylah: Yeah.

Mac: Charles is laughing. 

Charles: It's a big build up. 

Elizabeth: Yeah.

Mac: You have an incredible background. You have an incredible network. You're building something very, very important. You show up as a strong black woman. You tell a story about a black woman that's important to you. And then you tell a story about building a product for black women. I love everything about it. But because of that, it is going to make it harder for you to raise money. In a market where it's already hard to raise capital. You are extremely lucky that this is where you started, cause at no point did you mention that this product could be used to serve all populations or other populations, but you had a very thoughtful investor in the room who didn't even consider that and knew offhand that this would serve other people.

Khaylah: Yeah. 

Mac: Most of the investors you meet will not do that. And that's going to make this road so much harder for you. But as a black man who is hoping to be the second person in my family in the last five generations to make it to the age of 50, it doesn't matter what else you would have said today, I'd have been in just because this needs to exist. The way you are carrying this, you are carrying this because this matters a lot to you, but as you do that, you are making your road harder. So as long as you're clear on that going in. I will tell you though, it's not a bad thing to keep those convictions and not always present them forward. 

Kaylah: Yep.

Mac: Right? Because there is a bit of a game to this, and I don't want you to forget that. 

Khaylah: Yeah.

Mac: Now, if you tell me, Mac, I don't care about the game. This is my principles, this is what I'm going to stand on and let the chips fall where they may, love it. But because your mission is so much bigger, it doesn't always have to come through in everything that you say. It's just something to consider. I'm in for 50k. 

Cyan: Do we want to price it? Because we're getting like a party round going here. 

Elizabeth: Yeah, you guys have enough to price this right now. 

Mac: I would love to come together with these amazing folks.

Cyan: Maybe offline we'll come together with something and make you an offer.

Mac: Offline. But you are amazing, you are incredible. And I'm so glad that you were seen by the folks on this panel today.

Khaylah: Yeah, I'm very appreciative. My cup is really, really full. And I think to your point, like when you make a solution that works for the most disadvantaged, everyone benefits. That's the ethos of what we're doing. We're focused here, but it's going to benefit everyone once we nail it. So I appreciate all of y'all's time. Thank you.

[thank yous] 

[applause from outside] 

Cyan: There's an audience today. 

Cyan: She got to 175, right?

Mac: I got in for the craziness. 

Josh: 175, and then the Pitch fund too, so. 

Cyan: How much do you think you guys will put in? 

Josh: Assuming this is around a 5 or a 6, 50k would be our check size. 

Cyan: So she's at 225, which is awesome. I think 5 is fair. 

Mac: I think a 4 to 5.

Cyan: 4 to 5? 

Charles: Yeah, I was thinking 4. 

Cyan: Okay, let's do 4. 

Josh: Mac, make - I want to make sure I understand what you were saying. So you're basically saying by taking and making this such a personal story and making it about the black woman's experience in healthcare in America, You're saying people might see that as too small of a market and discount her? 

Mac: When VCs hear black, they automatically think small. When VCs hear black, they automatically think small. Every time. 

Jesse: She put a number on it, right. It was 21 million black women. And you kind of go, wait a minute, out of 400 million people in the US. Like, it's only 21 million. So that's like a starting point of a smaller population. And my assumption when I come into any early pitch is like, I believe like 10% of what the founder's pitching me. So I'm really thinking that their audience is -

Elizabeth: People discount the number. 

Jesse: - 2 million. Right. So, so it's like at that point, you get a hundred percent of 2 million. Is that a big enough business? Maybe. But that's much smaller than 100 percent of 400 million. That's just, that's the reality of where our brains go. 

Josh: So what's the version of the pitch, Mac, that you were suggesting that maybe she could go to in the future that wouldn't be as personal?

Mac: It can stay personal. Cause she can still root it in the story of her grandmother. But then, once you get past the story of why this is so personal to you, then you start talking about the larger population in America, how there's a lack of doctors, how there's people looking for care, and how, in the most vulnerable communities, it's a much, a dire need immediately. But then when you zoom out, if you look at the country, it's a dire need just in total.

Cyan: Yeah, we need more nurse practitioners, period. 

Josh: Just period. Such a big problem. Okay.

Mac: And so once you get there, it's like, oh, that's huge. As opposed to 21 million, so maybe we'll get closer to one. If you get one million customers, are you going to be able to generate enough revenue?

Elizabeth: I would probably also even start with the nurse practitioner side. There are 385,000 nurse practitioners in the US. And they can make, if they were on their own, on average, 200,000, 300,000 a year.

Jesse: Yeah.

Elizabeth: Like if you start there, and then she mentioned say she takes 10 percent cut. Now I'm thinking, wow, every time she does customer acquisition, she's making 10,000, 20,000, $30,000. That's actually a great acquisition unit economics model. 

Charles: I wouldn't underestimate how hard it is to take people who've worked in pretty structured, rigid environments. Like I've seen this up close with one of our companies. It really is like finding the people who have, or can be taught the skills of running a business, and the software abstracting away is great, but that only works if you know what you're abstracting away.

Jesse: Yeah.

Elizabeth: This is a really good point.

Jesse: This is, this is my fear in this, is that out of the 8,000 in her initial audience, there's only a hundred. Like there may only be a hundred who are ready to build their own business -

Josh: Who are entrepreneurial enough -

Jesse: - and willing to understand they need to bring something else in. Like you think about how many people go at it alone in any business. Forget about medical. They go in and somebody says to them like, Hey, how are you doing accounting? And they're like, what do you mean? You know, I got my checking account. 

Charles: I check my checking account every morning. I got money!

Jesse: They don't even know to go ask that question, and so the idea of convincing that person that you should pay 8 to 12%. 

Charles: Yeah. 

Elizabeth: I do think her background in insurance is spot on. Because while I agree with Charles, like, okay, it is tough to work with entrepreneurs and you don't know which of these nurse practitioners are more entrepreneurial than the others, I don't think it's entirely adverse selection. Cause even if you have someone who's very entrepreneurial, they may not wanna deal with any of the credentialing and insurance stuff. 

Charles: Totally. 

Elizabeth: And that's something she brings to the table. 

Josh: So like just taking a step back, I don't think we've ever had a pitch on the show this early where literally there's no product yet and they haven't raised a dime. We've had them on the show before, but we've never had someone get this much in funding in the room. 

Charles: It's never too early to invest in a great business, man. 

Cyan: Yeah. It's the potential of this business and her. Like, she's like, look, I'm on to something. I know this is a thing. I'm the right person for it. I'm convinced she's the right person for it. There's just something about like people who are - we call it at our firm, chasing the magically weird. She's magically weird in that she wakes up in the morning and is excited about what is seemingly a very boring problem to a lot of people. And that is a moat. How many people are going to get up and do what she's doing? How many people are going to dedicate their life to it? 

Josh: Right. 

Cyan: She has the right experience. And I'm willing to take that bet on someone this early. One, there's a lot of alpha in it if she succeeds, cause we're going to price it appropriately for that risk. But also if she moves the needle, imagine if she does. So it's one of these things where, you could change the world through investing. And this is a great example of it. 

Charles: It's so funny. I met her at an event last week. She's like, I can't talk to you. 

Elizabeth: Really?

Charles: She's like, I can't talk to you. I was like why not? She's like I'm gonna see you next week, but I can't talk to you.

Jesse: She followed directions.

Charles: She followed the rules.

Josh: She takes feedback, too.

Mac: I'd have pitched to you.

[laughter]

Jesse: You were like, no, now I really want to talk to you.

Khaylah walked out of the pitch room with a cornucopia of commitments! It’s easier to say who didn’t invest than who did – only Elizabeth was conflicted out. But will the rest of the VCs actually RSVP to the party round?

Khayla: That one is still, I guess, up in the air. I'm a hopeless, you know, optimist. So I hope it goes through, but I think we'll cross that bridge when we get there. 

Josh: Just no response?

Khayla: No response. You know, at this point in my life where I don't beg anyone for anything. Like if you want to be in it, you're, you're in it. 

Josh: How, like, Is this how you expected fundraising to go with VCs?

Khayla: Uh, yeah

Over the course of this season, 12 out of 14 companies got a deal in the room. And over the last five months, we’ve tracked all of those companies throughout the diligence process. Coming up on our season finale extravaganza, where are they now?

Phil: I could not be happier to have Peter and John participate as well.

Josh: Did you get Matthew and Mark? 

Capella: TechCrunch Disrupt was amazing. Actually, it's really funny. There was a magician there. The magician is going to buy from us. 

Lisa: Stop!!

Christies: after the podcast dropped he texted me that morning Like on the day that he listened to it and he was like, I forgot how excited I was send me the safe so I sent him the safe

Josh: I forgot I wanted to invest.

Devina: Someone asked me, once, did you go to school with lions? And I was like, It's a normal country, like, do you have televisions in Kenya? Yes we do.

Virginia: Not to sound cocky or arrogant, but like, why do I want him? 

Josh: Yeah

Virginia: Like, this is a killer opportunity. Do I want an investor who's going to ghost to be in? What are they going to be like once they're already in? 

Ryan: I get on the call and I'm like, do you want me to pitch with slides or without slides? He was like, without slides. And then, I don't know what I was thinking, but I shared my screen and started pitching with slides

Josh: Do you find that angel investors are more helpful than VCs? 

Chinar: Can I say that? Are you recording this? Yes, yes, yes. 

Khayla: I need 250 in outside capital, and then I can get the match yeah.

Lisa: Just need 75 K from a podcast listener. [laughter] 

Josh: Uh, no offer to invest is being made to the listening audience on today's show… 

No but seriously. No offer to invest in Oma Health is being made to the listening audience on today’s show.

But you can find out who did invest – in Oma and all the other startups – on December 11th at 7pm. Register for the virtual watch party at pitch.show/party.

This is your penultimate reminder that The Pitch Fund I is about to close, December 15th.

The first thing investors always ask me is, “if I invest now, do I get ownership in all 29 companies the fund has already invested in? The answer, yes. You most certainly do. 

But not for much longer. Say it with me. Fund I closes December 15th.

This episode was made by me, Josh Muccio, Lisa Muccio, Anna Ladd, Enoch Kim, and Jackie Papanier. With deal sourcing by Peter Liu and John Alvarez. Thanks to Dimple Kochikar at Hustle Fund Angel Squad and Haley Bryant at Hustle Fund for sharing this deal with us.

Music in this episode is by The Muse Maker, Breakmaster Cylinder, Dame Asu, Our Many Stars, and Land of Legs.

The Pitch is made in partnership with the Vox Media Podcast Network.