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Health tech acceleration with investment round structuring .

caren.jpg

Challenges

After successfully launching a digital solution for self-assessment of symptoms of Covid-19, in July 2020 health tech Caren was a constant target of investors and funds. The high workload, however, prevented its partners from actively participating in the structuring of an investment round at that time.

 

It was necessary to delve deeper into the health tech process, understand what was being done and propose a thesis. If the thesis made sense to the partners, a seed investment round would be structured with a strong differential in the production of materials to provide the framework for the roadshow aimed at attracting angel investors and managing this relationship.

 

What have we done

 

  • Review of the go-to-market strategy

  • Structuring and attracting investment rounds

  • Long list of investors and submission of materials

  • Selection and filtering of interested investors

  • Mentoring from negotiation to closing the deal

  • Legal support

highlights

830

Employees impacted in person
2 hubs and 3 investment funds contacted

BRL 350 thousand

of investment contributed

5 big deliveries

1

Grounded thesis for attracting investors

two

Conception, storytelling structuring and production of materials for the seed investment round

3

Listing, mentoring and converting interested investors

1- Transformation of values and strategy into tangible and measurable behaviors

 

INTRODUCTION OF GOOD PRODUCTIVITY PRACTICES AND DISTRIBUTION OF INCENTIVE KITS

We use design thinking and proprietary methodologies Templo to develop and distribute posters, booklets, cards and other materials with good productivity and meetings practices, in order to arouse the interest of employees and encourage new practices aligned with the values and vision of the future outlined by the company. From there, incentives such as rewards, remote work and flexible hours were implemented.

Culture is transformed with a movement, not a mandate .

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