A four-quarter, $250K-each commitment from UA, ASU, NAU, and the AZ Coalition of Community Colleges — assembled by you and Amy Edwards Holmes — buys a 10% co-anchor stake in The Force for Health® Network at a $10M post-money valuation. The capital lands hyper-focused on the PHIT Hub (the shared population-health data & intelligence layer) and the Shared Resource Academy (the cross-institution course, credential, and IDEAS-workbook engine). Below: a 3 / 5 / 7 / 10-year forecast with low, expected, and high return scenarios — and what a 7x–10x exit looks like in 5–7 years.
FFH is a Delaware C-Corp built and operated in Arizona. Every dollar of this round goes to two modules — the PHIT Hub and the Shared Resource Academy — that the AZ Coalition of Community Colleges, ABOR, ADHS, AHCCCS, ADE, and DES are already piloting or asking for. The cap table is structured so no single institution owns more than 2.5%, and ABOR + AZCCC together own a 10% co-anchor block.
Four institutions @ $250K each. SAFE-friendly or direct-equity, depending on what each board prefers. Pre-money $9M, post-money $10M. Standard pro-rata follow-on rights for each anchor.
ABOR's three universities + the AZ Coalition of Community Colleges = the four institutions that touch every Arizona learner from K-12 dual-enrollment through workforce re-credentialing. None of them is the "primary" — that's the point.
Capital is locked to two modules — the Population Health Information & Technology Hub, and the cross-institution Course / Credential / IDEAS-Workbook Academy. The other four FFH gears continue commercializing under separate channels.
Every dollar from this round is fenced to PHIT Hub and Shared Resource Academy build-out. The other four gears (Chamber of Health, Workforce Pipeline, Reality Health Games, Omni-Media) stay self-funded through grants, contracts, and partner channels.
The shared-source data & intelligence layer behind every Arizona agency partnership. Cross-agency rollups, PHIT Scores at the zip / county / state level, the Prevention Data Hub, and the underwriting feed for downstream pilots and grants.
The cross-institution course, micro-credential, and IDEAS-workbook engine. Built so a credential earned at Pima Community College stacks toward a workforce role validated by Raytheon, Banner, or AZHCAN — with PHIT data as the through-line.
No single institution owns more than 2.5%. Together, ABOR + AZCCC hold a 10% block — large enough to matter, small enough to keep the platform mission-locked. Pro-rata follow-on rights ensure the anchors can maintain the block through future rounds (or be diluted predictably).
| Anchor | Investor Type | Check | Stake | Implied Value (post-money) |
|---|---|---|---|---|
| University of Arizona | ABOR · R1 | $250,000 | 2.5% | $250,000 |
| Arizona State University | ABOR · R1 | $250,000 | 2.5% | $250,000 |
| Northern Arizona University | ABOR · R2 | $250,000 | 2.5% | $250,000 |
| AZ Coalition of Community Colleges "A4" — the fourth anchor; 22 colleges, your seat |
AZCCC | $250,000 | 2.5% | $250,000 |
| Co-Anchor Total | 10% Block | $1,000,000 | 10.0% | $1,000,000 |
Pre-money: $9M · Post-money: $10M · Round structure: SAFE or direct equity, anchor's choice · Pro-rata rights: standard 1x for each anchor
Today's baseline: ~$290K ARR with state-level partnerships and a $5M+ grant pipeline already validating demand. The forecast below assumes the $1M co-anchor round closes in Year 0, with PHIT Hub commercialization beginning in Year 1 and the Shared Resource Academy SaaS layer turning on in Year 2.
| Scenario | Year 1 (2027) | Year 3 (2029) | Year 5 (2031) | Year 7 (2033) | Year 10 (2036) |
|---|---|---|---|---|---|
| Low | $0.6M | $2.0M | $5.0M | $9.0M | $18.0M |
| Expected | $1.2M | $4.5M | $13.0M | $24.0M | $48.0M |
| High | $2.5M | $10.0M | $28.0M | $58.0M | $115.0M |
| Scenario | Year 3 | Year 5 | Year 7 | Year 10 |
|---|---|---|---|---|
| Low (4–5x) | $8M | $20M | $45M | $90M |
| Expected (6–8x) | $27M | $91M | $192M | $384M |
| High (8–10x) | $80M | $280M | $580M | $1.15B |
| Scenario | Year 3 | Year 5 | Year 7 | Year 10 |
|---|---|---|---|---|
| Low | $0.8M (0.8x) | $2.0M (2.0x) | $4.5M (4.5x) | $9.0M (9.0x) |
| Expected | $2.7M (2.7x) | $9.1M (9.1x) | $19.2M (19.2x) | $38.4M (38.4x) |
| High | $8.0M (8.0x) | $28.0M (28.0x) | $58.0M (58.0x) | $115.0M (115.0x) |
| Scenario | Year 3 | Year 5 | Year 7 | Year 10 |
|---|---|---|---|---|
| Low (6.4%) | $0.5M (0.5x) | $1.3M (1.3x) | $2.9M (2.9x) | $5.8M (5.8x) |
| Expected (6.4%) | $1.7M (1.7x) | $5.8M (5.8x) | $12.3M (12.3x) | $24.6M (24.6x) |
| High (6.4%) | $5.1M (5.1x) | $17.9M (17.9x) | $37.1M (37.1x) | $73.6M (73.6x) |
Each anchor's individual return is exactly ¼ of the block — i.e., a $250K check at Year 7 expected returns ~$3.1M (post-dilution), or ~$4.8M without dilution.
A 7x–10x return on the $1M co-anchor block — within 5 to 7 years — requires FFH to reach roughly $10M–$17M ARR at exit (assuming a 6–10x revenue multiple and ~36% post-Series-A dilution). That target sits squarely inside the Expected scenario.
Capital at risk: $250K per anchor — recoverable from any single state-level professional-development line item. Expected return Year 7: $3.07M per anchor — a 12.3x post-dilution multiple. Worst-case Year 7: $725K per anchor (post-dilution) — capital preservation plus a modest gain. Probability-weighted expected value (assuming 30% Low / 50% Expected / 20% High): ~$3.6M back per $250K check at Year 7 — a blended ~14.4x. (Math: 0.30 × $0.73M + 0.50 × $3.07M + 0.20 × $9.28M = $3.61M.)
David + Amy + Lucy host a 90-minute working session with UA / ASU / NAU / AZCCC representatives. Walk the cap table, the use-of-proceeds, and the PHIT Hub + Shared Resource Academy demo. Each institution names its decision-pathway (board, regents committee, foundation, or sponsored-projects route).
Standard SAFE (or direct-equity, if any anchor's board prefers) at $10M post / $9M pre. 1x pro-rata rights. Anchor seat on a non-voting Strategic Advisory Council that meets quarterly with FFH leadership. Counsel review on both sides.
Close on first $500K (any 2 of 4 anchors triggers close). Activate the first pilot wave: PHIT Scorecard rollouts at one campus per anchor + Shared Resource Academy course-import for one CTE pathway. Quarterly Director report kicks off in Q2.
Every link below opens a fully-rendered FFH page (not a PDF, not a Google Doc) — already deployed at theforce.health. Hand David the keyboard mid-conversation; everything renders instantly.
The full conversation starter for the Governor's office — 18 roles, 22 agencies, $1–$3 per Arizonan, modular gears, and the Bloomberg parallel.
Open the live page →The pilot that proves the $1/head vendor model — community college campuses + AHEC nodes as the rural workforce pipeline backbone.
Open the live page →The full Arizona Rural Health page — county-by-county map, RHT activation plan, sector partners, and the deeper $1/head deployment math.
Open the live page →The $1M F&F raise data room — cap table, investor pipeline, use-of-proceeds, and quarterly-update infrastructure already wired.
Open the live page →