DEPCELL

How the DEPCELL Investment Platform Works

How the DEPCELL Investment Platform Works

DEPCELL should be positioned not as a single clinical asset, but as a platform investment story. In the planning logic used in the calculators, the B2B layer generates demand, reduces friction, organizes the care journey and expands patient reach, while the B2C layer captures intake, diagnostics, treatment planning, ATMP-related delivery, repeat dosing and long-term follow-up. Within the DEPCELL growth model, the B2C delivery base is designed to scale toward up to 10,000 clients per year over time, but that capacity is only meaningful if the surrounding B2B services are strong enough to convert, transport, host, coordinate and retain patients. For that reason, the calculators treat some investments as core delivery assets and others as enabling assets that increase utilization, trust, conversion, repeat revenue and operating resilience.

Digital follow-up / CRM stack

This is the digital coordination layer used for nurturing leads, collecting documents, maintaining communication, organizing follow-up, managing repeat visits and capturing outcomes over time. It is important because it connects commercial conversion with clinical continuity. It can increase retention, reduce leakage and improve repeat monetization across the patient lifecycle.

Methods used in the calculators

The calculators use two levels of analysis. The Easy investment calculator is a directional tool with a limited number of inputs, designed to help an investor quickly understand approximate return dynamics. The Advanced investment calculator adds package-mix assumptions, timing risk, linked-asset logic and investor-structure mechanics for a more analytical view.

Key methods and decision metrics:

• Review horizon – the analysis window chosen by the investor, currently modeled at 5, 10, 15 or 20 years. A shorter horizon highlights near-term payback; a longer horizon captures scale benefits and late cash generation.
• Payback period – the point in time when cumulative cash returned to the selected investor equals the initial investment.
• Discounted payback – the same logic as payback, but future cash flows are discounted to reflect time value and risk.
• NPV (Net Present Value) – projected cash inflows discounted back to today, minus the initial investment. A positive NPV suggests that the modeled return exceeds the required rate of return.
• IRR (Internal Rate of Return) – the discount rate at which NPV becomes zero. Investors use it to compare the efficiency of different opportunities.
• MOIC (Multiple on Invested Capital) – total cash returned divided by cash invested. It helps show how many times invested capital may be recovered.
• Package mix (€25k / €50k / €75k) – the assumed split across gross patient-package bands. In the Advanced calculator, these three inputs should usually sum to 1.0 to represent a fully allocated business mix.
• Commercial ramp – the speed at which the platform reaches target utilization after launch.
• Risk case – scenario logic such as downside, base or upside. It changes expected cash flow strength and timing.
• Legal / HE delay – a timing shift applied when market deployment is delayed by legal, hospital-exemption or operational readiness factors.
• Bundle mode – used when one investment does not pay back only on its own economics, but improves the performance of another asset.
• Linked asset allocation – the share of economics assigned to or supported by the paired asset in bundle mode.
  Attribution share on linked uplift – the portion of uplift credited to the selected investor when one asset materially improves another.
• Benchmark investor budget – the internal reference budget used to compare a custom ticket size to the modeled asset scale.
  Investor structure / selected tranche share / priority senior claims – these inputs show that the same asset can produce different investor outcomes depending on who gets paid first and what share of the deal the selected investor actually owns.

Glossary of abbreviations and terms

• ATMP – Advanced Therapy Medicinal Product.
• HE – Hospital Exemption.
• B2B – business-to-business layer; partners, channels and support infrastructure.
• B2C – business-to-consumer layer; the patient-facing delivery and treatment experience.
• CRM – Customer Relationship Management system; here it means the digital lead, patient and follow-up coordination stack.
• DCF – Discounted Cash Flow; the broader valuation logic behind NPV and discounted payback.
• NPV – Net Present Value.
• IRR – Internal Rate of Return.
• MOIC – Multiple on Invested Capital.
• EBITDA – earnings before interest, taxes, depreciation and amortization; often used as an operating-performance measure.
• FTE – Full-Time Equivalent; a staffing-capacity unit.
• Tranche – one layer or slice of funding in a capital structure.
• Senior claims – claims that are paid before junior investors in a cash-flow waterfall.
• Uplift – incremental economic gain created by one asset improving another.
• Cryostorage – controlled low-temperature storage of biological material.
• Patient package – the modeled gross commercial package paid by the patient before downstream cost allocation.

Two business strategy variants

• Strategy path 1: minimum-resource, asset-light entry
  This path is designed for capital discipline and faster market learning. It prioritizes leased or partnered space, limited fit-out, outsourced or partner-led accommodation, strong patient acquisition, concierge services and digital coordination. The goal is to validate demand, optimize the patient journey and reduce fixed cost before committing to a larger physical footprint. This approach lowers initial capital needs and can shorten early decision cycles, but it also leaves more economics in partner hands and can create throughput constraints.
  
• Strategy path 2: maximum-resource, integrated build-out
  This path is designed for control, margin capture and long-term platform value. It prioritizes an integrated clinic, on-site supporting functions, a dedicated service residence, stronger cryostorage capability, a research/data node and a more complete delivery environment under one coordinated operating system. This approach requires more capital and usually a longer build period, but it can improve quality control, brand strength, patient experience, scheduling efficiency and the share of value retained inside the platform.

Why every investment line matters to payback

The core commercial logic is that B2B drives B2C utilization. The clinic may be the visible B2C engine, but it does not fill itself. Patient acquisition builds the funnel. Concierge and medical-tourism services convert intent into physical arrival. Temporary residence supports treatment adherence and repeat dosing. CRM and follow-up tools reduce leakage and improve retention. Tissue bank and cryostorage capabilities support repeat economics and operational reliability. Research and data improve credibility, scientific visibility and future conversion. In other words, some assets produce direct cash flow, while others improve the productivity of the entire system.
That is why a purely standalone view can understate value. A clinic without patient flow underutilizes its capacity. A patient-acquisition engine without a controlled treatment base leaks monetization. A service residence may not look like the highest-return asset on its own, but it can increase conversion, patient comfort, treatment completion and repeat visits. The same applies to CRM, data and cryostorage. The investment story becomes stronger when the platform is evaluated both asset by asset and as a coordinated B2B2C operating model.
For investors, the key strategic question is therefore not only “Which asset pays back fastest?” but also “Which combination of assets best unlocks the cash flow of the rest of the platform?”

Integrated clinic phase 1 (one-address build-out)

This is the first integrated delivery base. It represents the clinical address where intake, diagnostics, case coordination, procedure preparation, dosing workflow and follow-up operations can be concentrated. It matters because it improves control over patient flow, reduces fragmentation and allows DEPCELL to capture more value per patient inside one coordinated location.

Integrated clinic phase 2 expansion

This is the next capacity step after initial proof of commercial demand. It is used to model the build-out of additional clinical rooms, support functions, staff space, diagnostics or procedure throughput needed for higher annual patient volumes. In investor terms, phase 2 is not only a construction expansion; it is a scale investment that supports higher asset utilization and a larger share of patient lifetime value.

Service hotel / residence

This investment covers temporary accommodation for patients, companions and visiting physicians. It supports medical-tourism logistics, longer stays, better scheduling reliability, easier repeat dosing and a smoother overall patient experience. On a standalone basis it may look less attractive than the clinic, but as a linked asset it can materially improve conversion, adherence, occupancy planning and companion spend.

Tissue bank / cryostorage expansion

This line represents storage and handling infrastructure for donor tissue flows, cryogenic preservation, chain of custody and repeat-access biology. Its strategic importance is that it can support repeat dosing pathways, long-term patient relationships and better logistical readiness. It also strengthens the platform position for partners involved in tissue sourcing, storage and controlled release.

Research / data node

This is the evidence and learning layer. It includes anonymized data handling, outcome tracking, publication support, registry-building and protocol learning. It improves scientific credibility, partner confidence and long-term market education. It may not be the fastest standalone payback line, but it can raise trust, support compliant information campaigns and improve the quality of commercial conversations.

Patient acquisition platform

This is the market-facing B2B engine that brings qualified demand into the system. It can include country-specific acquisition partners, reputation operators, educational funnels, physician-referral development and pre-screening flow. In practice, it is one of the most important utilization drivers, because even the best clinic underperforms if qualified patients do not enter the funnel.

Concierge & medical-tourism platform

This layer converts interest into real arrivals. It covers travel planning, local transport, translation, temporary housing coordination, appointment synchronization and patient logistics before, during and after the visit. In commercial terms, this investment reduces show-up risk, lowers friction and helps international patients complete the treatment journey.