Your Biological
Advantage.
Health is integrated.
Healthcare is segregated.
Care is split across silos. Static PDFs, no visibility into what you actually do day to day, no measurable result. With nowhere to turn, people paste their results into a generic chatbot and ask what to do, not knowing how wrong, and how risky, the answer can be.
It forgets
Upload your DNA and bloodwork today, gone by the next session. It works from nothing and you re-explain yourself every time.
It never asks
It skips the questions a clinician would ask first: your medications, supplements, treatments, in-body and biomarker analysis, your goals. No context in, no safe answer out.
Confidently wrong
So it guesses, with full confidence, generic to the average person. Out of context that is not just disappointing. For health it can be dangerous.
The problem is not the chatbot. Nothing was ever built to run your biology for you.
Founders who lived the problem.
Cancer in one family. Autoimmune in the other. We ran every test the GCC sells, on ourselves, and still had no plan to act on. So we built the operating system that turns biology into daily action.
Not a clinic. Not a meal-prep service.
A
Performance System.
Three surfaces the client lives in daily: a daily NEO Score with one specialist-set action, a biological-age tracker tied to their DNA, and a doctor’s summary that turns three data layers into next steps.
Rawkure ships the meal. NEO-OS decides the tagging (verified by licensed specialists).
One company, two screens. The Meal Planner shown is the live Rawkure screen. NEO-OS decides the tagging, a licensed specialist verifies, and the meal ships from a low-cost partner kitchen. 461 Q1 orders, AED 150K Q1 revenue, ~AED 200K Jan–Apr 2026, AED 46K MRR, with zero paid marketing.
Two methods. One answer.
Top-down market filtering and bottom-up channel build converge on the same number. Same outcome, two independent paths.
| Channel pool | Pool | Penet · FY5 |
|---|---|---|
| UAE direct buyers | ~80K | 2.5% → ~2,000 |
| B2B Non-SaaS clinical/wellness | ~150K | 8% → ~11,700 |
| DTC standalone (renewals) | ~80K | 12% → ~10,100 |
| Aggregator orders | ~50K | 2% → ~1,000 |
| Top-down total | ~24,800 | |
| Channel | Type | FY5 |
|---|---|---|
| UAE direct one-time fee | buys | 2,022 |
| B2B Non-SaaS subscriptions | sub-mo | ~11,700 |
| DTC standalone meal renewals | sub-mo | ~10,100 |
| Aggregator orders | orders | ~1,000 |
| Bottom-up total | ~24,900 | |
The Blueprint sells. Clients keep reordering.
Every paying client gets one combined Blueprint covering DNA, blood, wearable, and gut data, replacing 5 PDFs from 5 specialists. Clients are subscribing to meal plans and commissioning Blueprint reports today, and they keep reordering.
The pipeline is already running. SaaS & GCC come next.
Phase I, signed partnerships, live referrals, and clinic-branded meals, is generating clients today. Phase II adds software licensing and GCC expansion on top of the same system.
Same OS. Local execution per market.
Geography is the execution plan. Figures are the growth scenario. Every bucket below is defined precisely — nothing is blended. Phase 2 and 3 ride the separate +$1.5M FY3 follow-on, never the $1.35M.
| DTC · cumulative unique clients (one-time fee · no double-count · NOT monthly/recurring) cumulative unique one-time-fee clients | 2,022 | no double-count |
| DTC · transactions served transactions · orders | 12,135 | orders, not people |
| B2B Non-SaaS, ex aggregators recurring subscribers · 6.5-mo avg tenure | ~1,800 | rev ÷ (AED 3,999 × 6.5-mo) |
| All channels · active recurring / month active per month · all channels | ~1,818 | DTC + B2B Non-SaaS incl. GCC · avg active/mo |
| B2B SaaS clinic licences software licences · not clients | 50 | software, not clients |
| Aggregator partner transactions · orders | orders only | no client count · not blended |
The $1.35M case: Conservative $20M · Base $29M, asset-light.
| USD M | CONSERVATIVE · FLOOR | BASE · PLAN | ||||||||
|---|---|---|---|---|---|---|---|---|---|---|
| FY1 | FY2 | FY3 | FY4 | FY5 | FY1 | FY2 | FY3 | FY4 | FY5 | |
| Revenue | 0.79 | 2.36 | 6.40 | 12.12 | 20.25 | 1.80 | 4.89 | 10.92 | 18.25 | 29.21 |
| EBITDA | (0.07) | (0.08) | 0.50 | 1.87 | 4.30 | (0.12) | 1.11 | 1.99 | 4.56 | 8.65 |
| Net Cash Flow | (0.12) | (0.21) | 0.11 | 1.04 | 2.80 | (0.22) | 0.76 | 1.24 | 3.20 | 6.34 |
| Phase I covers UAE direct sales plus clinic SaaS licensing plus partner-run aggregators. Asset-light, no owned kitchens. Net cash flow is EBITDA minus CAPEX minus taxes. $1.35M covers Base trough −$1.15M (FY1) with $200K cushion; Conservative trough −$0.88M (FY2) with $470K cushion. Base reaches EBITDA+ FY2, cash+ FY3; Conservative reaches EBITDA+ FY3, cash+ FY4. Owned GCC fulfillment is Phase II, a separate +$1.5M call at FY3, never this raise. Full model in the data room. | ||||||||||
Two founders. One operating system. Clinical depth behind it.
Mustafa Maghraby
Mariam Hourani
Fund the acceleration. Not the survival.
Tech · NEO-OS Build-Out
Final platform to production.
Ops · Fulfillment + Supply Chain
Kitchen, lab, specialist network. Locks unit economics.
Key Hires
Senior ML · Clinic Partnerships · Customer Success · marketing.
KSA Pre-Launch + B2B Infrastructure
KSA entry prep · B2B fulfillment infra · clinic onboarding tooling.
Stop Guessing.
Start Performing.