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Confidential — Do not copy or distribute| Line item | % of funding | Amount |
|---|---|---|
| Sponsorships & loans (received to date) | ||
| Gilead sponsorship | 17% | $178,350 |
| Loan 1 (4 mobile units · $60,000 + $40,000 × 3 · plus $20,000 for repairs of the remaining aged unit) | 19% | $200,000 |
| Loan 2 (medical equipment) | 8% | $80,000 |
| Sponsorships ($50,000 / month × 9 months · Jan–Sep) | 44% | $450,000 |
| British Columbia expansion sponsorship (deferred to Q1 2027 — Ontario growth strategy prioritized through end of 2026) | 12% | $120,000 |
| Total funding received | 100% | $1,028,350 |
| Costs | ||
| Outreach management ($5,000 / month × 9 months · Jan–Sep · formerly labelled Project Management — ongoing management is required to ensure successful outreach outcomes) | −$45,000 | |
| Outreach Events (205 days · $3,000 / day) | −$615,000 | |
| Post Outreach — treatment linkage (532 clients — 520 linked + 12 pending · 1 hr · $65 / hr) | −$34,580 | |
| Post Outreach — LTFU case management (3 hrs / week dedicated · 39 weeks · Jan–Sep · $65 / hr) | −$7,605 | |
| CRM subscription ($3,000 / month × 9 months · Jan–Sep) | −$27,000 | |
| Loan 1 & 2 repayment (interest-free · $15,000 / month · effective September 2026 · aggressive repayment planned — assets paid off in ≈ 1 year) | −$30,000 | |
| Staff severance | −$30,000 | |
| Total costs | −$787,755 | |
| Net position (accounting view) | +$240,595 | |
Confidential — Do not copy or distribute| Line item | Amount | |
|---|---|---|
| Starting position | ||
| Net position (from prior slide) | +$240,595 | |
| Deferred obligations (remaining half — debt owed) | ||
| CRM subscription — Q4 obligation (October – December · $3,000 / month) | −$9,000 | |
| Outreach management — Q4 obligation (October – December · $5,000 / month) | −$15,000 | |
| LTFU case management — Q4 obligation (October – December · 3 hrs / week · 13 weeks · $65 / hr) | −$2,535 | |
| Loan 1 & 2 — balance outstanding ($280,000 principal · interest-free · less $30,000 repaid to date) | −$250,000 | |
| British Columbia expansion — future obligation (deferred to Q1 2027 · spend not yet realized) | −$120,000 | |
| Funding remaining (still to be received) | ||
| Gilead final sponsorship payment (due October 31, 2026 · see payment schedule, next slide) | +$59,450 | |
| Adjusted net position (after remaining debt owed) | −$155,940 | |
| True adjusted position (after outstanding debts and remaining funding) | −$96,490 | |
Confidential — Do not copy or distribute| Payment | Date | Amount | Status |
|---|---|---|---|
| Project initiation | January 22, 2026 | $59,450 | Received |
| Project plan | June 11, 2026 | $23,780 | Received |
| Q1 payment | June 11, 2026 | $47,560 | Received |
| Q2 payment | October 2026 | $47,560 | Received |
| Final payment | Due October 31, 2026 | $59,450 | Owed |
| Received to date | $178,350 |
Confidential — Do not copy or distribute| Month | Same day | Few days | Few weeks | Within month | Total |
|---|---|---|---|---|---|
| Month 1 | — | — | — | — | — |
| Month 2 | — | — | — | — | — |
| Month 3 | — | — | — | — | — |
| Quarterly Total | — | — | — | — | — |
Confidential — Do not copy or distributeMicro-elimination of HCV among people who use drugs (PWUD) remains constrained by fragmented data, manual case-management workflows, and diagnostic-yield variance. Despite the availability of curative direct-acting antivirals and point-of-care diagnostics, most programs still rely on paper trails, siloed spreadsheets and clinician memory — creating avoidable losses along the cascade of care.
HepCURE deployed a purpose-built CRM engineered mobile-first for tablet and smartphone use — traditional laptops are impractical in mobile outreach. It integrates client registrations, HCV / HIV POCT, Cepheid RNA confirmatory testing, DBS, dispositions and case management into a single longitudinal record. An AI layer classifies each client's cascade position in real time, flags follow-up drift, models optimal outreach geography, and produces reconciled sponsor scorecards. A conversational AI agent answers natural-language questions on any data point. Customizable data markers extend the schema on-demand, surfacing live insights that refine the model of care. Three mobile teams operated Jan–Oct 2026 across 31 communities and 241 outreach days.
3,991 at-risk clients were screened; 1,755 (44%) were antibody-positive, of whom 626 (36% — one in three) confirmed RNA-positive; 532 (85%) were linked to care. Team-level analytics revealed a 1.6× yield differential (Team 2: 20% vs Team 1: 13% RNA-positive rate), informing screening-protocol refinement. 6,186 clinical assessments (1.55 per client) were tracked across POCT HCV, POCT HIV, Cepheid and DBS with zero reconciliation errors. A third team added in September 2026 reached full productivity in its first month and sustained it through October.
AI-enabled, CRM-driven workflow is the missing operational layer in HCV elimination — turning static outreach data into a real-time optimization loop that elevates decision-making, surfaces yield variance, compresses the cascade and eliminates reporting drift. The platform is model-of-care agnostic and directly replicable in other Canadian jurisdictions and internationally. To our knowledge, this is the first HCV / HIV elimination abstract centered on AI and CRM technology.
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