Clearwater Medical Transport and EMS

Words in [brackets] are blanks you fill in with your own details when you adopt this sample in Supreme Plan AI.

Executive Summary

Clearwater Medical Transport and EMS is a licensed private ambulance and emergency medical services company in Jackson, Mississippi, owned by paramedic Derrick Willis and Tamara Willis. The company provides emergency response under local contracts, non-emergency and interfacility transports and event standby coverage.

Why this fits. Many areas need more ambulance capacity, and hospitals and facilities look for reliable, licensed partners. A locally owned service with certified crews and clear billing can win contracts and steady transport volume.

Here is what our numbers show. In Year 1 we plan about 1,200 emergency transports, 800 non-emergency transports and 24 event standby coverages. That brings in sales of $913,600, growing to $3,055,888 by Year 5. We expect a loss of about $95,400 in Year 1, a profit of about $10,100 in Year 2, a profit of about $88,600 in Year 3 and a profit of about $151,700 by Year 5. Crew pay, insurance, the vehicles and equipment and supplies are our largest costs, and the plan counts all of them. Payers pay weeks after each transport, which the plan also counts.

We need $750,000 in total. Of that, $402,000 is startup costs (two used ambulances, patient care equipment, radios and dispatch equipment, licensing and insurance, a facility deposit, supplies and working capital), and the rest is cash for the first months. We are putting in $120,000 of our own savings and asking for a $630,000 SBA 7(a) loan.

We are Derrick and Tamara Willis, owners of Clearwater Medical Transport and EMS. These numbers are estimates based on the assumptions listed at the end of this plan, not promises.

Company Description

Clearwater Medical Transport and EMS will be a limited liability company (LLC) in Jackson, Mississippi, owned and run by Derrick and Tamara Willis. Derrick is a paramedic with years of field and supervisory experience, and Tamara has managed healthcare billing and operations. They want to run a reliable ambulance service for emergency and non-emergency transports.

What we do:
- 911 emergency response and transport under local contracts.
- Non-emergency and interfacility transports.
- Dialysis and scheduled medical transport.
- Standby coverage for events.
- Community education and CPR classes.

Who we serve: Residents, hospitals, nursing homes and local governments in the Jackson area.

Licensing and insurance. We will register the LLC and obtain the ambulance service license from the Mississippi State Department of Health, with vehicle inspections and crew certifications as the state requires, a licensed medical director and written protocols, carry auto, professional liability, general liability and workers compensation insurance, enroll with Medicare, Medicaid and commercial payers and comply with billing rules including medical necessity documentation. We bill only for services provided and documented and follow HIPAA. Our crews are state-certified emergency medical technicians and paramedics.

Our promise. A fast, skilled, compassionate response when it matters most.

Where things stand today. The business plan, protocols and contract proposals are written. The next steps are the license, the vehicle inspections, the payer enrollment and the first contracts.

Problem & Opportunity

When someone needs an ambulance, minutes matter, and many communities face slow response, staffing shortages and limited coverage.

What customers run into:
1. Long response times in some areas.
2. Staffing shortages that leave trucks out of service.
3. Hospitals that struggle to schedule non-emergency transports.
4. Billing surprises for patients.

Why it matters. A fast, well-staffed ambulance saves lives, and reliable non-emergency transport keeps patients on schedule and out of crisis.

Products & Services

Clearwater will be the Jackson ambulance service that arrives fast and treats every patient with care.

What makes us different:
1. Certified paramedics and EMTs on every unit.
2. Well-maintained vehicles and equipment.
3. Clear communication with hospitals and families.
4. Fair, transparent billing.
5. Community CPR education.

How a call works:
1. A call comes from 911 dispatch, a hospital or a facility.
2. A crew is dispatched, assesses and treats the patient and transports.
3. We hand off to the hospital with a complete report.
4. We bill the payer and help patients with questions.

Why customers stay. Hospitals and facilities keep a reliable provider, and communities trust a service that answers every call.

Market Analysis

Who we serve:
- Emergency 911 callers through local contracts.
- Hospitals and nursing homes needing transports.
- Dialysis centers and clinics.
- Event organizers and schools.

How we sized the market. Our Year 1 plan is about 1,200 emergency transports, 800 non-emergency transports and 24 event standby coverages, a small share of the ambulance transports in a region this size. Replace this estimate with your own count of calls, contracts and facilities near you.

Why now. Many areas need more ambulance capacity, and hospitals and facilities look for reliable, licensed partners.

Competitive Landscape

What customers can do today:

1. Large private ambulance companies. Wide coverage and impersonal.
2. County and municipal services. Public and often stretched.
3. Hospital-based transport. Integrated and limited.
4. Other small private services. Local and varied in resources.
5. Rideshare and taxis. Cheap and unsafe for patients who need care.

Where we fit. Clearwater will be a reliable, locally owned service with skilled crews and clear communication.

Marketing & Sales Strategy

How customers will find us.

Before opening:
- Meet county officials, hospitals and nursing homes.
- Complete licensing, protocols and vehicle inspections.
- Set up a website and a Google Business Profile.
- Prepare contract proposals and community education events.

After opening:
- Ask facilities for references.
- Share response time reports with partners.
- Host community CPR classes.
- Visit hospitals and nursing homes regularly.
- Maintain training and certification.

What we will measure. How facilities heard about us, how many trial transports become regular contracts and how fast our crews respond.

Operations Plan

How the business will run.

Season and schedule. The service operates every hour of every day. We schedule crews in shifts, keep backup staff and plan for holidays and storms.

Team. Derrick leads operations and works shifts. Paramedics and EMTs staff two crews in Year 1, and we add crews as contracts and transports grow.

Quality and safety. Crews follow state protocols, wear protective equipment and complete continuing education. Vehicles are inspected every shift and serviced on a schedule, controlled medications are secured and logged and the service follows infection control and incident reporting.

Equipment. We will buy two used ambulances, patient care equipment such as cardiac monitors, stretchers and oxygen systems and radios, tablets and dispatch equipment.

Paperwork and money. Patients and payers are billed after each transport. We submit claims within days, follow up on denials weekly and explain balances clearly. Contract partners are invoiced monthly. We keep the books in simple accounting software and set aside money for taxes and insurance every month.

Management & Organization

The people who will run Clearwater Medical Transport and EMS.

Derrick Willis, owner and chief of operations. He is a paramedic who leads crews and operations. Tamara Willis, owner and billing and compliance lead. She manages billing, contracts and the books. (Replace this paragraph with your own background.)

Team. Four paramedics and four EMTs in Year 1, growing to eighteen of each, each state-certified and trained.

Office. A billing and administrative coordinator works from opening, with more added as transports grow.

Outside advisors. An accountant, an insurance broker, an attorney who reviews contracts and a free mentor from SCORE or the Small Business Development Center.

Staff pay in this plan is a full year per person: owner / Chief of Operations $70,000; paramedic $52,000; emergency Medical Technician $38,000; billing and Administrative Coordinator $36,000. Replace them with the pay you can offer where you live.

Milestones Narrative

Our goals and when we plan to reach them.
- Before opening (6 months ahead): obtain the license, buy and inspect the ambulances, enroll with payers, hire and certify crews and sign the first contracts.
- Year 1: about 2,024 transports and coverages with two crews; $913,600 in sales and a loss of about $95,400.
- Year 2: about 3,040 and a third crew; $1,416,080 in sales and a profit of about $10,100.
- Year 3: about 4,056 and a fourth crew; $1,949,560 in sales and a profit of about $88,600.
- Year 4: about 5,072 and a fifth crew; $2,515,160 in sales and a profit of about $143,600.
- Year 5: about 5,988 and a sixth crew; $3,055,888 in sales and a profit of about $151,700.
Growth depends on winning and keeping customers, so treat the later years as goals, not promises.

What we check every week: calls answered, response times, transports billed, claims paid and denied, vehicle readiness and cash in the bank.

Funding Request

How much we need and how we will use it. Total we are raising: $750,000.

How we got that number. The Funding Need Calculator in this plan adds up three things:
- Startup costs of $402,000, listed item by item in the Startup Costs section: $150,000 for two used ambulances, $60,000 for patient care equipment (monitors, stretchers and oxygen systems), $20,000 for radios, tablets and dispatch equipment, $8,000 for entity registration, license fees and attorney review, $40,000 for auto, professional, general and workers compensation insurance, first payment, $12,000 for facility deposit and first month's rent, $8,000 for vehicle lettering, uniforms and website, $6,000 for launch marketing and contract proposals, $8,000 for crew training and certifications, $20,000 for opening medical supplies and medications, $70,000 for working capital for slow payer payments.
- The cash the business uses before it breaks even, about $162,700. Calls build over the first months and payers pay weeks after each transport, so the service pays crews and insurance before payments arrive.
- A cash cushion of about $182,000: three months of Year 1 operating costs.
- Together, the cash used before break even and the cushion come to about $344,700, and the three pieces add up to about $746,700, rounded up to the nearest $500: $747,000.
We are raising $3,000 more than that, $750,000 in all, to cover a slower first season than planned. With this funding, the lowest year-end cash balance is about $6,000, at the end of Year 4.

Where the money comes from:
- Our own money: $120,000.
- SBA 7(a) loan: $630,000.

Kind of funding we are looking for. An SBA 7(a) loan from a lender that finances small businesses and healthcare providers, backed by our savings and the equipment as collateral.

How we will pay it back. We expect a loss of about $95,400 in Year 1, a profit of about $10,100 in Year 2, a profit of about $88,600 in Year 3, a profit of about $143,600 in Year 4 and a profit of about $151,700 in Year 5. With this funding, the business has money in the bank at the end of every year of the plan. Our loan is the SBA 7(a) loan at 10.5% over 10 years, $8,501 a month. That payment is already included in our cash flow. We chose these as cautious planning rates; ask the lender for the real rates, which may be lower or higher.

What we are offering the lender: the equipment and a personal guarantee.

A smaller first step, if needed. If we cannot raise the full amount right away, we can start smaller and grow into this plan:
- Phase 1: start with one ambulance and one crew while the contracts are signed, which lowers the startup costs and the loan.
- Phase 2: once the first contracts are steady, add the second ambulance and crew and follow this plan.
To plan the smaller start, make a copy of this plan (use Duplicate) and lower the numbers to match.

All numbers in this plan are estimates. We will update them as real results come in.

Appendix Notes

Documents to attach before you send this plan:

- Your resume and a personal financial statement (a list of what you own and what you owe; lenders usually provide a form).
- Business registration papers and your EIN (your business tax number from the IRS, free at irs.gov).
- Your ambulance service license application and vehicle inspection records.
- Crew certifications, medical director agreement and protocols.
- Proof of insurance and payer enrollment.
- Your lease or letter of intent and contract proposals.
If you don't have any of this yet, no worries - let's continue.

The assumptions behind our numbers (change them in the Financials section to match your own):
- Emergency Transports: about $480 in Year 1, rising to $540; about $90 in direct costs, rising to $101; about 1,200 in Year 1, growing to 3,500.
- Non-Emergency Transports: about $380 in Year 1, rising to $428; about $70 in direct costs, rising to $79; about 800 in Year 1, growing to 2,400.
- Event Standby Coverage: about $1,400 in Year 1, rising to $1,576; about $200 in direct costs, rising to $225; about 24 in Year 1, growing to 88.
- An emergency transport averages about $480 collected, a non-emergency transport about $380 and an event standby coverage about $1,400.
- Prices rise about 3% a year.
- Equipment ($230,000 in Year 1) covers two used ambulances, patient care equipment and radios and dispatch equipment, with more ambulances added in later years, and later years ($100,000, $100,000, $100,000 and $100,000) replace and add equipment.
- Pay (a full year, per person): owner / Chief of Operations $70,000; paramedic $52,000; emergency Medical Technician $38,000; billing and Administrative Coordinator $36,000.
- Other yearly costs in Year 1: facility Lease $36,000, medical Director $24,000, insurance $60,000, vehicle Fuel and Maintenance $44,000, supplies and Medications $36,000, training and Continuing Education $18,000, billing Software and Services $22,000, licensing and Compliance $8,000, marketing and Admin $14,000. These grow between 3% and 12% a year.
- Customers and payers pay about 73 days after service, so at the end of Year 1 about $182,720 is still owed to us. Income tax at 21%.
- Every dollar amount is an estimate. Replace them with your own quotes and research.

Startup Costs