MEDURA. Saudi healthcare workforce development for healthcare professionals and healthcare organisations. [Raising SAR / USD X pre-seed on X instrument into confirmed legal entity, jurisdiction, and cap / valuation.]
Group structure
What you are buying
| Item | What it is | Relevance to this round |
|---|---|---|
| This raise ([SAR / USD X]) | [Instrument] into [Entity], [cap / valuation] | What you are buying |
| Prior round | [Instrument, date, investor — or none] | Disclosed for completeness |
| Other capital track | [Grants / non-dilutive programmes / commitments] | Separate / related |
The opportunity
Problem. Healthcare workforce development is fragmented across professional needs, institutional demand, requirements, training supply, delivery, evidence and the next action. [Add 2–3 approved numbers with sources.]
Market size. [Insert approved Saudi TAM / SAM / SOM with source.]
Why now. [Insert the strongest sourced timing drivers.]
Products
Platform and expansion roadmap
MEDURA starts with concrete healthcare workforce-development jobs rather than a broad platform claim. The current wedge is live Professional Learning; institutional Training is the next operating and commercial proof; Workforce Readiness is validated narrowly before broader productisation. Shared healthcare knowledge, training supply, learning infrastructure and professional/workforce context support the portfolio without becoming separate customer-facing products.
Roadmap: MEDURA V1 → repeatable Training V1 → validated narrow Readiness → broader productisation / intelligence where justified. [Add rough timing once approved.]
Regulatory and compliance
[List verified licences, regulatory relationships, provider boundaries and compliance status. Do not imply recognition not formally held.]
- Saudi operating entity: Al-Hala Technical Co. for Information Technology. [Registration / statutory status.]
- Training delivery: MEDURA does not position itself as a training centre or accreditor; qualified providers / instructors retain relevant delivery and issuing roles.
- Data / privacy / security: [Current status and evidence.]
Traction and signed agreements
- Revenue / users. [Latest reconciled revenue, paid transactions, learners / users and date window.]
- Customers / pilots. [Named / anonymised institutional work, pilots or current commercial validation.]
- Partnerships. [Signed provider / ecosystem relationships, dates, disclosure level.]
- IP. [Trademark / IP ownership / filings if applicable.]
- Programs and backers. MVPLab / NTDP graduate. [Other approved programmes / grants.]
Signed agreements and sensitive evidence are held in the confidential room and shared by access level.
Media and recognition
Overview and narrative
Financials
Status: revenue-generating. MEDURA has established paid Professional Learning activity; institutional products remain in commercial / product validation. Current cash position, burn and runway are shared at the appropriate diligence level. Projections are modeled scenarios, not guarantees.
| Metric | Value |
|---|---|
| Capital raised to date | [Approved figure / bootstrapped / non-dilutive treatment] |
| Revenue (last 12 months) | [Latest reconciled figure] |
| Monthly burn | [Diligence-level figure] |
| Runway | [Diligence-level figure] |
| Gross margin | [Approved definition and figure] |
Business model. MEDURA monetises individual professional learning through programme / enrolment transactions. MEDURA Enterprise can monetise Training through capability subscription, implementation, managed delivery and supply economics by scope. Workforce Readiness remains service-led until repeated paid use justifies broader productisation.
Projections.
| Stage | Key driver | Revenue |
|---|---|---|
| Year 1 | [Customers / paid programmes / contracts] | [SAR / USD X] |
| Year 2–3 | [Driver] | [SAR / USD X / break-even] |
| Steady state | [Market / customer driver] | [SAR / USD X] |
Detailed financial model available on request.
The ask. [SAR / USD X] [instrument] into [Entity], [cap / valuation].
Use of funds, proposed:
| Allocation | % |
|---|---|
| Engineering and product | [X] |
| Go-to-market and sales | [X] |
| Legal, compliance and corporate | [X] |
| Hiring / specialist capacity | [X] |
| Working capital and runway | [X] |
Cap table and entity financials remain inside the gated diligence layer.
Milestones and path to next round
This round is milestone-linked. Capital should be deployed against measurable commercial, product and operating gates toward the next priced round.
| Gate | Milestone | Funded by this round |
|---|---|---|
| 1. Commercial proof | [Close / execute paid institutional work by date] | [Budget line] |
| 2. Repeatability | [Repeatable sales / scoping / delivery workflow] | [Budget line] |
| 3. Product progression | [MEDURA / Training product milestones] | [Budget line] |
| 4. Next-round evidence | [Revenue / contracts / product proof / runway target] | [Budget line] |
Confidential documents
Technical appendix, available on request
[Optional deep-dive material for technical investors: product architecture, technical architecture, security, data architecture and selected research.]
Product architecture. Customer products, boundaries, ownership and sequencing.
Technical and data architecture. Detailed implementation and infrastructure references.
[Audit / third-party review]. [One-line description.]
Team
[One sentence on why this team is positioned to build and commercialise MEDURA.]
Leadership
- Abdulkarim Al-Ansary. Founder & CEO. Strategy, product / portfolio ownership, fundraising and commercial direction. [LinkedIn]
- Abdulaziz Al-Qahtani. COO. Operations and institutional execution. [LinkedIn]
- Nour Aljasim. CTO. Product and engineering. [LinkedIn]
Advisors
- [Advisor Name. Role, affiliation and contribution.]
- [Advisor Name. Role, affiliation and contribution.]
Backed by
MVPLab / NTDP. [Add approved accelerators, grants, investors or strategic programmes.]
Contact
Continue the conversation with Abdulkarim
Limited founder availability · Tuesdays & Thursdays · 30 minutes