A practical starting point. A larger opportunity in dental care.
Cadmus Labs is developing BOCA Direct to help independent dental practices create, manage, and grow membership programs—building recurring revenue with less administrative work.
Successful adoption could establish a community of practices and patients whose relationships and experience support BOCA Prime: a dental coverage model designed to help benefits keep pace with care costs, make coverage contributions predictable, and reduce administration. Its supporting technologies could create additional businesses in financing, dental intelligence, and human identity verification, reaching beyond dental coverage.
Initial capital would focus on building and validating Direct. Cadmus’s larger ambition is an interconnected ecosystem that creates lasting business value by giving patients and practices better options, greater control, and more value from the resources devoted to care.
A substantial market. A more useful relationship with care.
The United States spent $189 billion on dental care in 2024. Behind that spending are continuing relationships between patients who need care and practices that depend on their return. How those relationships are funded and managed creates room for better services.
Patients already carry a substantial share of the cost. Out-of-pocket payments were the largest source of U.S. dental spending in 2024, exceeding private insurance payments. Patients are already paying directly for care, making the value, clarity, and affordability of that spending central to the market.
Cost still prevents people from obtaining care. A CDC summary reports that among adults aged 20–64 with an unmet dental care need, 80% said they could not afford care. That gap gives better coverage and manageable payment arrangements a practical purpose: helping people obtain treatment that financial constraints would otherwise put out of reach.
For practices, creating an ongoing membership relationship brings recurring responsibilities: enrollment, billing, benefit tracking, renewals, and communication. Making those tasks easier could help practices sustain membership revenue while giving patients a clearer arrangement for continuing care.
For Cadmus, the commercial opening begins with the recurring work behind those relationships. Software that makes membership programs easier to operate could give practices a reason to pay—and patients a more consistent experience of the program they joined.
Help practices build a membership business that can grow.
BOCA Direct is being developed for independent dental practices introducing a membership program or improving one they already offer. The practice defines its plans, pricing, and benefits. Direct would bring enrollment, recurring billing, benefit tracking, renewals, and member communication into one system.
A reason to pay—and to stay.
The commercial value would come from helping practices spend less time administering their programs and more consistently maintain the relationships behind them. A missed renewal, an unresolved payment, or a member who loses touch with the practice can affect recurring revenue. Direct would help teams identify those moments and follow through, supporting growth without an equally large increase in administrative work.
Cadmus would earn recurring software revenue from participating practices. Continued use would depend on whether Direct delivers enough value through easier operations, better visibility, and stronger membership retention to justify its cost.
Adoption begins with practical usefulness.
An initial approach could combine outreach through professional relationships with demonstrations built around everyday practice workflows. Clear setup guidance and staff onboarding would help practices put Direct to work in their own programs. Demonstrated results and practice referrals could then support wider adoption.
Existing dental membership programs demonstrate an established market for this approach to care. Direct would still need to establish demand for its particular offering. Cadmus would differentiate it by combining useful membership software with an early place in the broader BOCA ecosystem. Practices could use Direct to strengthen their programs while helping shape future coverage, financing, and dental intelligence services—with opportunities to adopt those services as they become available.
Direct’s first commercial test is whether it can become a useful, sustainable business serving those practices. Success could also establish operating experience and trusted relationships that inform the broader BOCA ecosystem.
Explore BOCA Direct →Build the first business. Prepare the next stage.
Initial capital would primarily fund the build, launch, and validation of BOCA Direct, while also funding foundational work required to determine and prepare the path for BOCA Prime.
These efforts would proceed in parallel. Direct’s development would focus on bringing the software into practices and establishing its commercial performance. Prime’s foundational work would build on the existing model, drawing on specialist legal, actuarial, regulatory, economic, and technical expertise to refine its design, resolve key design decisions, and establish the requirements for bringing it into operation. Launching Prime would require a subsequent commitment informed by that work.
What the first capital should establish
For Direct, the intended result is a functioning product with evidence of how practices adopt it, use it, and continue paying for it. That experience would help Cadmus evaluate customer acquisition, retention, support requirements, and the economics of growing Direct.
For Prime, the intended result is a more fully developed coverage model and a clearer path to implementation: tested coverage economics, a defined regulatory strategy, technical and operating requirements, and a better-informed understanding of the capital needed for the next stage. Alongside that work, Direct could establish a growing community of practices and patients, with trusted relationships and appropriately authorized data to inform Prime’s design and introduction. That community could provide an initial base for participation in Prime as it becomes available.
How the work connects
Build Direct and prepare Prime. Introduce the first commercial product, grow participation among practices and patients, and advance Prime’s coverage model through specialist development and review.
Evaluate the results and shape the next investment. Draw on Direct’s commercial performance, participant experience, appropriately authorized data, and specialist findings to determine what is ready to advance, what needs refinement, and what further funding should accomplish.
Advance Prime as its foundations become ready. Proceed when the economic, regulatory, technical, capital, and operating requirements support the next stage of development and eventual launch.
Each stage would give Cadmus a stronger basis for deciding where to commit additional resources. Later funding would reflect what has been learned, what remains to be established, and the development costs at that time.
The larger vision gives the work direction. Each investment should create lasting value and strengthen the foundation for the next stage—giving investors a clearer basis for committing further capital.
Explore the Roadmap →A practical setting for a larger change.
Why now?
The shortcomings of existing coverage are becoming harder to absorb, while the tools to build a different system are becoming more practical.
Rising costs are exposing the limits of dental benefits. Practices are reconsidering insurance participation, and lawmakers are demanding greater accountability for how premiums are spent. At the same time, advances in automation, digital identity, and financial infrastructure offer new ways to administer coverage, coordinate services, and make commitments verifiable.
Cadmus sees an opening to build a business whose efficiency, incentives, and governing rules help more value reach the people paying for and providing care.
Care costs have risen. Too many benefits have stood still.
When a plan’s annual limit fails to keep pace with treatment costs, patients receive less protection from the same stated benefit. Practices face their own squeeze between rising expenses, reimbursement rates, and the work required to obtain payment.
Read more
A patient can pay for coverage year after year and still discover that it contributes too little toward the treatment they need. The practice then has to help that patient navigate the balance while covering the staff, materials, and other expenses required to deliver care.
The ADA has documented annual maximums that have not kept pace with inflation and reimbursement growth that trails rising practice costs. Dentists are reconsidering which insurance arrangements remain financially workable—and acting on those decisions. The ADA’s Q2 2025 economic report found that roughly one in four dentists had withdrawn from at least one insurance network.
Leaving a network does not remove patients’ need for care or their need for help paying for it. It increases the importance of alternatives that can work financially for both sides. That is a concrete opening for better coverage, payment arrangements, and less costly administration.
How much money reaches care has become a legislative question.
States have begun requiring dental insurers to meet minimum spending ratios or disclose how premium revenue is used. The value patients receive for their premiums is becoming an explicit matter of accountability.
Read more
Massachusetts established an 83% dental loss-ratio requirement, with refunds when insurers fall below the applicable threshold. North Dakota enacted a 75% minimum with refund requirements in 2025. Other states have pursued reporting requirements and related reforms.
These measures address a fundamental expectation: money collected for dental benefits should meaningfully support dental care. When benefits fall short of what people thought they were buying, the consequences include unexpected bills, delayed treatment, and diminished trust.
For Cadmus, this strengthens the case for designing financial accountability into the system from the beginning. Clear rules, inspectable financial activity, participant influence, and defined limits on authority could give people a stronger basis for trusting its commitments. A profitable business should be able to demonstrate the continuing value it provides to those it serves.
Patients and practices already use alternatives.
Membership programs and direct payments give new services a familiar place to begin. Change can build on arrangements people already understand.
Read more
Practices already offer programs in which patients pay them directly for defined benefits, and patients already combine personal funds, coverage, and financing to pay for treatment. These arrangements demonstrate experience with alternatives to conventional insurance.
That familiarity provides a practical starting point for adoption. New services can improve how people organize and pay for care while connecting capabilities that have previously been handled separately.
Technology can reduce the work—and help enforce the commitments.
AI, authorized agents, digital identity, and programmable financial systems could make a different operating model practical. Their potential includes both lower administrative costs and stronger controls over how decisions are carried out.
Read more
Recent advances in AI, emerging standards for authorized agents, and increasingly practical privacy-preserving cryptography are expanding what can be built into everyday services.
AI could help interpret dental evidence, translate descriptions of treatment into useful information, and identify inconsistencies requiring review. Authorized agents could help arrange appointments, prepare administrative work, or initiate approved payments within permissions people control.
Identity verification could keep participation and relevant history connected to the right person. Privacy-preserving cryptography could let someone prove a relevant fact—such as eligibility to participate—without revealing the private information behind that proof. Programmable financial controls could check that required conditions and approvals are present before funds move.
Blockchain and other verification technologies could make selected records and approvals independently checkable. Governance rules could require agreement from designated participants before important changes take effect, with systems enforcing those requirements.
Together, these capabilities create possibilities for reducing repeated work while making authority more accountable. Cadmus intends to use that combination to support sustainable revenue, useful services, and opportunities for participants to benefit from the value they help create. The design challenge includes preserving those relationships as the business grows.
The foundations are being built beyond Cadmus.
Payment providers, technology companies, and standards organizations are developing infrastructure that BOCA could use. Cadmus can focus more of its work on the coverage model and capabilities that distinguish it.
Read more
Established payment services, protocols such as x402 for online payments, and developing blockchain infrastructure offer different ways to move money, maintain records, and apply financial conditions. Cadmus could draw on these foundations to coordinate payments across coverage, financing, and other services, with controls that check required permissions before funds move.
Technology companies are also developing ways for software to transact on someone’s behalf. Google’s Agent Payments Protocol addresses how an agent can demonstrate a person’s authorization for a purchase. For BOCA, that could help an authorized agent arrange and pay for a service within limits a patient or practice has set. These developments give Cadmus concrete foundations to assess as it designs assistance that can carry out useful work.
Standards such as W3C’s Verifiable Credentials provide ways for services to check digital proofs. BOCA could use compatible credentials to help people carry verified qualifications or eligibility between services, reducing repeated verification. NIST’s work on agent identity and authorization addresses how software identifies itself and establishes its permission to act—questions central to making that coordination trustworthy.
The human behind the account matters too. NIST’s identity-proofing guidance calls for establishing a connection to a real person and distinguishing that individual within the population a service supports. Cadmus’s patent-pending Rootprint technology explores how dental evidence and professional confirmation could address that same underlying need. If demonstrated, it could contribute a useful human-verification capability to BOCA and other digital services facing the same challenge.
Blockchain infrastructure also provides tools for recording digital ownership, distributing rewards, and carrying out decisions under shared rules. Cadmus could build on those capabilities to connect useful contributions with defined benefits and forms of participation through the proposed BOCA token. That could give patients and practices a tangible stake in the ecosystem’s development, with records they can verify and rules governing how benefits are distributed.
Financial regulation is also becoming more specific in selected areas. The U.S. GENIUS Act, enacted in 2025, establishes a framework for payment-stablecoin issuers, including reserve and disclosure requirements. As that framework is implemented, it could give Cadmus a clearer basis for assessing stablecoin payment services alongside established payment options.
Cadmus’s architecture provides a plan for putting these emerging capabilities to work on connected problems in dental care. External infrastructure could support that development, while capabilities created for BOCA could become useful to other organizations. This creates room for Cadmus to both build on advances elsewhere and contribute technology of its own.
Why dentistry?
Dentistry combines a substantial market, a focused scope of care, and relationships that can last for years.
Those characteristics give Cadmus a practical setting in which to build a useful business and develop a different approach to coverage. Treatment can be described and studied, practices can be engaged directly, and recurring care creates opportunities to earn trust through continued service. The broader architecture has concrete work to do here.
A substantial market with a defined scope of care.
The United States has more than 205,000 professionally active dentists, and nearly two-thirds of adults reported a dental examination or cleaning in the past year. That represents a nationwide need for care and the systems that help organize, fund, and administer it. Dentistry combines that reach with a narrower clinical field than comprehensive medical coverage, giving Cadmus a focused setting for designing benefits, modeling costs, and building services that could operate at scale.
Read more
Dental care serves people across life stages, from childhood prevention to restorative treatment and the maintenance of teeth and implants later in life. Demand spans families, working adults, and retirees, with costs met through employer benefits, individual coverage, public programs, and personal funds. That breadth gives a better coverage model relevance across multiple patient populations and ways of paying for care.
The commercial opportunity includes people already receiving treatment and those whose financial circumstances keep needed care out of reach. Coverage that makes treatment more affordable could help practices serve unmet needs while giving patients a reason to enroll and remain. Dentistry offers both an established flow of economic activity and room to improve access to it.
Its clinical scope also makes the development task more focused. Comprehensive medical coverage spans hospital admissions, intensive care, specialty drugs, and many clinical disciplines. Dentistry gives Cadmus a narrower set of treatment categories around which to design benefits and examine financial exposure.
The ADA’s standardized procedure codes, combined with fees and treatment histories, provide a basis for analyzing how frequently services are needed, how costs differ by region, and what a proposed coverage formula would contribute.
That structure also gives software development a defined set of tasks. Cadmus can build around identifiable dental procedures, eligibility conditions, and contribution calculations. Once the coverage rules are established, software could apply them consistently to the relevant information, show how a contribution was calculated, and flag cases requiring review. Testing those rules against representative treatment scenarios would help identify errors and exceptions before they affect live payments.
Cadmus can then test scenarios such as members entering with accumulated treatment needs, several expensive procedures occurring close together, or care costs rising faster than contributions. Those findings can inform benefit design, reserve requirements, and financially supportable expansion—giving the company a concrete development task within a market with broad demand.
Dental benefits have a distinct regulatory framework.
Qualifying dental plans are exempt from certain federal requirements that apply to comprehensive medical coverage. That gives Cadmus more flexibility to structure defined benefits and could make BOCA’s proposed coverage model more practical to develop. For example, qualifying dental plans can set annual benefit limits that would generally be prohibited for essential health benefits under comprehensive medical insurance.
Read more
Dental coverage focuses on a particular area of care rather than the broad range of services covered by comprehensive medical insurance. Federal law recognizes that narrower role through the category of limited-scope dental benefits. Qualifying coverage receives different regulatory treatment because of that scope.
For BOCA Prime, the practical relevance is the ability to define the financial contribution available for eligible dental care. Its proposed benefit structure could connect those commitments to member contributions and reserves, while incorporating a method for benefits to respond to rising care costs.
That makes dentistry a relevant setting for the model Cadmus has developed. Legal and actuarial work would establish how Prime can operate within this framework and meet the requirements of the states where it is offered.
Dental coverage has a more bounded range of treatment costs.
Comprehensive medical coverage must account for events such as major trauma, intensive care, and prolonged hospitalization, where one patient’s treatment can cost hundreds of thousands of dollars or more. Dental coverage generally operates within a narrower range of services and costs.
That makes dentistry a more focused setting for modeling coverage obligations and the capital needed to support them. Expensive dental treatment and higher-than-expected demand still matter, but the model does not have to fund the full range of catastrophic expenses covered by comprehensive medical insurance.
Cadmus can reach the people who decide what a practice adopts.
In an independently owned dental practice, the dentist who owns the business can often decide whether to introduce new software or a membership program. Cadmus can speak directly with that dentist and the staff who would use it.
Read more
The owner can assess the cost and business value. The practice team can judge whether the service helps with their daily work. Those decisions can often be made within the practice, without the layers of approval a large organization may require. Direct feedback from the owner and staff can help Cadmus understand what would make the service worth adopting and continuing to use.
Patients already pay dental practices directly, and membership programs are an established option. That familiarity gives practices something recognizable to explain when introducing a program to patients.
Together, these features give Cadmus a practical route to market: reach the decision-maker, demonstrate value to the team, and help the practice introduce the service to its patients.
Recurring care creates repeated opportunities to deliver value.
Dental care often involves planned visits and continuing treatment relationships. Each interaction gives the practice—and the services supporting it—another opportunity to be useful.
Read more
People may return for examinations, preventive care, periodontal maintenance, or successive stages of treatment. Visit frequency depends on individual needs; the ADA notes that some people need one or two visits a year, while others need more.
Those visits create practical occasions to arrange appointments, explain benefits, update information, coordinate payments, and follow through on treatment. A service that consistently helps with those tasks could become a valued part of the patient’s and practice’s routine. That creates a foundation for retention through recurring usefulness.
With appropriate authorization, continuing histories could also help Cadmus study utilization, refine coverage assumptions, and learn how treatments perform over time. Patients and practitioners could contribute feedback and expertise grounded in actual experience.
Regular care creates opportunities to identify needs and support timely treatment. Its financial effects would need to be measured alongside utilization and costs. The commercial opportunity is to build lasting relationships by helping people obtain and manage appropriate care.
Why hasn’t someone already built this?
Established insurers may have little incentive to change how they distribute financial gains or share control with patients and practices. New entrants face the cost of building the infrastructure and earning participation. Cadmus’s proposed approach addresses all three: different incentives, emerging technology, and a practical business through which to build trust.
Existing business incentives can work against this kind of change.
A company can lower its operating costs without improving benefits or giving customers more influence. Sharing those gains—and some authority over the system—requires business decisions that may conflict with existing revenue models, management control, and pressure to keep increasing shareholder returns.
Read more
For an established business, administrative savings can increase margins. Giving more of those savings back through better benefits, lower charges, or participant rewards changes how the gains are distributed. Pressure to increase earnings can make that choice harder, even when it could strengthen customer relationships over time.
Sharing authority requires another commitment. Giving patients and practices a meaningful say in important rules would limit management’s freedom to change those rules on its own. For an incumbent, that could mean changing established ways of earning revenue, administering benefits, and controlling how money is spent. A model that returns more value to participants and gives them enforceable influence could work against arrangements the company already benefits from. That helps explain why an established insurer might improve its technology without pursuing this kind of change.
The dental loss-ratio laws discussed above show that lawmakers have intervened to require insurers to spend a minimum share of premium revenue on care. That intervention highlights the tension between growing profits and delivering value to the people paying for coverage.
Cadmus intends to build accountability for how money serves participants into the model from the outset—and preserve it as BOCA grows. Technology would make the use of funds transparent, while incentives and evolving governance would give patients and practices a growing voice and opportunities to share fairly in the value created. The purpose is to restore the social contract behind coverage and make it harder for future leadership to abandon: people contribute with confidence that the system remains committed to helping them obtain care.
An established company may have little incentive to build a system that shares more of its gains and gives customers more control. Cadmus intends to make those commitments part of how it earns money and governs the system.
Cadmus needs profits to sustain its services and reward investment. Building a business that also shares value and authority with participants requires deliberate choices about revenue, rewards, and control—choices that better technology alone does not make.
Building an alternative has required substantial infrastructure and capital.
A new coverage provider needs systems for enrollment, treatment review, payments, and financial oversight before it can serve members reliably. Establishing those operations creates a substantial barrier to entry, particularly when competing with companies that already have them. Emerging automation and shared infrastructure could lower that barrier, and Cadmus’s proposed architecture is designed to build on those advances.
Read more
Even a promising coverage design needs people and systems to carry it out. Building custom software, coordinating service providers, and staffing administrative processes can consume significant resources before the business develops a customer base.
Those costs also affect what a challenger can offer. If it reproduces the same expensive administrative processes, less money remains available to improve benefits or make participation more affordable.
The emerging tools described in “Why now?” could change that starting position. Existing payment infrastructure, more capable automation, and shared technical standards give new businesses more to build on. That creates an opportunity to investigate a different cost structure without developing every underlying system from scratch.
The barrier has been the cost of turning a coverage idea into an operating service. More accessible infrastructure could help lower that barrier.
Participation is difficult to establish before the system has proved itself.
Patients need confidence that coverage will be useful and accepted where they seek care. Practices need confidence that participating will bring patients, workable administration, and dependable payment. Cadmus plans to begin building those relationships through BOCA Direct, giving practices and patients a useful reason to participate before Prime becomes available.
Read more
A practice must decide whether an unfamiliar arrangement is worth introducing to its team and patients. Patients must decide whether to contribute money to a system without the operating history of an established provider. Each side’s willingness to participate can depend on whether the other side joins.
Building that participation takes outreach, onboarding, support, and time. A coverage model launched without an existing community must establish those relationships while also bringing its coverage operations into use.
Direct provides a proposed way to separate those tasks. Practices could use it to build or strengthen their membership programs, allowing Cadmus to earn trust through an operating service while Prime is developed. Those relationships could provide a community to which Prime could later be introduced, with participation based on the value it offers.
A new coverage model needs a participating community. Cadmus’s plan is to begin earning that community’s trust through useful services before asking it to adopt Prime.
Why is Cadmus positioned to pursue it?
Cadmus brings nearly two decades of firsthand dental practice experience, a developed coverage model, and a technical plan built around automation, programmable financial controls, and verifiable rules. Its approach combines knowledge of the industry with specialist engineering methods for building systems that handle money and enforce permissions.
Read more
The founder’s experience treating patients and running a dental business informs both sides of the model: what makes care financially accessible and what makes participation workable for a practice. That perspective has shaped the product designs, coverage modeling, and architecture already developed.
Cadmus’s team includes technical specialists with experience in financial software, blockchain development, and software verification. That expertise complements the founder’s dental and business experience, giving the company both an understanding of the problems and the engineering skills to build and test its proposed solutions.
Cadmus has defined how the clinical, financial, and technical parts should connect, giving specialists a concrete foundation to refine and implement. That combination—industry experience, developed designs, and a specific engineering approach—is the preparation Cadmus brings to execution.
One useful business could open several paths to growth.
Successful operation of BOCA Direct could generate recurring software revenue for Cadmus while establishing operating experience, appropriately authorized data, and relationships with a growing community of practices and members. Trust earned through useful service could provide a foundation for introducing additional offerings.
A broader relationship through coverage.
Prime could extend BOCA’s role from helping practices operate membership programs to coordinating dental coverage across participating practices. Patients could gain benefits designed to keep pace with care costs, while practices could gain another way to help patients fund treatment. For Cadmus, that could create a broader recurring business around administering coverage and the services supporting it.
More ways to serve patients and practices.
Financing could help patients manage treatment costs that coverage does not meet. Authorized AI agents could help arrange appointments, explain benefits, or complete approved administrative tasks. Dental intelligence could assist practices with coding, evidence review, and learning from treatment outcomes.
These services could deepen BOCA’s usefulness while creating additional sources of revenue. Existing relationships could help Cadmus understand where demand is strongest and introduce offerings to people already familiar with its work.
Technology with customers beyond BOCA.
Some capabilities could become products other organizations use independently of BOCA’s coverage model.
Rootprint explores a verifiable connection between a digital identity and a real, distinct human. If its approach is demonstrated, organizations could use it to verify participation, recognize returning individuals, or reduce repeated claims to benefits through multiple identities. That could create demand for human-verification services beyond dentistry.
DentAI could provide coding assistance, dental evidence analysis, and other specialized intelligence to practices and software providers outside BOCA. Subscriptions, integrations, or licensing could turn that capability into a business serving a wider dental market.
Commercial value could develop before the full ecosystem exists.
A useful service could earn revenue while other parts of the architecture are still being developed. Each would need to demonstrate its own value, attract users, and justify continued investment. Shared capabilities could then support several applications, allowing Cadmus to build on work already completed.
The larger opportunity is a company with several connected sources of value: services patients and practices use, coverage they choose to participate in, and technology other organizations pay to use. Success at one stage could strengthen the foundations for the next.
Explore the Architecture →An intermediary should earn its place by creating more value than it consumes.
Cadmus intends to earn revenue by making useful work easier and helping resources reach care. Its commercial success should grow with the value patients and practices receive: less administrative work, more useful financial options, and greater control over their information and decisions.
Patients and practices would also help make the system better. Staff can identify where a workflow breaks down. Practitioners can contribute clinical expertise. Patients can explain where benefits are confusing or assistance falls short. Those contributions could improve services, inform research, and shape decisions about what to build next.
Cadmus believes people who help create that value should have opportunities to benefit from it. Better services, rewards for useful contributions, and defined influence over decisions could make participation worthwhile as the ecosystem develops. People should understand what they are agreeing to, control the permissions they grant, and choose which additional services they use.
For investors, the ambition is a durable company that earns continued business through usefulness and trust. Profit would support operations, further development, and returns on investment. Sharing value with participants could strengthen the relationships on which that growth depends.
Cadmus seeks investors who see commercial returns and lasting improvements for patients and practices as reasons to build the same company.
Explore Governance →A foundation in place. A clear purpose for the next capital.
Company formed. IP protection initiated. Technical and legal groundwork underway. Product thesis defined. Initial capital has a specific job.
Cadmus Labs is a Delaware C-corporation. A U.S. nonprovisional patent application has been filed for technology underlying Rootprint.
Direct’s product design, Prime’s coverage modeling, and the supporting architecture establish a foundation for development. Initial capital would put that preparation to work: building, launching, and validating Direct while advancing the specialist work required to prepare Prime.
What the next stage should demonstrate
For Direct, operating results should show whether practices adopt the software, continue using it, and generate revenue that supports a sustainable business. For Prime, specialist work should test the coverage economics and establish its legal, technical, and operating requirements. Proposed technologies would need to demonstrate that they perform reliably in their intended roles.
Examine the work behind the thesis.
Discuss the company we’re building.
We welcome investors who see the potential to build a valuable business by making dental coverage and its supporting services work better for patients and practices.
Contact Cadmus to request current investor materials and discuss the execution plan, funding needs, and assumptions behind the model.
Request investor materials →