Dr Aida

DR AIDA — SERIES A PITCH DECK

Editorial Aesthetic Medicine · GCC Expansion Plan 2026–2029 Seeking US $8,000,000 Series A to scale a single flagship into a five-clinic editorial medicine group across the Gulf Cooperation Council over 36 months.

"To tend to a face is to tend to a life’s unfolding. We do not erase; we edit with reverence." — Dr Aida Sulaiman, Founding Physician & Medical Director

DOCUMENT CONTROL

TABLE OF CONTENTS

Total nominal slides: 15 · Total lines: ~1,650 · Total words: ~22,000 · Total tables: 24 · Total ASCII layouts: 17 · Total speaker notes: ~7,000 words

SLIDE 01 — COVER

Headline: Edit with a light hand. Sub-headline: Series A for an editorial aesthetic medicine house scaling across the GCC.

1.1 Headline Slide — What the Audience Sees

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║                  ░░░░░░░░░░░░░░░░░░░░░░░░      ─────  edit  ─────   ║
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║              SERIES A INVESTMENT ROUND · 2026                        ║
║              US $8,000,000 · 36-MONTH GCC EXPANSION PLAN              ║
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║              Confidential · Track Changes · Not for Distribution      ║
║              Prepared for institutional distribution                  ║
║              July 2026 · Edition 1.0 (canonical)                     ║
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║              CONTACT: ir@draida.example · +971 4 555 0188            ║
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Visual Direction (Cover)

• Format: A4 portrait, 100% white background, no image, no ornament.
• Logo lockup: DR AIDA in Cormorant Garamond Bold, 36pt, tracking +60, in #C84B72 (canonical Powder rose). 4:1 desktop · 6:1 print.
• Above the logo: a single foil-stamped “rose-quartz” mark — a circular gradient running Powder→Blush→Rose (the three pink variants together as a breath of color), placed at approximately 30% scale of the wordmark. Print-only ornament. In digital deck, the rose-quartz mark becomes a 6-second MP4/GIF crossfade between the three pinks, set to a soft 64-bpm piano tone.
• Below the logo: a single hairline divider (0.5pt, #3E2A33), then the tagline in Inter Regular 11pt #3E2A33, with each word spaced ~120% tracking: edit · with · a · light · hand.
• Footer: a 9pt caption block centred, in Inter, #7A6B70. Contains the four pieces of institutional copy: round size, use of proceeds, confidentiality marking, edition date.
• No photography on this slide. The cover is austere. Restraint is the brand.

Speaker Notes (the presenter actually says)

We begin the way a thoughtful magazine begins: quietly. Dr Aida. Edit with a light hand. This is the frontispiece of a house — not a clinic, but an editorial practice — and the frontispiece’s job is to make a single promise so plain that it never has to be repeated. The promise is this: we treat aesthetic medicine as an editorial craft. We read each face like a manuscript. We mark with the lightest possible hand. We come back next month instead of doing everything on a Saturday afternoon. The clinic opened in 2018 with one patient, one room, one nurse. We are now nine physicians deep on Al Wasl Road, we serve 7,840 active patients annually, and we are raising $8 million to take what we built in Dubai and place it intact in Riyadh, Doha, Abu Dhabi and Jeddah over the next thirty-six months. The opportunity is not to add chairs. It is to plant five editorial houses in a region whose taste is rising faster than its infrastructure. We will close the round in Q4 2026. Where we go after the close — that is the next fourteen slides.

Source / Proof

• Logo and tagline: confirmed in Brand Book — Edition 1.0 §01.7
• Round structure: anchored by Series A Term Sheet v3.1 (lead investor, MMA Gulf Healthcare I)
• Three-pink rose-quartz mark: from §01.4 Brand Book — Three Pink Variants (Production Map)
• Confidentiality marking: standard institutional pitch deck convention (Firmex, Carta, Allvue)

1.2 Slide-1 Ascii Token Block — Brand Specs at a Glance

/* DR AIDA — Cover Slide Design Tokens (CSS Custom Properties, 2026 Edition 1) */
:root {
  /* Canonical pink variants */
  --brand-powder:        #C84B72; /* Variant 3 — canonical, cover & primary */
  --brand-blush:         #D86A88; /* Variant 1 — retail & hospitality warmth */
  --brand-rose:          #B83362; /* Variant 2 — editorial surface, lookbook */

  /* Neutral ink system */
  --ink-warm:            #3E2A33; /* Primary copy */
  --ink-soft:            #7A6B70; /* Secondary copy */
  --ink-mute:            #B0A0A6; /* Captions, footers */
  --paper-bone:          #F8F2EE; /* Brand surface — never use pure white */
  --paper-paper:         #FFFFFF; /* Document surface only */

  /* Type ramp */
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  --type-body:           'Inter', 'IBM Plex Sans', sans-serif;
  --type-mono:           'JetBrains Mono', monospace;

  --type-scale-cover:    36pt;  /* wordmark */
  --type-scale-tagline:  11pt;  /* "edit with a light hand" */
  --type-scale-footer:   9pt;   /* institutional caption */

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  /* Rules */
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  --rule-strong: 1.5pt solid var(--brand-powder);
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SLIDE 02 — THE STORY

Headline: A house built the way a thoughtful magazine is built — one reader, one issue, one careful edit at a time. Sub-headline: The founder’s biography is the company’s strategy.

2.1 Founder Narrative — Full Substantive Prose

Dr Aida Sulaiman was born in Beirut in 1979 to a Palestinian-Lebanese family — her mother an obstetrician, her father an architect — and spent her childhood across three cities: Beirut, Amman and Geneva. The family left Beirut in 1989 during the civil war; she was ten. The displacement taught her two convictions she still references in conversation: that place is provisional and beauty must be portable, and that craft is the last thing a migrant can fully own.

She returned to Beirut to complete her baccalauréat at the Collège Notre-Dame de Jamhour, then read medicine at the Université Saint-Joseph, graduating in 2003 with thesis commendation for work on cutaneous leishmaniasis in the Bekaa Valley cohort. She moved to Paris for residency in dermatology at Hôpital Saint-Louis (AP-HP), 2003–2008, where she trained under Professor Louis Dubertret — a figure she still cites as her clinical conscience. Between residency and consultancy she spent a year at the pharmacy school of the Université Paris-Descartes, reading pharmacology in the morning and sitting in on the formulation classes of the cosmetic chemistry masters by special arrangement. This is the French-pharmacy root of the brand; not a marketing device, but a real period of training.

She moved to Dubai in 2012, joining a multinational aesthetic chain as a senior dermatology associate. She left that chain in 2017 — a year she has described in internal interviews as “the year I learned what I did not want to be.” What she did not want to be was a throughput practice — the kind of clinic that fills four rooms an hour, runs a Groupon-style promotion every quarter, and treats patients as transactions. She wanted a reading practice: a place that would approach each face the way a generous editor approaches a difficult manuscript — by reading it twice, by marking lightly, and by being willing to come back next month instead of doing everything on a Saturday afternoon.

She capitalised the holding company in Q3 2017 with a small group of patient-investors (no clinic chains, no private equity, no discount brokers) on the explicit covenant that she would retain 58% of equity and full medical governance. She opened a 1,800 sq ft pilot on Al Wasl Road in March 2018 — she and one nurse, one concierge, one front-of-house — and committed publicly (internal mission statement, March 2018) to edit with a light hand.

The pilot broke even on operating cash in month fourteen and on full P&L in month twenty-six. The flagship — 12,000 sq ft across two floors — opened on the same Al Wasl axis in November 2022. The hotel partner suites (Four Seasons Jumeirah, Mandarin Oriental Downtown) opened in 2024 and 2025 respectively. The patient roster grew from 1 (March 2018) to 7,840 active patients (year-end 2025). The LTV per active patient lifted from AED 14,200 (2020) to AED 47,200 (2025), against a market benchmark of AED 18,500. The NPS, measured on a rolling-90 basis since 2021, has not dropped below 71, and currently sits at 78. Physician tenure averages 6.4 years, against a GCC aesthetic medicine industry benchmark of 2.1 years. The practice is now cash-positive on every line of the P&L, generates an EBITDA margin of 31% (2025), and has zero financial leverage.

Why does the founder biography matter for a Series A deck? Because the entire competitive advantage of Dr Aida is the founder’s biography rendered into a protocol. There is no drug, no proprietary machine, no licensing moat. The moat is the way a physician trained at Saint-Louis reads a face, the way a pharmacist trained at Paris-Descartes reads a formulation, the way an editor raised across three cities reads a patient — and the way that reading is institutionalised into a journey (the Bespoke Beauty Protocol, slide 07) that a roomful of junior physicians can be trained to deliver in three months without diluting it. That is what we are selling. That is why the founder is the strategy.

2.2 Founder At-a-Glance Table

2.3 The Three Things the Founder Has Repeatedly Said

Three sentences Dr Sulaiman has used in front of patients, partners, and employees — repeated verbatim often enough that they have become operational commitments, not slogans:

“I would rather this practice lose a patient than gain one it cannot serve.” → Operational rule. The practice has turned down ~6% of inbound enquiries since 2022. The rule that a no is always cheaper than a yes that destroys referability is the founding commercial decision.

“We do not sell syringes. We sell the discipline to come back.” → Operational rule. The protocol mandates a 30/90/180-day review — a touchpoint schedule the founders believe no competitor in the region operates. The protocol exists to manufacture continuity, which is the only true moat in aesthetic medicine.

“A face should be read twice before a single millilitre is touched.” → Operational rule. The protocol requires a minimum 45-minute first consultation, with photography under six lighting conditions, two skin-analysis readings, and a written (hand-signed, not printed) treatment letter from the physician before any treatment is delivered.

2.4 Visual Direction (Slide 2)

╔══════════════════════════════════════════════════════════════════════╗
║  THE STORY                                                           ║
║  A house built the way a thoughtful magazine is built                 ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║   ┌──────────────────────┐    ┌──────────────────────────────────┐   ║
║   │                      │    │ "Place is provisional and         │   ║
║   │    [Founder          │    │  beauty must be portable.        │   ║
║   │     portrait         │    │  Craft is the last thing         │   ║
║   │     photograph —     │    │  a migrant can fully own."       │   ║
║   │     a quiet,         │    │                                  │   ║
║   │     editorial        │    │  — Dr Aida Sulaiman              │   ║
║   │     portrait,        │    │                                  │   ║
║   │     side-of-face,    │    │  Three sentences that became     │   ║
║   │     white shirt,     │    │  three operating rules:          │   ║
║   │     warm light,      │    │                                  │   ║
║   │     no jewellery,    │    │  • We lose a patient before      │   ║
║   │     a manuscript     │    │    we gain one we cannot serve    │   ║
║   │     on the table in  │    │  • We sell continuity, not       │   ║
║   │     front of her]    │    │    syringes                      │   ║
║   │                      │    │  • A face is read twice before   │   ║
║   │                      │    │    a single ml is touched        │   ║
║   │                      │    │                                  │   ║
║   │                      │    │  [Table 2.2 — Founder details]   │   ║
║   └──────────────────────┘    └──────────────────────────────────┘   ║
║                                                                      ║
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Speaker Notes (the presenter actually says, 3 minutes)

A pitch deck can begin with a market or it can begin with a person. We begin with a person. Dr Aida Sulaiman was raised in Beirut, trained in Paris, and practiced in Dubai. She is a dermatologist by training — Hôpital Saint-Louis, class of 2008 — and a pharmacist by another year of training, Paris-Descartes, formulation chemistry. She moved to Dubai in 2012 to take a job at a multinational chain. She left in 2017 because the chain optimised for throughput, and she wanted to optimise for reading. She opened a single-room practice on Al Wasl Road in March 2018 with one nurse, one concierge, one front-of-house. The practice broke even on cash in month fourteen, on P&L in month twenty-six. The 12,000 sq ft flagship opened in 2022. The hotel partner suites opened in 2024 and 2025. Today we are 64 people on the same axis, 7,840 active patients, AED 47,200 LTV, NPS 78, EBITDA margin 31%, zero debt.

Why does this matter for a Series A? Because there is no drug, no proprietary machine, no licensing moat behind this company. The moat is a way of reading a face — codified into a 5-step patient journey called the Bespoke Beauty Protocol — that a junior physician can be trained to deliver in three months without diluting it. The founder’s biography is the strategy. That is the entire competitive thesis. We will hire, scale, and exit on the strength of that protocol — and we will raise $8M from an investor who understands that the most defensible aesthetic medicine company in the GCC is not the loudest, the cheapest, or the largest, but the most replicable.

Source / Proof

• Founder biography: Brand Book — Edition 1.0 §02.1 (fictional biographical sketch, anchored in real DHA-licence records)
• Three operating quotes: Brand Book — Edition 1.0 §02.3
• Equity split: 58% Sulaiman · 32% patient-investor group · 10% employee loyalty trust — confirmed by Cap Table as of 2025-12-31
• Pilot-to-flagship timeline: Brand Book — Edition 1.0 §02.1 + DXB Trade License records

SLIDE 03 — THE MARKET

Headline: A $2.3B GCC aesthetic medicine market growing 12% CAGR — supply is fragmented, demand is consolidating. Sub-headline: TAM, SAM, SOM with sources, growth drivers, and a five-year price-volume forecast.

3.1 TAM / SAM / SOM — Full Numerical Breakdown

3.2 TAM Provenance — The Sources We Are Willing to Defend

• Mordor Intelligence, GCC Aesthetic Medicine Market 2024-2029 — primary TAM anchor. Methodology: bottom-up by service line + price-volume × GDP-weighted per-capita spend. AED/USD peg eliminated as confounder. Dr Aida has purchased the full report; excerpts in Appendix A.
• Alpen Capital, GCC Healthcare Industry 2025 — tertiary anchor for context. Splits the GCC into UAE/KSA/Qatar/Kuwait/Bahrain/Oman with per-capita healthcare spend in 2024 ($1,840 / $1,180 / $1,690 / $1,520 / $1,210 / $980). Used to weight service-line allocations in SAM.
• Statista Cosmetics & Personal Care GCC 2024 — service-line cross-check (cosmeceutical retail, dermatology skin-care adjacents). Used as a sanity check on the 12% CAGR; independent methodology, similar conclusion.
• IQVIA MENA Aesthetic Medicine 2025 — SAM anchor. Splits the market by treatment AOV into value, mid, premium. Premium tier (AOV ≥ $600) is confirmed at $580M for 2025.
• McKinsey GCC Consumer Pulse 2025 — third-party validation of willingness-to-pay premium; used to anchor the SOM catchment model.
• Dr Aida proprietary — bottom-up cohort study (n=240 clinics audited in 2024 across UAE, KSA, Qatar; full appendix available in data room).

3.3 Growth Drivers — Five Forces Behind the 12% CAGR

Driver 1 — Demographic Momentum. GCC median age is 33 (vs 42 in Western Europe), with a population of 58M and a per-capita healthcare spend of $1,500. Aesthetic-medicine penetration in the GCC sits at 14.2% of adult population (2024), vs 28.6% in the US, 22.4% in Korea, 18.1% in Brazil. The market has room to mature within the same patient base, without needing to lift penetration rates to Western levels. (McKinsey GCC Consumer 2025; Statista)

Driver 2 — Female Labour-Force Participation. GCC female labour-force participation has risen from 32% (2018) to 41% (2024) on UAE/Qatar/SA government reform. Working women spend 2.3× the per-capita of non-working women on aesthetic services (Dr Aida cohort study, n=1,600, 2024). The continued policy push (UAE Centennial 2071, KSA Vision 2030) is a 10-year tailwind.

Driver 3 — Wellness & Longevity Wave. The global longevity-and-wellness market is projected at $6.7T by 2030 (McKinsey 2024). The Gulf is a hot zone: KSA has launched a Public Health Authority longevity pilot; UAE has established the Emirates Board on Anti-Aging; Qatar’s Hamad Medical Corporation runs a longevity outpatient clinic. Aesthetic medicine is at the consumer face of this category.

Driver 4 — Tourism Flywheel. Dubai welcomed 17.6M overnight visitors in 2024 (DXB Media Office), and 22% of Al Wasl flagship patients are medical-tourism inbounds (KSA 7%, GCC 8%, broader international 7%). The UAE Medical Tourism Council’s $220M “Dubai: Health & Wellness Destination” campaign (2024) is a direct demand amplifier.

Driver 5 — Regulatory Clarification. DHA (Dubai), DOH (Abu Dhabi), SCFHS (KSA) and MOH (Qatar) have moved from general “practitioner licensing” regimes to specific “aesthetic procedure” licensing over 2022–2025. This has raised compliance costs in the value tier (~$80k/y for a small clinic) and pushed the lower-quality operators out, leaving the premium tier less competitively crowded. Dr Aida has been a named advisor to two of the four regulators during this period.

3.4 Per-Capita Spending Map — GCC vs. Comparator Markets

3.5 The Math of a 12% CAGR Sourcing the Bottom Line

If the GCC aesthetic market compounds at 12.1% per annum from 2025’s $2.30B:

• 2026: $2.58B
• 2027: $2.89B
• 2028: $3.25B
• 2029: $3.64B
• 2030: $4.08B

A single premium editorial clinic on a single strong axis (Al Wasl, Dubai) generates $9–14M in annual revenue at maturity (3rd-year operating). Five such clinics in five cities generate $60–85M in annual revenue at maturity. Against a 2030 TAM of $4.08B and an addressable premium-tier SAM of $1.10B by 2029, the five-clinic footprint is 5.5–7.7% of SAM and 1.5–2.0% of TAM. There is no upper bound to this market that we are approaching.

3.6 Visual Direction (Slide 3)

╔══════════════════════════════════════════════════════════════════════╗
║  THE MARKET                                                          ║
║  A $2.30B GCC aesthetic medicine market growing 12% CAGR            ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Bubble chart — TAM axis × CAGR axis × city]                         ║
║  Y: market size ($B), X: CAGR (%), bubble size = penetration        ║
║                                                                      ║
║       ↑ $4B                                                          ║
║  TAM  |                                                              ║
║       |     ○ KSA(2.3B, 14.8% pen, +14.8%)                            ║
║       |                                                              ║
║       |  ○ GCC(2.3B, 11% avg, +12.1%)                                ║
║       |                                                              ║
║  SAM  |                                                              ║
║       |  ● UAE-Q-SA-p(580M, 14.2% pen, +14.9%)                       ║
║       |                                                              ║
║  SOM  |                                                              ║
║       |                                                              ║
║       |  ◆ DR AIDA SOM(124M, 19.2% addr, +19.2%)                     ║
║       |                                                              ║
║       └────────────────→ +CAGR %                                    ║
║         8%   10%   12%   14%   16%   18%                              ║
║                                                                      ║
║  Table 3.1 (TAM/SAM/SOM numerical)                                    ║
║  Table 3.3 (Five growth drivers)                                      ║
║                                                                      ║
║  Source footnote: Mordor, IQVIA MENA, McKinsey GCC, Statista          ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 4 minutes)

The Gulf aesthetic medicine market is a $2.30B category today, growing at 12.1% CAGR. By 2030 it is a $4.08B category. We have triangulated that single number against four independent sources — Mordor Intelligence, IQVIA MENA, McKinsey GCC Consumer 2025, and Statista — and we have a bottom-up audit of 240 clinics across six cities. We are willing to share the full audit in the data room.

What matters about the $2.30B is not the size but the structure. Three structural points. First, premium-tier — clinics whose average ticket is above $600 — is 25% of the market, or $580M, and is growing 15% CAGR, faster than the total. Second, the supply side is fragmented: the largest chain in the GCC has 6.0% market share. There is no category leader. Third, the demographic and regulatory tailwinds — female labor participation rising, wellness wave, tourism flywheel, regulatory clarification — are non-cyclical. We are not in a category whose tailwind relies on discretionary income rising. We are in a category whose tailwind relies on a population entering aesthetic-medicine adulthood for the first time.

Our SOM — the cities where we will operate by Year 3, premium tier, addressable patient pool — is $124M today, growing 19% CAGR. Five editorial clinics, fully ramped, generate $60–85M annual revenue at maturity. That is 5.5–7.7% of SAM and 1.5–2.0% of TAM. There is no upper bound we are approaching. The next question is: why this category, why now?

Source / Proof

• TAM anchor: Mordor Intelligence, GCC Aesthetic Medicine Market 2024–2029 (Dec 2024)
• TAM cross-check 1: Alpen Capital, GCC Healthcare Industry 2025
• TAM cross-check 2: Statista, Cosmetics & Personal Care GCC 2024
• SAM anchor: IQVIA, MENA Aesthetic Medicine 2025
• SOM anchor: McKinsey, GCC Consumer Pulse 2025 + Dr Aida proprietary audit (n=240)
• Longevity: McKinsey, Longevity Wave 2024
• Tourism: Dubai Media Office — 2024 visitor statistics

SLIDE 04 — THE OPPORTUNITY

Headline: Why now: four converging tailwinds — regulatory clarification, demographic shift, post-pandemic wellness, GenAI personalisation. Sub-headline: The premium-aesthetic category in the GCC has not seen a category-defining operator in the last decade. The conditions for one to emerge are now in place.

4.1 The Four Tailwinds — Why the Window Opens in 2026

Tailwind 1 — Regulatory clarification is closing the value tier. DHA (Dubai) introduced aesthetic-licence categories in 2022 (Physician / Specialist / Consultant, with procedure scope permitted at each band). DOH followed in 2023. SCFHS in KSA harmonised in 2024. The result: small, value-tier clinics have seen compliance costs rise ~70% (DHA filing cost up from $4,200 to $7,400/year). 38 net value-tier clinics in UAE alone closed their doors between 2023 and 2025 (DHA registration delisting). The patient pool that was previously split across hundreds of low-quality venues is migrating upward to the premium tier. Dr Sulaiman served on the DHA Aesthetic Medicine Working Group (2022–2024), and the practice is a regulator-favoured operator in three of the four jurisdictions.

Tailwind 2 — Demographic: the next cohort has arrived. The post-pandemic cohort (born 1995–2004) is now 21–30, the second-largest aesthetic-medicine cohort in the UAE, and the cohort with the highest per-capita spending in absolute terms (their parents’ money is not the issue; their information environment is). They research on Reddit, on TikTok, and on independent review platforms; they reject loud branding and Groupon-style promotions; they trust editorial voices (medical journals, considered Substacks, dermatologist-led Instagram accounts) over paid media. This is the patient Dr Aida was built for. The 2024 patient audit at the Al Wasl clinic shows 34% of new patients are now in this age band, vs 11% in 2020.

Tailwind 3 — The post-pandemic wellness boom is now structural. The 2020–2023 wellness boom (vitamin IV bars, longevity podcasts, biomarker clinics) has crystallised into a permanent lifestyle category. McKinsey’s 2024 Longevity Wave report sizes the global market at $6.7T by 2030, of which ~$650B is the consumer-facing aesthetic-and-age-management layer. The Gulf is the fastest-growing region in this category because the underlying customer — young, urban, dual-income, brand-aware — already adopts wellness infrastructure (gyms, supplements, sleep tech) at near-Western rates. Aesthetic medicine is the visible apex of a category they have already adopted.

Tailwind 4 — Generative AI is making personalisation cheap. Personalised treatment plans (skin-type analysis, lifestyle overlay, family-history weighting, treatment sequencing) used to require 30 minutes of senior-physician time. A bespoke, generative-AI-assisted plan can now be produced in 4 minutes at 9× the prior level of detail, with the physician approving and editing. This is not a replacement for the physician — the entire Dr Aida philosophy insists the physician is the editor — but it expands the senior-physician’s calendar. A senior dermatologist who used to be able to design 4 treatment plans in a working day can now design 14. The bottleneck has flipped from physician attention to patient throughput. This is favourable to a model where the physician is the constraint.

4.2 The Five Categories — Where the Operator-Scarcity Sits

4.3 Competitive Vacuum — Why There Is No Category Leader

The largest premium aesthetic-medicine operator in the GCC has 14 clinics across UAE+KSA and an estimated 6.0% market share. The largest aesthetic operator overall is a 38-clinic value-tier chain at 9.4% share. No operator in the GCC runs a 50-clinic premium-tier network. In the US, the largest premium aesthetic group (SkinSpirit) runs 50+ clinics at 4.8% market share. In Korea, the largest runs 90+ clinics. The GCC’s structural feature is not “no chain exists” — it is “the chains that exist are value-tier and the premium tier is highly fragmented.” This is precisely the structural moment in which editorial brands have scaled in other categories (Aesop had 12 stores globally in 2008, 235 in 2020; Equinox had 4 in 2008, 105 today; Aman had 8 properties in 2008, 35 in 2024). The premium editorial aesthetic medicine house has not yet been built in the GCC. That is the opportunity.

4.4 Visual Direction (Slide 4)

╔══════════════════════════════════════════════════════════════════════╗
║  THE OPPORTUNITY                                                     ║
║  Four converging tailwinds — the window opens in 2026                ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Diagram — four converging arrows]                                   ║
║                                                                      ║
║      REGULATORY ◀──────╮                                             ║
║      38 closed clinics │                                             ║
║                         │                                             ║
║   POST-PANDEMIC ◀───────┼───▶  PREMIUM EDITORIAL                      ║
║   WELLNESS WAVE         │     AESTHETIC MEDICINE                     ║
║                         │     ─────────────────                      ║
║   DEMOGRAPHIC ◀─────────┤     No category leader                     ║
║   Gen-Z arrives         │     Largest premium chain = 14 clinics     ║
║                         │     6.0% share                             ║
║   GEN-AI ◀──────────────╯                                             ║
║   Physician constraint flips                                          ║
║                                                                      ║
║  Table 4.2 (Five categories, scarcity assessment)                     ║
║                                                                      ║
║  Source footnote: DHA, DOH, SCFHS, McKinsey Longevity 2024            ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 3 minutes)

Let me name four tailwinds and then the one they combine to produce. Tailwind one: regulatory clarification. The DHA introduced aesthetic-licence categories in 2022. SCFHS harmonised in 2024. Compliance costs rose ~70% for the small operator. 38 net value-tier clinics in the UAE closed between 2023 and 2025. The patient pool is migrating upward — that is the word, upward — to the premium tier.

Tailwind two: the post-pandemic cohort. Born 1995–2004, now 21–30. They research on Reddit, TikTok, and independent review platforms. They reject loud branding. They trust editorial voices. This is the patient Dr Aida was built for. Thirty-four percent of our new patients in 2024 were in this age band; eleven percent in 2020.

Tailwind three: the post-pandemic wellness boom is now structural. McKinsey sizes the longevity wave at $6.7T by 2030. The Gulf is the fastest-growing region in this category. Aesthetic medicine is the visible apex of a lifestyle category the patient has already adopted.

Tailwind four: generative AI flips the bottleneck. A senior dermatologist who used to design 4 treatment plans in a day can now design 14, with the physician approving and editing. The bottleneck has flipped from physician attention to patient throughput. That is favourable to a model where the physician is the constraint.

The four converge to produce one structural moment: there is no premium editorial aesthetic medicine operator defining the GCC category today. The largest premium chain has 14 clinics and a 6.0% share. In the US the equivalent operator has 50 clinics. The premium editorial house has not yet been built here. That is the opportunity.

Source / Proof

• Regulatory: DHA Aesthetic Medicine Standards 2022; DOH 2023; SCFHS Aesthetic Practice Regulation 2024. 38 clinic closures: DHA registry delisting, 2023–2025; verified by Dr Aida legal counsel (Appendix C — license registry audit).
• Demographics: Dr Aida 2024 patient audit (n=2,140 active file). Cross-checked against Statista GCC Generation Z Consumer 2024.
• Longevity: McKinsey, The Longevity Wave (Mar 2024).
• AI: Senior-physician calendar study, Dr Aida Q3 2024 internal — slide appendix E.
• Competitive vacuum: IQVIA MENA Aesthetic Medicine 2025, market-share top-10 ranking.

SLIDE 05 — THE PROBLEM

Headline: The Gulf aesthetic clinic is what the Gulf beauty counter was in 2005 — over-funded, undifferentiated, and structurally disposable. Sub-headline: Five specific pain-points a 7,840-patient audit has surfaced. Each maps to a Dr Aida operating rule.

5.1 The Five Patient Pain Points — 2024 Audit Summary

Methodology. Anonymous survey of 2,140 active patients (27% of active roster), conducted Q2 2024 with McKinsey’s GCC Consumer team as independent third-party moderator. Themes extracted from open-ended and Likert-scale responses. Pain-points ranked by (frequency × intensity).

5.2 Pain Point 1 — The Commodity Feel (in the patient’s own words)

“I have been to four clinics in Dubai. They all look the same. White walls, white coats, a chandelier. They all want to sell me the same package. There is nothing to recommend one from another. It feels like a hair salon with a sharper uniform.” — Female, 41, Lebanese-Canadian, Jumeirah, 2024 interview (anonymised)

Dr Aida’s fix. Editorial interior — Cormorant Garamond + warm ink + powder rose on bone. A 30-page patient booklet (not a brochure, but a small bound book, $14 print cost) given at first consultation. The interiors use French-pharmacy lighting (no overhead fluorescents) and a single signature scent (a custom compound from a Parisian perfumer — IMSA-licensed, exclusively available at Dr Aida). The brand feels considered, and a patient can tell in 90 seconds.

5.3 Pain Point 2 — Transactional Care (in the patient’s own words)

“I went back after eight months and the new doctor had never seen my chart. She asked me what we did last time. I had to dictate it from memory. Why is this on me?” — Male, 38, Syrian-German, Business Bay, 2024 interview

Dr Aida’s fix. A single patient record, served from a custom EMR (LumeRx-Aesthetic, built 2023 by Dr Aida’s in-house team with InterSystems as the technical backbone) that survives physician turnover. A 30/90/180-day review schedule that triggers an automated outreach (the patient’s phone number, not a bot, but a concierge who knows the patient’s name). The protocol requires the physician to write a hand-signed treatment letter at every review, and the letter is stored in the patient record before the next review can be scheduled. The protocol manufactures continuity.

5.4 Pain Point 3 — No Continuity of Physician (in the patient’s own words)

“I have seen five different doctors in three years. The chain told me they had the best doctors. Each one gave me a different opinion. I have lost trust in them all.” — Female, 36, Emirati, Al Wasl, 2024 interview

Dr Aida’s fix. Physician tenure averaged across the practice is 6.4 years (vs industry 2.1). The retention is structural, not lucky: (1) equity participation for physicians at year 2 (ESOP — 12% pool); (2) clinical autonomy — the physician, not management, decides what is medically appropriate; (3) salary base 28% above UAE aesthetic-medicine industry benchmark (Dr Aida compensation survey 2024 vs. GulfTalent 2024); (4) work-hour discipline — no physician works more than 4 treatment blocks per day, regardless of demand. The practice cannot be profitable in the long run without a stable physician class; we have built our operating model around making physicians stay.

5.5 Pain Point 4 — Cultural Misreads (in the patient’s own words)

“I asked about laser for melasma. The doctor — clearly trained in France — told me to avoid the sun. I live in Saudi Arabia. I am not avoiding the sun. They sent me home with no protocol.” — Female, 33, Saudi, Riyadh (interviewed remotely, 2024)

Dr Aida’s fix. A Gulf Skin Atlas — a proprietary 600-page clinical reference, published internally in Q1 2025, codifying Fitzpatrick V/VI presentations of melasma, post-inflammatory hyperpigmentation, scarring, hair-loss patterns (androgenic alopecia in women of Levantine and Gulf presentation — different from European cohort), and the laser-energy-setting differences required. All Dr Aida physicians are tested on the Atlas at hire (90% pass rate mandated), retested annually. The Atlas is licensed to two Saudi academic medical centres (KFSH&RC, KSU) on non-commercial terms — a reputational asset, not a revenue line.

5.6 Pain Point 5 — No Aftercare Protocol (in the patient’s own words)

“I had a chemical peel. Three days later I was peeling badly. I called the clinic. No one called me back. I went online and tried to figure it out on my own. No one should have to do that for a $1,200 treatment.” — Female, 47, British, Dubai Marina, 2024 interview

Dr Aida’s fix. A mandatory aftercare concierge at every treatment, including a hand-sealed aftercare envelope (cotton sleeve, four printed cards: day-of, day-3, day-7, day-14), and a 24/7 nurse hotline (the hotline number is a personal mobile, not a switchboard, and the nurse on duty is named). The aftercare protocol is documented in the EMR and the concierge cannot close the patient record until the day-14 follow-up has been logged. The aftercare is a billing line; it is not free.

5.7 The Five Pains Map to the Five Operating Rules

5.8 Visual Direction (Slide 5)

╔══════════════════════════════════════════════════════════════════════╗
║  THE PROBLEM                                                         ║
║  The Gulf aesthetic clinic is what the Gulf beauty counter was in 2005║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Quote strip — large pull-quote, Cormorant Garamond 28pt italic]    ║
║  "It feels like a hair salon with a sharper uniform."                ║
║                                                                      ║
║  [Five-column pain matrix]                                            ║
║  PAIN 1  PAIN 2  PAIN 3  PAIN 4  PAIN 5                              ║
║  Commod. Tx     No MD    Cultural No AC                                ║
║  71%/4.6 64%/4.4 59%/4.7 41%/4.1 56%/4.2                              ║
║                                                                      ║
║  [Bottom band — five operating rules → five metrics]                  ║
║  EDIT INT'L ⟷ 30/90/180 PROTOCOL ⟷ ESOP ⟷ GULF ATLAS ⟷ AFTERCARE    ║
║  NPS 78       81% adherence        TEN. 6.4y 100% retest 96% DAY-14  ║
║                                                                      ║
║  Source footnote: Dr Aida 2024 patient audit (n=2,140),               ║
║  McKinsey GCC Consumer moderation, GulfTalent 2024                    ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 3 minutes)

A premium-aesthetic patient knows when she is being treated as a transaction. We surveyed 2,140 active patients in 2024, with McKinsey moderating. Five pain points came out as structural, and they map to five operating decisions we have already made.

Commodity feel. Seventy-one percent of patients say the chain aesthetic clinics all look the same — white walls, white coats, a chandelier. We respond with an editorial interior: Cormorant Garamond, warm ink, powder rose on bone, French-pharmacy lighting, a signature scent. The brand looks considered, and you can tell in 90 seconds.

Transactional care. Sixty-four percent say each visit is siloed and the new doctor does not know what the last doctor did. We respond with a custom EMR (built in-house; survives physician turnover) and a 30/90/180-day review protocol that triggers a concierge outreach, not a bot. The protocol manufactures continuity.

No physician continuity. Fifty-nine percent say they have seen five different doctors in three years and lost trust. We respond with structural retention: ESOP, clinical autonomy, salary 28% above benchmark, 4-block-per-day cap. Physician tenure is 6.4 years vs industry 2.1.

Cultural misreads. Forty-one percent say the protocols do not fit Gulf skin or hair. We respond with the Gulf Skin Atlas — a 600-page internal clinical reference, retesting physicians annually. It is licensed to KFSH&RC and KSU on non-commercial terms.

No aftercare. Fifty-six percent say no one calls after the treatment. We respond with a mandatory aftercare concierge, a hand-sealed aftercare envelope, and a 24/7 nurse hotline (named nurse, personal mobile). Day-14 follow-up compliance is 96%.

The five pains are not accidental; they are the product of treating aesthetic medicine as a service category and not as a practice. We are the practice.

Source / Proof

• Primary survey: Dr Aida 2024 patient audit, n=2,140, methodology reviewed by McKinsey Gulf Consumer team (Q3 2024)
• Industry comparators: GulfTalent GCC Medical Compensation Report 2024; DHA clinic volume audit
• Patient quotes: anonymised excerpts from survey qualitative responses — full transcripts in data room
• Atlas licensing: KFSH&RC letterhead (Q4 2024) and KSU Office of Research (Q1 2025) in Appendix D

SLIDE 06 — THE SOLUTION

Headline: Three pillars — clinical excellence, editorial hospitality, longevity protocol — composed into a single patient journey. Sub-headline: Each pillar is a revenue line, a margin line, and a defensibility line. Together they are the company.

6.1 The Three Pillars — Overview

6.2 Pillar 1 — Clinical Excellence

Scope. Nine board-certified dermatologists, fourteen DHA-licensed aesthetic nurses, eight therapists, fourteen patient concierge. Treatment menu covers 42 distinct procedures across dermatology, injectables, energy devices (laser, IPL, RF, HIFU), hair restoration, IV & wellness, and bespoke body protocols. Every treatment plan is composed by the physician, executed under physician supervision, and reviewed at 30, 90 and 180 days. No treatment is delivered without a written treatment letter, hand-signed by the physician, on file in the EMR.

Why this matters. The supply side of aesthetic medicine in the GCC is fragmented across provider tiers: a Deloitte 2024 analysis found 22% of aesthetic-medicine consults in the UAE are delivered by non-physician practitioners (DHA-licensed nurse or laser-technician operating without physician oversight — which is legal under certain value-tier settings but contravenes Dr Aida’s scope of practice). The premium-tier patient expects the physician to be the author of the plan, not a co-signatory. The economic value of the physician as author — not as approver — is the wedge.

Defensibility. Physician tenure of 6.4 years (vs. industry 2.1) is the most defensible moat. The second is the Gulf Skin Atlas — 600 pages of clinical reference material, internal, retested annually — which makes a Dr Aida physician measurably different from a UAE-trained physician operating without that reference. The third is the custom EMR (LumeRx-Aesthetic) — 18 months of build, $1.4M cumulative R&D — which encodes the protocol into software that no third-party vendor can replicate without rebuilding from scratch.

6.3 Pillar 2 — Editorial Hospitality

Scope. What the patient experiences that is not the treatment itself:

• A 30-page hardcover patient booklet given at first consultation ($14 print cost; signed by the physician).
• An in-clinic journal, The Quiet Edit, published quarterly, written by Dr Sulaiman and two guest authors. 2,400 copies per issue; circulated to active patient roster.
• A signature scent diffused through the practice — custom compound from a Parisian perfumer, IMSA-licensed, exclusively available at Dr Aida (no retail distribution).
• Handwritten aftercare notes from the treating physician (not printed templates — handwritten, on stock 130gsm cotton paper).
• A concierge app (Dr Aida Onward) for asynchronous questions, refill requests, and protocol reminders.
• A patient reading room with 180 titles — dermatology, longevity, aesthetics, cultural theory — curated quarterly by a Lebanese editor-in-residence (a real role, salary $52k/yr).

Why this matters. The premium-tier patient is paying for the consideredness, not the syringe. The hospitality layer is what converts a $600 consultation into a $4,200 twelve-month plan (industry average yield is 64% at this conversion; Dr Aida is 81%). It is also what generates the referral — 38% of new patients in 2024 came from patient referral (vs industry 14%).

Defensibility. The hospitality layer is the hardest for competitors to replicate. A Groupon-style clinic can copy a treatment menu; it cannot copy the aftercare envelope without rebuilding an editorial supply chain (custom printer, custom stationer, custom perfumer, in-house journal). The cost to compete at this layer is at least 18 months and $2.4M — Dr Aida’s own first 18 months of hospitality cumulated to $2.4M. A new entrant must clear that hurdle before the first patient walks in.

6.4 Pillar 3 — Longevity Protocol

Scope. A proprietary recare sequence, structured around a member’s clinical biomarkers, that runs 3-, 6- and 12-month cycles. Each cycle includes:

• Biomarker testing (advance lipid panel, inflammatory markers, hormonal panels appropriate to age and sex, fasting insulin, HbA1c) ordered and reviewed by the physician.
• Skin-age analysis using a 7-marker imaging protocol (Canfield VISIA + Dr Aida proprietary overlay) repeated quarterly to track the patient’s skin trajectory, not just the current state.
• Sleep & nutrition consults with the concierge team (in-house wellness coordinator, RYT-200 certified).
• Treatment adjustments based on biomarker and skin-age trends — the protocol is not a static plan; it iterates.

The membership is priced at $2,400/year (paid quarterly) and includes two consults, two biomarker panels, four skin-age analyses, and a discounted treatment menu (15% off). Lapse rate at 12 months is 14%, against an industry comparable (private-medicine longevity membership) of 38%.

Why this matters. The longevity protocol is what converts a transactional patient into a relationship patient. It is also the highest-margin revenue line — gross margin 78% — and the most defensible. A patient enrolled in the longevity protocol generates 2.4× the annual revenue of a transactional patient, against only 1.3× the physician time. Operating leverage on the senior physician’s calendar is the core of the model.

Defensibility. Defensible because of EMR data flywheel: a patient who has been on the protocol for 36 months generates 60+ biomarker readings and 12+ skin-age scans. The accumulated data is the moat. A new entrant starting today cannot accumulate the same history; the patient who joins the protocol at month 0 vs month 36 is materially different in expected longevity outcomes.

6.5 Visual Direction (Slide 6)

╔══════════════════════════════════════════════════════════════════════╗
║  THE SOLUTION                                                        ║
║  Three pillars — clinical, editorial, longevity                       ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  ┌─── CLINICAL ───┐  ┌─── EDITORIAL ─┐  ┌─── LONGEVITY ──┐           ║
║  │                │  │               │  │                │           ║
║  │ 9 physicians   │  │ Patient       │  │ 3-6-12 month   │           ║
║  │ 14 nurses      │  │ booklet,      │  │ recare sequence│           ║
║  │ 42 procedures  │  │ signature     │  │ Member $2,400/yr│          ║
║  │ Custom EMR     │  │ scent,        │  │ 14% lapse      │           ║
║  │ Gulf Atlas     │  │ handwritten   │  │ 78% GM         │           ║
║  │                │  │ notes         │  │ 2.4× revenue   │           ║
║  │  64% GM        │  │               │  │                 │          ║
║  │                │  │  71% GM       │  │                 │          ║
║  └────────────────┘  └───────────────┘  └─────────────────┘          ║
║                                                                      ║
║  Annual revenue attribution:                                          ║
║  ████████████████████░ Clinical    $9.6M (80%)                        ║
║  ████░                  Editorial $0.9M (7%)                         ║
║  ███░                   Longevity $1.4M (12%)                       ║
║  Total: $11.9M                                                      ║
║                                                                      ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 3 minutes)

The solution is three pillars, deliberately composed. Pillar one, clinical excellence — the foundation. Nine physicians, fourteen nurses, forty-two distinct procedures, every treatment plan hand-signed by a physician, reviewed at thirty, ninety and one-eighty days. The EMR survives physician turnover. The Gulf Skin Atlas retests physicians annually. The physician is the author of the plan, not a co-signatory.

Pillar two, editorial hospitality. What the patient experiences that is not the treatment: a 30-page hardcover patient booklet, an in-clinic journal, a signature scent, handwritten aftercare notes, a concierge app, a reading room. This is what converts a $600 consultation into a $4,200 twelve-month plan — we do it at 81%, the market does it at 64%. This is also what generates referrals. Thirty-eight percent of our new patients come from patient referral. Industry is 14%.

Pillar three, the longevity protocol. A 3-6-12 month recare sequence: biomarker testing, skin-age analysis, sleep and nutrition consults, treatment adjustments. Priced at $2,400 a year. Lapse rate 14% versus 38% for private-medicine longevity membership. Gross margin 78%. The patient enrolled in the longevity protocol generates 2.4× the annual revenue of a transactional patient, against 1.3× the physician time. Operating leverage on the senior physician is the model.

Each pillar is a revenue line, a margin line, and a defensibility line. Together they are the company. The next slide — the methodology — is how we deliver this consistently across five cities.

Source / Proof

• Scope and revenue lines: Dr Aida Management Accounts (audited by KPMG, FY2025)
• Industry reference: Deloitte UAE Aesthetic Medicine Provider Audit 2024
• Longevity membership lapse: Dr Aida internal data (n=412, cohort 2022–2024)
• Margin reporting: per procedure, segment reported in Appendix F — segmental gross margin reviewed by KPMG Q1 2026
• Editorial hospitality cost stack: Dr Aida Brand Book — Edition 1.0 §11.4 + Appendix H cost-build

SLIDE 07 — THE METHODOLOGY — THE BESPOKE BEAUTY PROTOCOL

Headline: The Bespoke Beauty Protocol — a five-step patient journey that is the operating system of the practice. Sub-headline: What every Dr Aida patient, in any of our five clinics, will experience. The protocol is the asset.

7.1 The Five Steps

7.2 Step 1 — Welcome Reading (in detail)

The first appointment is not a treatment; it is a reading. A senior concierge (median 4 years at Dr Aida) takes the patient through a 45-minute intake covering: clinical history; lifestyle (sleep, diet, exercise, travel, occupation); aesthetic history (prior treatments, prior outcomes, prior disappointments); emotional history (what the patient does when they look in the mirror and what they would prefer to see). No treatment is performed at this appointment, even if the patient asks. The patient leaves with a patient booklet (30 pages, hardcover, $14 print cost) and a scheduled physician consultation, typically 7–14 days out.

Why this matters. The patient arrives with a transaction in mind (“I want fillers”); we reframe the visit as a relationship (“we will read your face twice before we touch a single millilitre”). The reframing is the wedge. Eighty-one percent of patients convert from consultation to 12-month plan; industry average is 64%.

7.3 Step 2 — Physician Consultation (in detail)

The patient returns and meets the consultant dermatologist for 45–60 minutes (90 minutes for first-time patients on a more complex case). The physician:

• Performs a clinical examination under six lighting conditions (Waldmann ring, blue LED, polarized white, Wood’s lamp, diffuse daylight, side-light raking).
• Runs a skin-analysis scan using a 7-marker imaging protocol (Canfield VISIA + Dr Aida proprietary overlay — texture, pigmentation, vascularity, porphylation, oiliness, hydration, photodamage).
• Reviews the prior Gulf Skin Atlas reference where relevant (Fitzpatrick V/VI presentations, melasma, PIH, scarring, hair-loss patterns).
• Composes a treatment letter — handwritten (not printed), signed by the physician, on stock 130gsm cotton paper with the powder-rose letterhead. The letter names the diagnosis, the proposed treatment sequence, the alternatives considered and rejected, the expected outcome at 30, 90 and 180 days, and a stop-condition: “if at any point in the next 90 days the patient requests we slow down, we slow down without explanation or charge.”

This letter is the contract. It is uploaded into the EMR before the patient leaves the building.

7.4 Step 3 — Treatment Delivery (in detail)

Delivered by the same treating physician (continuity), with a DHA-licensed aesthetic nurse in support. Treatment room is configured per protocol (French-pharmacy lighting — no overhead fluorescents; signature scent diffused; in-room music at 64 bpm). The treating physician does not see more than four treatment blocks per day — the discipline is the protocol.

At the end of the treatment, the physician and nurse jointly issue a hand-sealed aftercare envelope (cotton sleeve, four printed cards: day-of, day-3, day-7, day-14), and name the on-call nurse to the patient. The nurse’s personal mobile is on the cards. The patient receives the concierge app activation (Dr Aida Onward).

The patient is billed, the chart is updated, and a 30/90/180-day review sequence is auto-scheduled (Step 4).

7.5 Step 4 — 30/90/180-Day Review (in detail)

The review is not optional. It is mandatory and it is logged in the EMR — the patient record cannot be closed until the day-30 review is completed. The reviews are 30 minutes each, with the treating physician, and include:

• 30-day review. A check on acute outcomes, side effects, healing. The treating physician reads the patient’s skin under the same six lighting conditions. Any complication is flagged.
• 90-day review. A check on outcomes vs the treatment letter. The physician writes a treatment letter update comparing expected vs actual. If the patient is ahead of plan, we consider what the next step should be. If behind, we consider why.
• 180-day review. A check on long-term outcomes. The physician and patient look at the full arc of treatment.

Compliance rate across the protocol: 81% (Dr Aida). Industry rate for any aftercare review at 30 days is ~12%.

7.6 Step 5 — Annual Protocol Reset (in detail)

Once per year, the patient meets a senior physician other than the treating physician for a 60-minute protocol reset. This second physician receives the full 12-month chart from the EMR, reviews it independently, and composes a new treatment letter for the year ahead, including a recommendation on whether to continue, change, or rotate the treating physician.

Why two physicians? Because continuity and editorial independence are both values. The treating physician cannot audit herself; the reset physician can. The reset is the moment in the year where the patient’s chart is read twice — once by the writer, once by the editor.

7.7 Training & Medical Governance

Training. Every physician joining Dr Aida completes 12 weeks of structured training before they touch a patient:

• Weeks 1–4: didactic (Gulf Skin Atlas, treatment menu, EMR orientation, brand voice training) at the Al Wasl training studio.
• Weeks 5–8: observation — sitting in on the senior physicians, eight hours per day, four days per week.
• Weeks 9–12: supervised practice — the new physician delivers treatments under the supervision of a senior physician who signs off every case.

Assessment. At the end of week 12, the physician must pass a clinical competence examination (Gulf Skin Atlas retest) AND a brand voice examination — they must defend a written treatment letter to a panel of two senior physicians and one patient concierge, who role-play as the patient. Pass rate at first attempt: 88% (we have a 12-week remediation programme for those who do not).

Medical Governance. A 7-person Medical Advisory Board, chaired by Dr Sulaiman, meets monthly. Members include the head of dermatology, the head of injectables, the head of energy devices, the head of LumeRx-Aesthetic engineering, two external consultants (one Dubai-based hospitalist, one KFSH&RC consultant), and a patient representative. No protocol change is permitted without MAB approval.

7.8 Visual Direction (Slide 7)

╔══════════════════════════════════════════════════════════════════════╗
║  THE BESPOKE BEAUTY PROTOCOL                                         ║
║  The five-step patient journey — the operating system                ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║   ┌────┐      ┌────┐      ┌────┐      ┌────┐      ┌────┐            ║
║   │ 1  │ ───→ │ 2  │ ───→ │ 3  │ ───→ │ 4  │ ───→ │ 5  │            ║
║   │ WEL│      │ PHY│      │ TRT│      │ R/E│      │ APR│            ║
║   │ COME│      │ CONS│     │ DEL│      │ VW │      │ RESET           ║
║   │ 45m │      │ 60m│      │ 60m│      │ 30m│      │ 60m│            ║
║   └────┘      └────┘      └────┘      └────┘      └────┘            ║
║                                                                      ║
║   Hand-sealed   LumeRx-Aesthetic  81% protocol       Two-physician   ║
║   aftercare     EMR              compliance           annual reset    ║
║   envelope      (in-house)                                               ║
║                                                                      ║
║   [Bottom band — training + governance]                               ║
║   12 WEEKS TRAINING · 88% PASS RATE · 7-PERSON MAB                   ║
║                                                                      ║
║  Source footnote: Brand Book §11.3, Medical Charter (v3.1)            ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 4 minutes)

The methodology slide. This is the operating system of the practice. Five steps. The patient arrives, we do not treat them — we read them. Forty-five minutes with a senior concierge, a thirty-page patient booklet, no treatment performed. Step two: the physician consultation. Six lighting conditions, a seven-marker skin-analysis scan, the Gulf Skin Atlas on the desk. The physician writes a treatment letter — handwritten, not printed, on cotton paper, powder-rose letterhead. The letter names the diagnosis, the alternatives considered, the expected outcome, and a stop condition. That letter is the contract. It goes in the EMR before the patient leaves the building.

Step three: treatment delivery. Same physician, no more than four blocks a day. Hand-sealed aftercare envelope, named nurse, concierge app activation. Step four: 30/90/180-day review. The patient record cannot be closed until the day-30 review is logged. Eighty-one percent adherence at Dr Aida versus ~12% industry average for any aftercare review at 30 days. Step five: annual protocol reset. A senior physician different from the treating physician reads the prior twelve months and composes a new treatment letter. Continuity and editorial independence are both values.

Training. Every new physician: twelve weeks. Weeks one-to-four didactic, weeks five-to-eight observing, weeks nine-to-twelve supervised. End of week twelve, clinical exam and brand voice exam. Eighty-eight percent pass rate first attempt — twelve-week remediation for those who do not.

Governance. Seven-person medical advisory board chaired by Dr Sulaiman. Monthly. Two external consultants — one Dubai, one KFSH&RC — and a patient representative. No protocol change without MAB approval. That is the operating system. The next slide is who does it.

Source / Proof

• Bespoke Beauty Protocol: Brand Book — Edition 1.0 §11.3; codified in Medical Charter v3.1 (internal legal document, signed 2024-09-01 by Dr Sulaiman + 7 MAB members)
• EMR: LumeRx-Aesthetic — built 2022–2023 by in-house team, technical partner InterSystems, certified HIMSS Stage 6 (2025)
• Training: 12-week curriculum, internal syllabus v4.2 (2025-Q4)
• MAB Charter: appendix IX; composition, meeting cadence, voting rules in data room
• Compliance: 81% measured against 2,140 patient files, Q3 2024 audit
• Industry comparator: 12% rate from Deloitte UAE Aesthetic Medicine Provider Audit 2024 — methodology footnote on slide 13 (risks)

SLIDE 08 — THE TEAM

Headline: Founder, advisors, key hires, and the organisational chart for the five-clinic group. Sub-headline: The team is the moat. We hire slowly, compensate above market, and promote from within.

8.1 Founder Bio (Extended) — Dr Aida Sulaiman

Already covered at slide 02 — recap table below, plus three operating metrics Dr Sulaiman is monitored on as Medical Director (she will continue as Medical Director across all five clinics, with day-to-day delegated to clinic-level Chiefs of Medicine):

8.2 Chief Operating Officer — Maya El-Hashem (proposed promotion, immediate)

Maya has been with Dr Aida since 2020, currently Director of Operations. She built the concierge team (4 → 14), implemented the EMR roll-out (LumeRx), and owns the hospitality pillar. She is being promoted to Chief Operating Officer as part of this round, with equity lift from 0.4% to 1.2% and salary benchmark alignment to McKinsey-tier Middle East operations talent (~$280k/yr base + bonus).

8.3 Chief Financial Officer (HIRE #1, by month 3)

We will hire a CFO with public-equity-grade financial reporting discipline but GCC private-company execution experience. Target profile: Big-4 audit background (8+ years at PwC/KPMG/EY), CPA or ACA qualified, ideally 2–4 years at a GCC healthcare private company as deputy or controller.

Candidates identified: Latifa Al-Mansouri (current Deputy CFO at NMC Healthcare, exited post-restructuring), Karim Boukhalfa (PwC Dubai healthcare audit partner, exited partnership Q1 2026), Yara Khattab (Director FP&A at Al-Dawaa Pharmacies, recruitment in progress). Decision by month 4.

8.4 Chief Medical Officer (HIRE #2, by month 6, in Saudi Arabia)

The Group Chief Medical Officer will be a Saudi-board-certified consultant dermatologist with operational experience and a Saudi Commission for Health Specialties (SCFHS) Consultant licence. They will be based in Riyadh and own the medical governance of clinics #2 (Riyadh) and #5 (Jeddah), reporting to Dr Sulaiman. Target profile: 12+ years’ clinical experience, current leadership role at a tier-1 KSA dermatology unit (KFMC, KFSH&RC, PSMMC, or academic), and the soft skills to be the physician-facing voice of the practice in KSA.

Candidates identified: Dr Faisal Al-Otaibi (current consultant at KFSH&RC dermatology), Dr Maha Al-Saud (currently chair of dermatology at PSMMC), Dr Abdullah Al-Ghamdi (KSU faculty, consultant at KKUH). Decision by month 7.

8.5 Chief Growth Officer (HIRE #3, by month 6)

A GCC-experienced brand-and-growth executive to own the marketing, partnerships, press, and patient-acquisition surface. Target profile: luxury-house brand-building experience (Aesop, Diptyque, Le Labo, Hermès Beauty — Gulf region, or hospitality-tier brand at One&Only, Bulgari, or Aman), 10+ years’ experience, demonstrated comfort with considered, non-Groupon growth. Salary benchmark ~$220k/yr.

8.6 Chief Technology Officer (HIRE #4, by month 12)

A healthcare-EMR-experienced CTO to own the LumeRx-Aesthetic roadmap, the patient concierge app (Dr Aida Onward), the data warehouse, and the gen-AI clinical-assist tooling. Target profile: 12+ years’ software engineering, 5+ years at a healthcare-EMR vendor (Epic, Cerner, Allscripts, or InterSystems), ideally Gulf deployment experience.

8.7 Advisory Board

8.8 Organisational Chart — Group Structure at Series A Close

                                DR AIDA GROUP (5 clinics, FY28 target)
                                ─────────────────────────────────────
                                                  │
                                                  ▼
                                  ┌──────────────────────────┐
                                  │   DR AIDA SULAIMAN       │
                                  │   Founder & Medical Dir. │
                                  │   (Group CMO equivalent) │
                                  │   58% equity             │
                                  └─────────────┬────────────┘
                                                  │
       ┌──────────────────────┬───────────────────┼─────────────────┬────────────────────┐
       │                      │                   │                 │                    │
       ▼                      ▼                   ▼                 ▼                    ▼
┌─────────────┐         ┌──────────────┐   ┌──────────────┐   ┌──────────────┐    ┌──────────────┐
│  CLINIC #1  │         │  CLINIC #2   │   │  CLINIC #3   │   │  CLINIC #4   │    │  CLINIC #5   │
│  AL WASL    │         │  RIYADH M12  │   │  DOHA M18    │   │  ABU DH M24  │    │  JEDDAH M30  │
│  Dubai      │         │  KSA         │   │  Qatar       │   │  UAE         │    │  KSA         │
│             │         │              │   │              │   │              │    │              │
│ Dr Sulaiman │         │ Saudi-board  │   │ Dr Sulaiman  │   │ Dr Sulaiman  │    │ Saudi-board  │
│ + CoM       │         │ CoM          │   │ + local CoM  │   │ + local CoM  │    │ CoM          │
│ 9 MDs       │         │ +14 staff    │   │ +14 staff    │   │ +14 staff    │    │ +14 staff    │
└─────────────┘         └──────────────┘   └──────────────┘   └──────────────┘    └──────────────┘
       │                      │                   │                 │                    │
       └──────────────────────┴───────────────────┴─────────────────┴────────────────────┘
                                                  │
                                                  ▼
                              ┌─────────────────────────────────┐
                              │  GROUP FUNCTIONS (hired by M3)  │
                              │                                 │
                              │  COO — Maya El-Hashem           │
                              │  CFO — (Hire #1, M3)            │
                              │  Group CMO — Dr Sulaiman        │
                              │  KSA CMO — (Hire #2, M6)        │
                              │  CGO — (Hire #3, M6)            │
                              │  CTO — (Hire #4, M12)           │
                              │                                 │
                              │  MAB — 7-person (chair Sulaiman)│
                              └─────────────────────────────────┘

8.9 Headcount Plan — 5 Clinics by Year 3

8.10 Visual Direction (Slide 8)

╔══════════════════════════════════════════════════════════════════════╗
║  THE TEAM                                                            ║
║  Founder, advisors, key hires, organisational chart                   ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Founder photograph + three-sentence bio, top-left]                  ║
║  [Advisory board grid, top-right — 6 portraits + 1 open]             ║
║  [4 key-hire boxes, middle band]                                     ║
║  [Group org chart, bottom — ASCII rendering]                         ║
║  [Headcount plan table, bottom right]                                ║
║                                                                      ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 3 minutes)

Two-thirds of an aesthetic-medicine investment thesis is the people. This is that slide. The founder is Dr Aida Sulaiman — covered on slide two — and her operating discipline will scale because we have promoted from within and we are hiring smart.

Maya El-Hashem has been with us since 2020. She built the concierge team from 4 to 14, she ran the EMR roll-out, she owns the hospitality pillar. She is being promoted to COO with this round, with an equity lift from 0.4 to 1.2%. That promotion signals to the Group that the next ten hires should be promoted from within.

Four hires. CFO in month three — public-equity-grade financial reporting, GCC private-company execution; we have three candidates, decision in month four. Group CMO KSA in month six — Saudi-board, SCFHS Consultant, Riyadh-based, owns clinics #2 and #5; candidates named, decision in month seven. CGO in month six — Gulf-region luxury-house brand-builder, Aesop/Diptyque/Le Labo/Hermès/One&Only tier, non-Groupon growth. CTO in month twelve — healthcare-EMR-experienced, ideally Gulf deployment, owns the LumeRx roadmap.

Advisory board: six seated, one opening Q4 for an investor-side principal. Nadia Al-Mulla chairs dermatology at KFSH&RC; Michel Le Maître is at Paris-Descartes; Rana El-Khatib is the founder of The Edit Dubai; Khalid Bin Taleb is ex-CFO of Al Habib Medical Group; Lina Ayyad is McKinsey; Aisha Al-Suwaidi is our patient representative, voting member since 2024.

Headcount ramp 64 today → 252 by year three. The team is the moat. We hire slowly, compensate above market, and promote from within.

Source / Proof

• Founder: DHA license #DHA/MD/2014/2241, valid through 2027-12-31
• Maya El-Hashem: HR file (anonymised reference) + audit report on concierge team build (2020–2024), internal
• Hire profiles: search mandates issued to Heidrick & Struggles Dubai + Spencer Stuart, 2026-Q3
• Advisory board: signed advisory agreements, KFSH&RC confirmation letterhead, McKinsey MENA affiliation verification
• Headcount model: HR Plan 2026–2029, signed off by Maya (COO) + Dr Sulaiman

SLIDE 09 — THE PROOF

Headline: What 7,840 patients, 41,200 treatments, and seven years have built. Sub-headline: Traction, retention, NPS, before/after case studies, and the press file.

9.1 Headline Metrics — Year 2018 → 2025

9.2 Cohort Retention Curves — Dr Aida vs. Industry

A 2024-vintage patient enrolled at the Al Wasl clinic:

Retention, 36 months after enrollment:
                                                       
Dr Aida:   ████████████████████████████████████  68%
Mid-tier:  ████████████████████                  38%
Value-tier: ████                                12%
           0%   20%   40%   60%   80%

A 2024-vintage patient enrolled in the longevity protocol at the Al Wasl clinic:

Retention, 36 months after enrollment:
                                                       
Dr Aida longevity:   ████████████████████████████████████████████  86%
Private longevity industry (US/EU):   ██████████████████████████   58%
                                    0%   20%   40%   60%   80%

9.3 NPS Deep-Dive — Why We Have NPS 78

NPS methodology: rolling 90-day, single-question survey sent via concierge app at day 30 post-treatment, with McKinsey GCC Consumer moderating the moderation. Industry comparison uses the UAE medical services benchmark from the YouGov UAE Patient Experience Report 2024.

Dr Aida 2024 NPS drivers — top open-ended themes (verbatim, anonymised):

9.4 Before/After Case Studies (Anonymised, 2024)

Case 1 — Post-Partum Pigmentation (Female, 34, Emirati).

• Diagnosis: post-inflammatory hyperpigmentation + melasma overlay (Fitzpatrick V), pregnancy-related.
• Protocol: Dr Aida bespoke pigmentation programme (12 months, 8 visits), including topical prescription (custom-compounded), 4 energy-device sessions (low-fluence Q-switched Nd:YAG), lifestyle overhaul (sleep, nutrition).
• Outcomes: evenness improvement measured by VISIA (8 of 9 markers); patient-reported satisfaction 9/10; converted to Longevity Protocol member.

Case 2 — Post-Traumatic Scarring (Male, 28, Syrian-German).

• Diagnosis: 3-year-old traumatic scarring across left cheek (Fitzpatrick IV).
• Protocol: 18-month scar revision programme — combination of fractional CO2 (6 sessions), intralesional 5-FU (3 sessions), daily custom topical (12 months), SPF and lifestyle.
• Outcomes: visible flattening and softening of scar; patient reported “feeling like my face is mine again”; patient converted to full patient (4 additional treatments across 18 months).

Case 3 — Pre-Wedding Lift (Female, 31, British-Indian, visiting Dubai).

• Diagnosis: photoaging, mild volume loss.
• Protocol: 6-week, 4-visit pre-wedding protocol — neuromodulator, hyaluronic acid micro-filler, bespoke skin-health programme, and lifestyle overlay coordinated with the wedding planner.
• Outcomes: bride reported “in the photos I look rested, not altered”; her mother became a patient within 6 weeks.

(All case studies anonymised; full patient charts and clinical photography available in data room under HIPAA-equivalent UAE Federal Law No. 2 of 2019 controls.)

9.5 Press Coverage — Selected Highlights

9.6 Net Promoter Score — Three-Year Trajectory

9.7 Visual Direction (Slide 9)

╔══════════════════════════════════════════════════════════════════════╗
║  THE PROOF                                                           ║
║  What 7,840 patients, 41,200 treatments, and seven years built       ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Headline metric strip — 4 large numbers]                             ║
║  7,840       41,200      78          $11.9M                          ║
║  patients    treatments  NPS         revenue                          ║
║                                                                      ║
║  [Cohort retention chart, left]                                       ║
║  [Press clipping strip, right]                                        ║
║                                                                      ║
║  [Case study cards, bottom — 3 anonymised cases]                      ║
║                                                                      ║
║  Source footnote: Dr Aida audited figures (KPMG, FY25),               ║
║  McKinsey GCC moderation of NPS, YouGov benchmark                     ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 4 minutes)

What do the numbers show? 7,840 active patients, 41,200 treatments last year, $11.9M revenue, 31% EBITDA, NPS 78 versus a UAE medical services benchmark of 36. Twelve-month patient retention 74% versus industry 42%. Sixty-month LTV AED 47,200 versus industry AED 18,500. Physician tenure 6.4 years versus industry 2.1. New patient acquisition from referral 38% versus industry 14%.

Two curves I want to draw your attention to. First, retention. A 2024-vintage patient, 36 months in, Dr Aida retains 68%. Mid-tier: 38%. Value-tier: 12%. Second, the same patient when enrolled in the longevity protocol, 36 months, 86%. This is why we are investing — the senior physician’s calendar is binding, and the longevity protocol is the wedge that converts the calendar into recurring relationship.

NPS 78 against a benchmark of 36, and the drivers are: physician continuity (34% of open-ended responses), editorial brand feel (28%), aftercare quality (21%), cultural fit (12%). Thirty-four percent of NPS commentary is “my doctor knew me.” That is the answer.

Three case studies on this slide. Post-partum pigmentation, post-traumatic scarring, pre-wedding lift. Anonymised, but the clinical photographs are in the data room under UAE privacy controls. The press file is eight major outlets in three years, no paid placements. Vogue Arabia, Harper’s Bazaar, Monocle Radio, Wallpaper*, Tatler, Gulf News, Honey & Ash, The Edit Dubai. The brand is taken seriously because the work is taken seriously.

Source / Proof

• Headline metrics: Dr Aida FY2025 Management Accounts (KPMG-audited, available in data room)
• Retention curves: internal cohort study (n=2,140 enrolled 2024), Q1 2025
• NPS: rolling 90-day via concierge app, moderated by McKinsey GCC Consumer team
• Industry benchmark (UAE medical services NPS 36): YouGov UAE Patient Experience Report 2024
• Case studies: anonymised; clinical photography and patient charts available in data room under UAE Federal Law No. 2 of 2019 controls
• Press: full clippings archive in data room Appendix D; all placements are earned, none paid (PA Affidavit v2.1)

SLIDE 10 — THE FINANCIALS

Headline: Three-year P&L projection, unit economics, breakeven analysis, and the math of $8M to $48M. Sub-headline: Forward-looking statements follow SEC Reg G conditions. Detailed assumptions in appendix.

10.1 Three-Year P&L — Dr Aida Group (US$, in thousands)

Note: year-three operating margin reflects the standard “new clinic ramp” profile (clinic #3 in M19–M24 partial year, clinic #4 in M25–M30 partial year, clinic #5 in M31–M36 partial year). Steady-state clinic-level EBITDA margin is 24–28%. Steady-state group EBITDA margin reaches ~24% by FY2030.

10.2 Forward View — FY2029–FY2030 (Steady-State)

10.3 Unit Economics — Single-Clinic Steady-State

10.4 Breakeven Analysis — Clinic #2 (Riyadh)

Clinic #2 capex: $2.8M (fitout, equipment, working capital). Operating breakeven on cash at month 20 (M27 calendar); P&L breakeven at month 28 (M35 calendar). Within Dr Aida’s benchmark of M22 and M30 respectively across the Group.

10.5 Capital Structure — Pre and Post Round

10.6 Sensitivity Analysis — Three Scenarios, FY2028E

10.7 Visual Direction (Slide 10)

╔══════════════════════════════════════════════════════════════════════╗
║  THE FINANCIALS                                                      ║
║  Three-year P&L projection, unit economics, breakeven analysis        ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Headline KPI strip — 4 large numbers]                                ║
║  $52M       $4.4M        8.5%       57:1                            ║
║  FY28 rev   FY28 EBITDA  FY28 marg. LTV:CAC                          ║
║                                                                      ║
║  [P&L table — three-year]                                              ║
║  [Unit economics table]                                               ║
║  [Breakeven curve — clinic #2, ASCII]                                 ║
║  [Capital structure — pre/post]                                       ║
║  [Sensitivity — three scenarios]                                      ║
║                                                                      ║
║  Source footnote: Dr Aida Management Plan v6.2; KPMG FY25 audit        ║
║  baseline; IQVIA MENA 2024 benchmarks                                  ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 4 minutes)

The financials. Three-year P&L. FY2026 — first year of the round — revenue $16.2M, EBITDA $1.5M, EBITDA margin 9.5%. Year two, clinic #2 opens M7, revenue $26.7M, EBITDA $1.7M. Year three, clinics #2, #3 and #4 are active (clinic #5 opens M31, partial year), revenue $52M, EBITDA $4.4M. The year-three EBITDA margin is compressed — 8.5% — because of the new-clinic ramp profile. The steady-state clinic-level margin is 24 to 28%, and the steady-state group margin reaches 24% by FY2030.

Unit economics on a single-clinic basis, fully ramped. Revenue per chair per day: $2,640, industry $1,840. AOV: $720, industry $480. CAC: $240, industry $620. LTV: $13,800 over 60 months, industry $5,400. LTV-to-CAC ratio: 57 to 1, industry 8.7 to 1. We do not spend our way to growth. We refer our way to growth. 38% of new patients are referrals.

Breakeven on clinic #2 Riyadh: capex $2.8M, cash breakeven at month 20, P&L breakeven at month 28. Both inside our internal benchmarks of 22 and 30 months.

Capital structure post-round: founder 53.4%, patient-investor group 29.4%, ESOP pool refreshed to 9.7% (including a 0.5% top-up for new hires), Series A 7.9% of equity for $8M — implying a post-money valuation of $32M. We considered a higher valuation. We chose a lower valuation because we want the Series A investor to be a long-term partner, not a flip mechanic.

Sensitivity on FY2028. Base case $52M revenue / $4.4M EBITDA. Down case — Riyadh slow ramp — $41.6M / $1.4M EBITDA. Up case — third clinic exceeds plan — $62.4M / $7.8M EBITDA. In all three scenarios, we hit FY2030 group EBITDA of $24M+, the seat belt for the exit math.

Source / Proof

• FY2025 baseline: KPMG audit (FY25) — full statements in data room
• Three-year P&L: Dr Aida Management Plan v6.2, signed off by CFO (interim), COO, and Medical Director (June 2026)
• Unit economics benchmarks: IQVIA MENA Aesthetic Medicine 2025; GulfTalent GCC Medical Compensation 2024
• Breakeven model: appendix F (clinic-level cashflow walk)
• Sensitivity model: appendix F scenario pack
• Forward-looking statements: SEC Reg G — non-GAAP measures include “EBITDA” and “Operating profit” as defined in §10.1 footnote

SLIDE 11 — THE ROADMAP

Headline: 36 months, five clinics, one protocol — the expansion plan. Sub-headline: Dubai → Riyadh → Doha → Abu Dhabi → Jeddah. One editorial house, then four more.

11.1 The 36-Month Timeline (ASCII Gantt)

           M1    M3    M6    M9    M12   M15   M18   M21   M24   M27   M30   M33   M36
           │     │     │     │     │     │     │     │     │     │     │     │     │
DUBAI      ████████████████████████████████████████████████████████████████████████████ ← Clinic #1, operating throughout
(FY25 base)
           │
SERIES A   ▒▒▒▒▒▒                                                                          
(close Q4) ▒▒▒▒▒▒ (Q4 2026 — close by Dec 2026)
           │
HIRES      ░░░░░██████████████████████████                                             
(CFO/CMO/  ░░░░░ M3-6 — CFO + Group CMO KSA; M6 CGO; M12 CTO
CGO/CTO)   ░░░░░
           │
RIYADH                ░░░░░░░████████████████████                                       
CLINIC #2             ░░░░░░░ search  4mo, fitout 4mo, soft launch M7 → ramp
(KSA)                 ░░░░░░░ M7-M18 active, full ramp M19+
           │
DOHA                                     ░░░░░░░██████████████████                
CLINIC #3                                ░░░░░░░ search M14, fitout M15-18
(QATAR)                                  ░░░░░░░ launch M19, ramp M19-M36
           │
ABU DHABI                                               ░░░░░░░████████████        
CLINIC #4                                               ░░░░░░░ search M22, fitout
(UAE)                                                    ░░░░░░░ M23-26, launch M27
           │
JEDDAH                                                          ░░░░░░░████      
CLINIC #5                                                         ░░░░░░░ search
(KSA)                                                              ░░░░░░░ M28, fitout M29-32, launch M33
           │
COMPLETE 5-CLINIC GROUP                                                                ◀━ M36 milestone

11.2 Per-Clinic Launch Profile — Standardised

Every clinic follows the same 7-step launch process, codified after Clinic #1:

11.3 Per-City Fitout Spec — Standardised, ~$2.8M Capex Each

11.4 Per-City Hiring — Standardised ~24 Staff + 5 Physicians Per Clinic

11.5 Hiring Pacing — 4 Physicians per Clinic, 24 per Launch

Each clinic needs 4 physicians. The GCC aesthetic medicine market is small. Senior dermatologists are scarce. The hiring pacing is:

• Months -9 to -6: Recruit Clinic Medical Director (target: 1 in 1.5 hires).
• Months -6 to -3: Recruit 2 Consultant Dermatologists + 2 Associate Dermatologists (target: 4 in 7 hires — assumes 0.55 probability of any given candidate closing, calibrated against aesthetic-medicine recruitment data).
• Months -3 to M+0: Train in Dubai (12-week curriculum at Al Wasl training studio).
• Month M+0 to M+3: Soft launch under supervision of Dubai-based senior physician (1 rotation per week).

The bottleneck is senior dermatologists. Our recruitment thesis is: the practice will hire from top-decile institutions in GCC + Egypt + Jordan + Lebanon, with structural retention (ESOP, salary benchmark, clinical autonomy, 4-block cap) as the differentiator.

11.6 Visual Direction (Slide 11)

╔══════════════════════════════════════════════════════════════════════╗
║  THE ROADMAP                                                         ║
║  36 months, five clinics, one protocol                                ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Gantt chart — full 36-month timeline, ASCII rendered]               ║
║                                                                      ║
║  [5 city cards — Dubai (anchor), Riyadh, Doha, Abu Dhabi, Jeddah]    ║
║   Each card: address, sq ft, capex, headcount, launch date, Y3 rev    ║
║                                                                      ║
║  [7-step launch process — table]                                       ║
║                                                                      ║
║  Source footnote: Dr Aida Expansion Playbook v2.1 (internal)          ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 3 minutes)

The roadmap. Thirty-six months. We start where we are — Dubai, Al Wasl, fully ramped — and we add four clinics in four new cities in the order Riyadh, Doha, Abu Dhabi, Jeddah. The order is not arbitrary; it follows regulatory ease, market demand, and partnership thesis.

Riyadh first. The Saudi market is the largest aesthetic-medicine opportunity in the GCC ($880M premium-tier SAM by 2028). Our advisory board includes Dr Nadia Al-Mulla from KFSH&RC, and we have a licensing framework already negotiated with SCFHS. Capex $2.8M, opening month 12 of the round.

Doha. The Qatari medical tourism corridor is one of the best-travelled paths in the region, and we have a Mandarin Oriental partner relationship that we can extend. Capex $2.8M, opening month 18.

Abu Dhabi. The UAE-1 of DOH and the ADGM corridor. Capex $2.8M, opening month 24. Importantly, this is the home-market clinic — the UAE regulator already knows us — and the unit economics should mirror Dubai by month 30.

Jeddah. The second Saudi city, opening month 30 of the round. Jeddah is the western Saudi market — a tourist-facing, lifestyle-oriented city — and the editorial hospitality pillar should perform particularly well there. Capex $2.8M, opening month 30.

At month 36 we have five editorial aesthetic medicine houses across five cities, all operating under one protocol, with group revenue at $78M annualised and 252 staff. That is the deal.

Source / Proof

• Expansion Playbook v2.1: internal, signed off by Dr Sulaiman, COO, CFO (interim), and Chief of Medicine Designate
• City launch sequence: rationale memo appended; SCFHS, DOH, MOH negotiations in data room Appendix I
• Per-clinic capex: Bill of Quantities (IFC issue, 2025-Q2) for the Al Wasl flagship, escalated per city (+18% for Riyadh, +12% for Doha, +6% for Abu Dhabi, +14% for Jeddah)
• Hiring pacing: HR Plan 2026–2029; recruitment consultancy quote — Heidrick & Struggles Dubai (2026-Q3)

SLIDE 12 — THE ASK

Headline: US $8,000,000 Series A — $3.5M clinic capex, $2.0M team, $1.5M technology, $1.0M marketing. Sub-headline: We are deliberately raising the smallest round that gets us to five clinics. Two follow-on rounds are modeled.

12.1 The Round — Headline Terms

12.2 Use of Proceeds — Detailed Breakdown

12.3 Milestone-Based Release of Escrow

Total: $8,000,000 released over 24 months, against a 36-month expansion plan. The escrow gives the investor haircuts on each milestone. This is unusual; we offer it because we are confident.

12.4 Follow-On Round Projections

We have deliberately raised the smallest Series A that gets us to five clinics. The Group will need a follow-on Series B in 18–24 months, sized at $24–32M, to fund the next wave of expansion (likely: 8–10 incremental clinics; possibly a longevity-clinic category extension; possibly a regional distribution agreement for the cosmeceutical retail line). At a $32M post-money today, a future Series B at $120–180M is reasonable, contingent on exit velocity.

12.5 Series A Investor Optionality — What the Investor Receives

The Series A investor (MMA Gulf Healthcare I) receives, in addition to the 7.9% equity stake:

12.6 Visual Direction (Slide 12)

╔══════════════════════════════════════════════════════════════════════╗
║  THE ASK                                                             ║
║  US $8,000,000 Series A                                              ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Round summary — 4-block card top]                                   ║
║   Size $8.0M | Pre $24M | Post $32M | 7.9%                           ║
║   Lead MMA Gulf Healthcare I ($5.0M)                                  ║
║   Co-lead Family Office Gulf ($1.0M)                                  ║
║   F&F + others ($2.0M)                                                ║
║                                                                      ║
║  [Use-of-proceeds pie — ASCII-rendered four-segment]                  ║
║   $3.5M capex (43.75%) ████████                                       ║
║   $2.0M team (25.00%) █████                                          ║
║   $1.5M tech (18.75%) ████                                           ║
║   $1.0M marketing (12.50%) ███                                       ║
║                                                                      ║
║  [Use of proceeds table]                                              ║
║  [Escrow milestones — 6 tranches]                                     ║
║  [Investor optionality — 9-box card]                                  ║
║                                                                      ║
║  Source footnote: Term Sheet v3.1; Cap Table 2026-07                  ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 3 minutes)

We are raising $8M Series A. Pre-money $24M, post-money $32M, 7.9% of issued shares. Lead is MMA Gulf Healthcare I at $5M. Co-lead is a Gulf family office at $1M, name in the data room. Three named LPs at $2M total, individual checks at or below $1M each.

Use of proceeds. $3.5M clinic capex — four clinics, $2.8M each on average, $1.1M of which is real estate and fitout, $620k of which is medical equipment, $380k of which is furniture and hospitality, $720k of which is IT and EMR. $2M team — the CFO, the COO promotion, the Group CMO KSA, the CGO, the LumeRx CTO, and ESOP top-up. $1.5M tech — the LumeRx-Aesthetic Stage 7 build, the gen-AI clinical-assist tooling, the concierge app revamp, the data warehouse, and cybersecurity. $1M marketing and patient acquisition — Riyadh and Doha brand launches, hotel-partner extensions, earned media, a measured performance marketing layer.

We deliberately raised the smallest Series A that gets us to five clinics. The follow-on Series B is 18 to 24 months out, sized $24–32M, to fund the next eight-to-ten clinics.

On escrow: the $8M is released in six milestone tranches, and the investor keeps the haircut at each milestone. That is unusual; we offer it because we are confident.

What the investor receives. Seven-point-nine percent of equity, one board seat, quarterly reporting, monthly KPI dashboard, quarterly in-person board meetings, annual on-site clinical review. Broad-based anti-dilution, standard pro-rata, MFN clause within 18 months. This is the deal.

Source / Proof

• Term Sheet v3.1: signed 2026-06-18, lead investor MMA Gulf Healthcare I
• Cap Table: anchored 2026-07-08, governance-on-track
• Use-of-proceeds breakdown: appendix H — cost-build, per line item, per clinic
• Escrow milestones: appendix I — escrow agreement draft, milestones mapped
• Series A comparison: 4 Gulf-aesthetic medicine Series As (last 24 months) at $24M–$40M pre-money (Pitchbook data, data room Appendix L)

SLIDE 13 — THE RISKS

Headline: Five categories of risk. Each has been mapped, each has a mitigation. We name them now so the term sheet doesn’t have to. Sub-headline: A clean term sheet is a term sheet where every risk is acknowledged and addressed.

13.1 The Five Risk Categories

13.2 Risk 1 — Regulatory

What could happen. A change in scope of practice (e.g. SCFHS reframing aesthetic-licence categories so that laser hair reduction becomes Specialist-tier instead of Consultant-tier — which would force a 6-month reorganisation of clinic #2 staff); or a clinic-licence hold pattern (DHA / DOH / SCFHS batches approvals in quarterly windows and a missed window could delay a clinic opening 12 weeks).

Probability and impact. Probability medium (it has happened once in the past five years — DHA introduced aesthetic-licence categories in 2022). Impact high.

Mitigation. Dr Sulaiman served on the DHA Aesthetic Medicine Working Group 2022–2024; Dr Nadia Al-Mulla on our advisory board chairs dermatology at KFSH&RC; Dr Sulaiman is a guest lecturer at Paris-Descartes (regulatory accession). We file our quarterly compliance reports 30 days ahead of deadline, and we operate a multi-clinic redundancy plan: any single clinic can absorb patient overflow from another if a regulatory hold affects opening.

13.3 Risk 2 — Reputational

What could happen. A patient has a poor outcome (e.g., laser burn, filler occlusion, infection); goes to social media; goes viral. Or a disgruntled ex-employee posts negative commentary; or a competitor runs a “Dr Aida is expensive” campaign with fabricated claims.

Probability and impact. Probability low. Impact very high.

Mitigation. Three layers. Clinical layer: 81% protocol-compliance, named aftercare nurse, day-14 follow-up, named medical advisory board. Operational layer: crisis playbook rehearsed twice annually, including a 24-hour concierge hotline with named escalation, a press-trained founder spokesperson (Dr Sulaiman + agency-of-record), a one-page patient-friendly explanation playbook. Legal layer: UAE Cybercrime Law (Federal Law No. 5 of 2012) and UAE Media Regulation Office framework offer civil and criminal recourse; we have a pre-cleared injunction template on file. We have not yet had an event requiring deployment of the playbook.

13.4 Risk 3 — Talent (Senior Physician Retention)

What could happen. A senior physician leaves (e.g., to open a competitor practice, to a competitor chain, to retire); the practice loses clinical capacity and brand equity.

Probability and impact. Probability medium (industry attrition 2.1 years; we have experienced 7 voluntary departures out of 41 senior clinical staff over the past seven years — 17% lifetime attrition vs industry 35%+). Impact high.

Mitigation. Four layers, all in current operation: ESOP (12% pool, vesting at year 2, cliff at year 2 — 100% of clinical staff are participants); clinical autonomy (the physician — not management — decides what is medically appropriate; MAB approves protocol changes, not management); salary (28% above benchmark per GulfTalent 2024); 4-block cap (no physician works more than 4 treatment blocks per day, regardless of demand — this is the single most cherished rule in the practice). Succession planning is explicit: every physician has at least one junior physician in their 12-week training programme, and one senior physician on the MAB has them in line for chief-of-medicine role at any future clinic.

13.5 Risk 4 — Currency / Macro

What could happen. Oil-price decline compresses GCC discretionary spend; an oil-shock-driven regional recession reduces aesthetic-medicine volume.

Probability and impact. Probability low-medium. Impact medium. (Past oil-shock episodes — 2014–16, 2020 — saw GCC aesthetic-medicine volume dip 8–14% for 6–18 months, then recover; the premium-tier dipped 4–8% on average during the same windows, per Mordor Intelligence and Alpen Capital historical review.)

Mitigation. Reserve build: by FY2028 we will hold $14M+ of cash on the balance sheet, sufficient to fund 18 months of group operations at FY2026 cost structure. USD/AED peg has been intact since 1997; QAR/USD peg since 2005; SAR/USD peg since 1986. The currencies we transact in are de facto USD, eliminating FX exposure on revenue. Operating cost is 84% GCC-local (AED, SAR, QAR), so we have a small USD mismatch on the tech line ($1.5M round proceeds; ~$580k of cost) which is the only material FX exposure, and we hold a USD float to cover it. The macro tailwind we bet on is demographic, not discretionary, so we are not as exposed as value-tier operators.

13.6 Risk 5 — Cultural / Religious

What could happen. A campaign, an event, or a public-facing communication is read as culturally insensitive in KSA or Qatar. Examples: a campaign with visible skin exposure in a Saudi publication; a Friday-evening clinic opening in Riyadh when Friday is the Jumu’ah day; a co-marketing campaign with a partner whose values are misaligned.

Probability and impact. Probability low. Impact high.

Mitigation. Three layers. Cultural Advisory Council — a 5-person council drawn from Saudi and Emirati cultural advisors + the founder + the COO — reviews every campaign, every event, and every co-marketing arrangement before production. (Cost: $40k/yr; budgeted in marketing line.) Operational defaults: clinics in Saudi and Qatar observe Friday-rest discipline (Fridays have reduced hours; Friday is for staff rest and family); modest defaults on uniform, photography, and patient-facing materials; no alcohol served in any clinic; gender-mixed couples are greeted and treated with care (each patient on their own consent, never co-bundled); all patient-facing materials are gender-respectful. KSA-specific cultural brief is a one-pager that every new staff member in KSA is briefed on at day one (issued by the Cultural Advisory Council).

13.7 Visual Direction (Slide 13)

╔══════════════════════════════════════════════════════════════════════╗
║  THE RISKS                                                           ║
║  Five categories, each mapped, each mitigated                         ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Five-card matrix — top band]                                        ║
║   REG │ REP │ TAL │ CUR │ CUL                                         ║
║   M/H  L/VH  M/H  L/M  L/H                                            ║
║                                                                      ║
║  [Each card — 1 short paragraph summary + 3-line mitigation]          ║
║                                                                      ║
║  Source footnote: UAE Federal Law No. 5 of 2012, GulfTalent 2024,     ║
║  DHA / SCFHS / DOH / MOH filings, Cultural Advisory Council Charter   ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 3 minutes)

Five risk categories. Each has been mapped, each has a mitigation. We name them now so the term sheet doesn’t have to.

Regulatory. Probability medium, impact high. We’ve already lived this once — DHA introduced aesthetic-licence categories in 2022. Dr Sulaiman was on the working group. Our advisory board has Dr Nadia Al-Mulla from KFSH&RC. We file our quarterly compliance reports 30 days ahead of deadline, and we have a multi-clinic redundancy plan.

Reputational. Probability low, impact very high. Three-layer mitigation: clinical (protocol, aftercare, MAB), operational (crisis playbook rehearsed twice a year, named founder spokesperson), legal (UAE Cybercrime Law, pre-cleared injunction template). We have not yet had an event requiring the playbook.

Talent. Probability medium, impact high. Industry attrition is 2.1 years. We have 6.4. Four layers of retention: ESOP at year 2, clinical autonomy, salary 28% above benchmark, the four-block cap. The four-block cap is the most cherished rule in the practice.

Currency and macro. Probability low-medium, impact medium. We are hedged three ways: cash reserve build ($14M+ by FY28), USD-pegged currencies, demographic-not-discretionary tailwind. If the bottom drops out of oil and the premium tier dips 6%, we have 18 months of operating runway to ride it out.

Cultural and religious. Probability low, impact high. Cultural Advisory Council reviews every campaign, every event, every co-marketing arrangement before production. Friday-rest discipline in KSA and Qatar. Modest defaults on every patient-facing surface. All of this is in the cost build, every cycle.

Source / Proof

• Industry attrition rates: GulfTalent GCC Medical Compensation 2024; Deloitte UAE Provider Audit 2024
• Macro and oil-shock historical review: Mordor Intelligence, Alpen Capital
• Currency pegs: UAE Central Bank (1997), Qatar Central Bank (2005), SAMA (1986)
• Crisis playbook: appendix J — drafted 2024-Q3 with Emirates战略集团 crisis-communications firm
• Cultural Advisory Council: charter signed 2025-Q1 by Dr Sulaiman, COO, and three external advisors
• UAE Cybercrime Law: Federal Law No. 5 of 2012

SLIDE 14 — THE VISION

Headline: Five years out — a category-defining editorial medicine house built across the GCC. Sub-headline: The most likely exit is a strategic acquisition by a tier-1 healthcare group. The optional second path is a roll-up to 15 clinics and a Series C.

14.1 The Two-Year Plan (2027 — Five Clinics Operational)

By end of 2027 we have five editorial clinics across Dubai, Riyadh, Doha, Abu Dhabi, Jeddah. Group revenue $52–58M annualised. Group EBITDA $4.4–7.8M (sensitivity-dependent — base case $4.4M). Patient roster across the group ~24,000 active patients. 196 staff. The protocol has been instantiated in five cities and benchmarked across the GCC.

What we do in 2027:

• Lock the protocol. Standardise the patient journey across all five clinics. Run internal benchmarks on physician productivity, retention, protocol compliance, longevity enrolment, AOV, CAC, LTV:CAC.
• Lock the brand. Finalise the publication of Brand Book Edition 2.0, including the country-variant chapters (Riyadh, Doha, Abu Dhabi, Jeddah).
• Lock the MAB. Add two more external advisors; institutionalise the MAB as a more formal governance body.
• Lock the board. Add 1 independent director (institutional, Gulf healthcare background).
• Lock the operating leverage. Confirm the steady-state group EBITDA margin profile is on track for 24% by FY2030.

14.2 The Five-Year Plan (2030 — Two Exits Ahead)

By 2030 we have two strategy paths, and we have not yet chosen.

Path A — Strategic Acquisition (Base Case). A tier-1 healthcare group (e.g., NMC Healthcare post-restructuring, or Mubadala’s healthcare arm, or a PIF-aligned healthcare platform) acquires the Group for 8–12× trailing EBITDA (industry healthcare-services M&A multiple, 2024–2025 vintage). At 24% steady-state EBITDA on $92M FY2030 revenue, that is $22M EBITDA × 10× = $220M transaction value. At today’s 25% dilution, Series A investors’ $5M check is worth ~$13.8M at exit (a 2.8× gross MOIC, 5-year hold; IRR of 22% with reasonable assumptions; IRR of 36% in up-case). This is a median IRR of 25–35% for the Series A investor over the hold period.

Path B — Roll-Up (Up Case). The Group does not sell. We raise a Series B at $120–180M post-money and a Series C at $400–550M post-money, fund 10 incremental clinics across the GCC + Egypt + Turkey, and either (a) list on ADX or Tadawul in 2030–2031 or (b) sell to a strategic in 2032 at a 12–14× multiple. At $92M FY2030 revenue, 27% margin, that is $25M EBITDA × 13× = $325M transaction value, or higher if we extend into MENA/Turkey. Series A investors’ $5M is worth $22M+ at this exit (4.4× gross MOIC over 5–7 years).

14.3 What the Editor Does After the Sale (Dr Sulaiman’s View)

If Path A closes, Dr Sulaiman does not exit the practice. She signs a 5-year retention agreement as Group Chief Medical Officer of the acquirer. The practice’s editorial voice is preserved; the protocol is preserved; the brand is preserved. This is what she has said publicly in advisory meetings with would-be acquirers (3 named parties to date, all confidential). The condition for her exit is the continuation of the protocol. The condition she has stated explicitly: “I would rather this practice lose an offer than gain one that allows it to become a chain.”

14.4 What 2030 Looks Like (Operating View, Either Path)

By 2030 the practice has:

• 92,000 patients on the Group roster
• 5 editorial clinics (GCC)
• 450 staff (including 60 physicians)
• $92M revenue · $24M EBITDA · 26% margin
• NPS 76+ sustained
• 5 country variants of the Brand Book (Dubai is the canonical, 5 city variants live)
• A regional longevity-medicine unit (probably as a separate clinical category; could be Path B’s first adjacency)
• A LumeRx-Aesthetic Stage 7 certification (HIMSS highest tier)
• A considered cosmeceutical line (Dr Aida Script — 6 SKUs, distributed via the clinics, on the concierge app, never on retail)

14.5 Visual Direction (Slide 14)

╔══════════════════════════════════════════════════════════════════════╗
║  THE VISION                                                          ║
║  Five years out — a category-defining editorial medicine house        ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║  [Two-exit pathway diagram — ASCII tree]                              ║
║                                                                      ║
║                         ┌─ Path A: Strategic acquisition ────┐       ║
║                         │      8-12× trailing EBITDA           │       ║
║                         │      $220M transaction value        │       ║
║                         │      Series A gross MOIC 2.8×       │       ║
║                         │      IRR 22-36% over 5 yrs          │       ║
║        Dr Aida ─────────┤                                     │       ║
║        Group ───────────┤                                     │       ║
║        2030             │                                     │       ║
║                         └─ Path B: Roll-up ──────────────────┘       ║
║                                Series B $120-180M                    ║
║                                Series C $400-550M                    ║
║                                15 clinics GCC + Egypt + Turkey      ║
║                                IPO 2030-31 OR Sale 2032             ║
║                                Series A gross MOIC 4.4×             ║
║                                                                      ║
║  [Three boxes — what 2030 looks like operating]                       ║
║   92K PATIENTS   450 STAFF   $92M REV • 26% MARGIN                    ║
║                                                                      ║
║  Source footnote: Healthcare-services M&A multiples (Deloitte 2024),   ║
║  Pitchbook GCC healthcare-services vintage 2024-2025                 ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 2 minutes)

The vision. Five years out. Two paths.

Path A, the base case, is a strategic acquisition. A tier-1 healthcare group — there are three credible candidates, names in the data room under NDA — acquires the Group at 8–12× trailing EBITDA. At FY2030 group EBITDA of $22M, that is a $220M transaction. Series A investor’s $5M check is worth $13.8M at exit, 2.8× gross MOIC, 22–36% IRR over five years. That is the median healthcare-services PE return profile.

Path B, the up case, is a roll-up. Series B at $120–180M, Series C at $400–550M, ten incremental clinics across GCC + Egypt + Turkey, list on ADX or Tadawul in 2030–31 or sell to a strategic in 2032 at 12–14× multiple. Series A is worth $22M+, 4.4× gross MOIC over 5 to 7 years.

The two paths are not mutually exclusive in time. Path A is the more likely outcome given founder preference and GCC healthcare-services M&A history. Path B is the upside.

What I will say about the founder. Dr Sulaiman has stated to three named would-be acquirers that she will not exit the practice — she will sign a 5-year retention as Group CMO if Path A closes, on the explicit condition that the protocol be preserved. “I would rather this practice lose an offer than gain one that allows it to become a chain.” That is the founder. That is the practice.

Source / Proof

• Healthcare-services M&A multiples: Deloitte GCC Healthcare M&A Report 2024 (8–12× EBITDA range, with 10× as median for premium-tier)
• Pitchbook GCC vintage healthcare 2024–2025: data room Appendix L
• Founder’s condition: paraphrased from advisory meetings with named would-be acquirers (all confidential); signed term in the founder retention agreement (drafted 2024-Q4)
• LumeRx-Aesthetic Stage 7: HIMSS Stage 7 certification timeline projected for FY2028-Q4
• Cosmeceutical line: Dr Aida Script — internal launch plan, drafted 2024-Q4

SLIDE 15 — CONTACT

Headline: Continue the conversation. Open the data room. We are ready when you are. Sub-headline: Three named contacts, a secure data room, and a calendar. The call is on your schedule.

15.1 Primary Contact

15.2 Secondary Contact

15.3 Secure Data Room

15.4 Calendar Booking & Site Visits

15.5 What Happens After You Reach Out

1. Within 24 hours — Maya confirms receipt and pre-reads your context (calibrated from your firm’s profile).
2. Within 7 days — 30-minute discovery call; Dr Sulaiman joins if requested.
3. Within 14 days — full data-room access provisioned to named individuals at your firm, signed NDA on file.
4. Within 21 days — half-day site visit at Al Wasl, including a brief observation of protocol-compliant patient flow (with explicit patient consent).
5. Within 30–45 days — term sheet if both sides are aligned; binding LOI by week 7; closing by week 16.
6. At signing — escrow wired; round closes at milestone releases per slide 12.3.

15.6 Visual Direction (Slide 15)

╔══════════════════════════════════════════════════════════════════════╗
║  CONTACT                                                             ║
║  Continue the conversation. Open the data room.                       ║
║  ─────────────────────────────────────────────────────                ║
║                                                                      ║
║   ┌────────────────────┐     ┌───────────────────────────────┐        ║
║   │ PRIMARY            │     │ SECONDARY                     │        ║
║   │                    │     │                               │        ║
║   │  Maya El-Hashem    │     │  Dr Aida Sulaiman             │        ║
║   │  Chief Op. Officer │     │  Founder & Medical Director   │        ║
║   │                    │     │                               │        ║
║   │  maya.elhashem@    │     │  aida.sulaiman@               │        ║
║   │  draida.example    │     │  draida.example               │        ║
║   │                    │     │                               │        ║
║   │  +971 50 555 0188  │     │  [gated by NDA]               │        ║
║   │                    │     │                               │        ║
║   │  Calendly: 30 min  │     │  By appointment               │        ║
║   └────────────────────┘     └───────────────────────────────┘        ║
║                                                                      ║
║   ┌──────────────────────────────────────────────────────┐           ║
║   │  SECURE DATA ROOM                                    │           ║
║   │                                                      │           ║
║   │  https://firmex.com/draida-series-a                  │           ║
║   │  NDA + MFA + 30-day expiry                           │           ║
║   │  24 documents available                               │           ║
║   │  See data room index — slide 15.3                     │           ║
║   └──────────────────────────────────────────────────────┘           ║
║                                                                      ║
║   We are ready when you are.                                         ║
║                                                                      ║
╚══════════════════════════════════════════════════════════════════════╝

Speaker Notes (the presenter actually says, 1 minute)

Thank you. Three ways to continue. Maya El-Hashem, Chief Operating Officer, maya.elhashem@draida.example, +971 50 555 0188, Calendly in the URL. She is the IR lead and will own the conversation end-to-end. Dr Aida Sulaiman is the secondary contact, gated by NDA — request through Maya. The data room is firmex.com/draida-series-a, MFA-gated, 30-day expiry, 24 documents. We will provision your team’s access within 14 days of a 30-minute call. Site visits at Al Wasl flagship start weekly from Q4 2026; a half-day is the minimum and we recommend it. Riyadh site walks open Q1 2027. We close the round in Q4 2026. The clock is short by design. We are ready when you are.

Source / Proof

• Primary IR contact: in the data room — HR file + signed offer letter for Maya El-Hashem (promotion effective Q4 2026)
• Data room: Firmex account — 24 documents loaded, NDA template ready, access provisions through Maya
• Calendar: Calendly standard tier, professional account, calendar booking URL will be wired to Maya’s domain
• Firmex SLA: 24-hour response from named IR contact during business hours
• Site-visit availability: confirmed by Maya (COO) + Al Wasl ops schedule

APPENDIX A — SOURCE PACK

A.1 Market Sourcing

A.2 Internal Documents Cited

A.3 Forward-Looking Statements and Non-GAAP Disclosure

This deck contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of 1934. Forward-looking statements include those related to (a) expected revenue, EBITDA, margins, and cash position; (b) clinic roll-out schedule; © hiring and headcount; (d) regulatory developments and mitigations; (e) market size, growth and penetration assumptions; (f) exit scenarios and investor returns.

Forward-looking statements are based on management’s current expectations and assumptions about future events and are subject to risks and uncertainties, including those set forth in slide 13. Actual results could differ materially from those projected. The Company undertakes no obligation to update any forward-looking statements, except as required by law.

Non-GAAP measures used in this deck include: EBITDA (defined as net profit before interest, tax, depreciation and amortisation), LTV (60-month cohort-based lifetime value), CAC (patient acquisition cost attributable to a 60-month cohort), AOV (average order value per visit), LTV:CAC (ratio defined above), NPS (Net Promoter Score, methodology per Reichheld 2003 + McKinsey GCC moderation), Gross Margin (revenue minus direct costs, including clinical consumables, retail cost, direct staff). These are non-GAAP measures and should not be considered in isolation or as a substitute for the most directly comparable GAAP measures.

A.4 Glossary

DOCUMENT FOOTER

Dr Aida. Edit with a light hand.

— End of Pitch Deck. Thank you for your time. —