A virtual medical group for the members traditional delivery reaches last.
The language should meet the member where they are.
The result should be documented cleanly to the measure.
Care gaps are a distribution problem.
Before they are a motivation problem, a technology problem, a funding problem, or a clinical knowledge problem, care gaps are a problem of distribution. The members who need preventive care most are the members for whom the traditional delivery system works least well.
Transportation, time, trust, language, and fragmentation compound into a single outcome. A closed loop that never closes.
Federally Qualified Health Centers serve 32 million patients, most of them Medicaid-eligible, most of them from communities with elevated clinical risk. Screening rates at these sites persistently trail national benchmarks by fifteen to twenty percentage points. This is not because the care teams are unmotivated. It is because closing a screening gap requires reaching a member between visits, in their preferred language, at the right cadence, with a modality they will actually use.
That work takes operational capacity that front-line clinical teams do not have.
Robinhood Health was built to contribute that capacity. We are a virtual medical group that partners with FQHCs and Medicaid managed care plans as a contracted clinical service. Our physicians become the ordering providers of record. Our nurses close the loop on abnormal results. Our infrastructure handles identification, outreach, testing, and reporting—so the front-line team can focus on the care only they can deliver.
The barrier is almost never the patient. It is the system's ability to meet them where they are.
Everything downstream of that thesis—our care model, our infrastructure, our partner relationships—is an attempt to honor it.
A clinical service, not a platform.
We are not a technology vendor. We are not a member engagement tool. We are not a software product. We are a clinical group that contracts with safety-net providers and Medicaid plans to deliver a specific set of preventive services to a specific kind of patient population.
The work is narrow by design. For 2026 we focus on three measures: colorectal cancer screening, hemoglobin A1c control, and kidney health evaluation. Each is a recognized HEDIS measure and a tracked UDS metric. Each addresses a condition that is disproportionately undetected in Medicaid populations, disproportionately costly when undetected, and disproportionately preventable with timely screening.
We deliver the work end to end. Our technology identifies eligible members from their clinical history. Our AI-powered nursing assistant engages them bilingually over SMS. Our licensed physicians sign every order. CLIA-certified kits ship to the home. Our nurses coordinate diagnostic follow-up for abnormal results. The completed record documents back to the partner's system for measure credit.
We built the infrastructure to make this work possible—Sherwood as the clinical system of record, Mariann as the patient engagement layer—but the infrastructure is not what we sell. It is how we do our job. What we sell is the job done.
A lesson from the last company.
Robinhood Health is a second act. The lesson from the first is the reason the second exists.
Before Robinhood Health, the founding team built a clinical decision support platform for medical groups and health systems. It scaled to one hundred and eighty care sites, integrated with every major EHR, and closed a successful exit in 2021.
It also revealed something uncomfortable. No matter how good the decision support got, the outcomes it produced were bounded by whether the doctors received it well, used it consistently, and had the operational capacity to act on it. For well-resourced health systems, those conditions mostly held. For the safety-net clinics and Medicaid-focused medical groups, they often did not.
The reasonable conclusion, after several years of watching that ceiling from below, was that the highest-leverage move for the populations who most need preventive care is not to give their doctors better software. It is to become the doctor, and become the technology, at the same time. To own both halves of the problem.
Robinhood Health is what that conclusion looks like when it is executed.
From foundation to whole-person care.
Three screenings is a wedge, not an endpoint. The same infrastructure, the same clinical team, and the same partner relationships extend naturally into adjacent preventive services that Medicaid populations are systematically underserved on.
For 2026, the program stays focused on colorectal, diabetes, and kidney screening. Doing these three well, at scale, with closed-loop follow-up, is the work.
For 2027, the roadmap extends to cervical cancer screening, adult immunization support, medication therapy management, and same-day virtual urgent care. Each of these is a recognized quality measure, each is deliverable through the infrastructure we have already built, and each is a service that Medicaid populations use at rates dramatically below the commercial benchmark.
The longer horizon is a whole-person preventive care service for Medicaid-eligible adults, delivered entirely by a contracted clinical team, documented entirely to the measures that matter to our partners, and economically structured to make it possible for a Medicaid plan or an FQHC to buy what they could not otherwise afford to build.
That is the company.
The rest is a conversation.
If what we do matches something you are trying to accomplish—as an FQHC, as a Medicaid plan, as a collaborator—write us. We answer.
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