Boulder Node One — Operations Brief
The technology is deployed. The legal structure is drafted. The physician partnership is in place. What comes next is operations — recruiting caregivers, enrolling families, building Boulder's aging care cooperative from the ground up.
Before anything else
A job is transactional. This is a founding role in a worker-owned cooperative — which is a different thing entirely. Here is what that means in practice.
You would not be paying to use a system someone else owns. You would be a Patron Member and Founding Contributor Member of co-op.care Technologies LLC — a cooperative you own alongside the caregivers and families you serve.
No equity is sold. No returns are promised. The cooperative is owned by its members — workers and families — not by outside investors. Your equity comes from contribution, not capital.
Blaine and our medical director are not above you in an org chart. They are co-founders and technical partners. You run Boulder operations. They handle technology, clinical oversight, and federation architecture.
How the business works
co-op.care generates revenue from three distinct sources. Boulder Node One participates in all three.
our Chief Medical Officer reviews AI-generated LMNs and signs them. Each LMN unlocks HSA/FSA eligibility for the family — up to $936/year in tax savings. We charge $49 per letter. our medical director reviews 10–20 per hour. This is national from Day 1 and requires zero Boulder caregivers.
Revenue: $49/letter · margin: ~85%
Families pay $59/month for cooperative membership (care coordination, CareOS access, Sage AI, advance care planning) plus direct care services billed at market rate. Caregivers are W-2 employees earning $25–28/hour — meaningfully above Colorado's $19.29 home care minimum.
Revenue: $59/mo + care hours · recurring
When Boulder proves the model, other communities can license the co-op.care Protocol — CareOS, the Omaha-to-FHIR mapping, training materials, and brand — for $5,000 setup and 3% of Gross Member Revenue annually. Boulder participates in that revenue as Node One of the federation.
Revenue: $5K + 3% GMR per node · Year 2+
The role
Three people build Boulder Node One. The responsibilities are distinct and non-overlapping. This table is the actual working agreement.
Find four caregivers who want to own their work. Find ten families with an aging parent who need support. Start with coffee and a CareOS demo. Build trust. That is the job. The platform, the physician, the legal structure — all of it is already there. You are the community relationship that makes it real in Boulder.
Go-to-market
Four phases. Sequenced so revenue funds operations before external capital is required. Each phase unlocks the next.
The numbers
This is modeled on an average family using 10 hours/week of direct care. Heavier-care families improve the economics; lighter-care or coordination-only families reduce them. The membership fee is what makes the model work.
| Item | Basis | Monthly |
|---|---|---|
| Care services billed to family | 10 hrs/wk × $28/hr × 4.3 wk | $1,204 |
| Membership fee | $59/month flat | $59 |
| Gross Member Revenue (GMR) | $1,263 | |
| Caregiver W-2 wages | 10 hrs/wk × $25/hr × 4.3 wk | ($1,075) |
| Solidarity Fund (after Year 1) | 3% of GMR | ($38) |
| Co-op net per family | Before overhead | $150 |
| Families enrolled | Monthly co-op net |
|---|---|
| 10 families | $1,500 |
| 20 families | $3,000 |
| 30 families | $4,500 |
| 50 families | $7,500 |
| Break-even (ops lead salary) | ~30 families |
Operations lead salary funded at ~30 families. LMN revenue supplements during ramp. Actual break-even lower if lead takes partial salary in FCM equity.
| Period | Families | Annual GMR |
|---|---|---|
| Year 1 | 50 | $758K |
| Year 2 | 150 | $2.27M |
| Year 3 | 200 + nodes | $3M+ |
Year 3 includes first protocol licensing revenue from Nodes 002–003. Solidarity Fund grows with network GMR. Co-op net scales as overhead is distributed.
Founding Contributor Members earn equity through documented contribution — not cash investment. Each $10,000 in recognized value = one Contribution Unit = 0.5% economic interest in the cooperative. The table below shows a representative path for an operations lead over three years.
| Contribution | Recognized value | Units | Cumulative % |
|---|---|---|---|
| Year 1 ops leadership (salary-partial deferral + equity) | $20,000 | 2.0 | 1.0% |
| Founding caregiver recruitment (4 caregivers) | $10,000 | 1.0 | 1.5% |
| BCH partnership development | $10,000 | 1.0 | 2.0% |
| Year 2 operations + scale to 100 families | $20,000 | 2.0 | 3.0% |
| Total at Year 3 | $60,000 | 6.0 | 3.0% |
3% economic interest at 200 families generates ~$90K/year in patronage allocations at the network's long-run GMR. Recognized value is set by the Managing Member in Year 1, and by the Federation Council in Year 2+. All equity is contribution-based and does not require cash investment. Subject to attorney review and Operating Agreement finalization.
FCM units carry a 3% preferred patronage on the first $50K of recognized value — meaning before general patronage allocations are made to all patron members, FCM holders receive a 3% preferred return on their contribution, up to a 3× cap. This protects early contributors who take the highest risk and defer salary during the ramp phase.
The bigger picture
co-op.care is designed to replicate. Boulder proves the model. Then communities in Denver, Austin, Portland, and beyond license the co-op.care Protocol and form their own locally owned cooperatives — connected by a shared platform, portable care-hour credits, and a mutual aid fund.
Every node — including Boulder — has exactly one vote in Federation Council matters. GMR, geography, and membership size do not change this. A new node in rural Montana has the same governance weight as Boulder.
3% of every node's GMR flows into a ring-fenced reserve. Any node that drops below 60 days of operating reserves can draw an interest-free solidarity loan. The fund is managed by the Federation Council at 4+ nodes.
A caregiver who earns 10 care-hour credits in Boulder can redeem them for 10 hours of care when they travel to visit family in Denver — at the Denver node's standard rate. Credits are a mutual aid instrument, not cash.
The Buurtzorg comparison: Buurtzorg is a Dutch nursing organization with 15,000 nurses in self-managing teams. They scaled to $1B+ in revenue without a traditional management hierarchy. co-op.care uses the same principle — highly autonomous local units (our nodes) connected by a shared protocol (our CareOS) rather than top-down management. The difference: every Buurtzorg nurse is an employee. Every co-op.care caregiver is an owner.
Who fits
This is not a checklist of credentials. It is an honest description of what the work demands and the kind of person who tends to succeed in it.
The documents
All documents are drafted and in attorney review. They are available to share in their current draft form for any serious candidate.
co-op.care Technologies LLC, a Colorado Limited Cooperative Association. Filed with the Colorado Secretary of State on March 10, 2026 under C.R.S. §§ 7-58-101 et seq.
The complete governance document covering member classes, FCM equity, one-member-one-vote provision, patronage allocation formula, care-hour credit legal framework, and dissolution waterfall.
Signed individually by each Founding Contributor Member. Defines contribution log, recognized value, Contribution Units, IP assignment, and preferred patronage terms.
Governs the license from Boulder LCA to each new node cooperative — $5,000 setup, 3% GMR royalty, FHIR data portability, caregiver wage floor, cooperative governance standards.
Admits each node as a Patron Member of co-op.care Technologies LLC (federation capacity). Establishes one-node-one-vote governance, Solidarity Fund access, and Phase 4 Federation LCA transition rights.
Direct agreement between each node and our Chief Medical Officer's professional corporation for LMN review and clinical oversight services. Negotiated directly with the Physician PC — separate from the cooperative agreements.
All documents are available as current drafts. Any serious candidate should review these with independent legal counsel before signing. co-op.care does not require you to use a specific attorney.
The platform beneath the cooperative
EU MDR Class IIa + ISO 13485 certified orthopaedic peri-operative pathway. Deployed with Novartis and CONSENS at German university hospitals. Early capability-swap discussion with SolvingHealth — EU clinical certification in exchange for U.S. physician infrastructure and FHIR rails.
Founder of DoctorBase (sold to Kareo) and Five9 board member (NASDAQ: FIVN). Health-vertical senior engineering team evaluating a production infrastructure partnership with SolvingHealth, structured as equity in SurgeonValue Inc rather than a consulting arrangement.
Boulder Node One is not a startup in a vacuum. The technology platform it runs on is attracting external validation from operators who have built and scaled physician software before. See the structure brief for the full platform architecture.
Next step
The conversation is already started. The next step is getting specific: who are the four caregivers you would recruit first, and which ten families do you know who need this now?
DRAFT · NOT FOR DISTRIBUTION · FOR ATTORNEY REVIEW BEFORE EXECUTION
co-op.care Technologies LLC · Boulder, CO · co-op.care/boulder-node