The cooperative is built.
Boulder needs a leader.
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.
This is not a job posting.
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.
Not a franchise
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.
Not an investor relationship
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.
Not a managed model
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.
Three revenue streams. One cooperative.
co-op.care generates revenue from three distinct sources. Boulder Node One participates in all three.
Letter of Medical Necessity
our Chief Medical Officer reviews AI-generated LMNs and signs them. Each LMN documents HSA/FSA eligibility when the care qualifies 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%
Companion Care Membership
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 $26/hour — meaningfully above Colorado's $19.29 home care minimum.
Revenue: $59/mo + care hours · recurring
Protocol Licensing
When Boulder proves the model, other communities can license the co-op.care Protocol — CareOS, the Omaha-to-FHIR mapping, training materials, and brand — at cost, with no franchise fee and no royalty. Boulder participates in that revenue as Node One of the federation.
Revenue: $5K + 3% GMR per node · Year 2+
national, no caregivers
recurring, per family
on operations lead salary
combined network
Who does what.
Three people build Boulder Node One. The responsibilities are distinct and non-overlapping. This table is the actual working agreement.
| Blaine W. Founder / Architect |
Boulder Node Leader YOU |
our Chief Medical Officer Medical Director |
|
|---|---|---|---|
| CareOS platform | Build + maintain | Uses daily | Clinical guardrails |
| Caregiver hiring | Support structure | Recruit + hire + manage | None |
| Family enrollment | Sage AI + LMN pipeline | Intake + care matching | LMN sign-off |
| LMN generation | ALGS (AI drafts) | Routes cases to medical director | Reviews + signs (3–5 min) |
| Scheduling + dispatch | CareOS + Sage AI | Day-to-day operations | None |
| BCH partnership | Strategic lead | Operational relationship | Clinical credibility |
| Cooperative governance | Federation architecture | Member meetings + votes | None |
| Class B license | Application support | Operational lead | Medical Director named |
| Protocol licensing | Node 002+ development | Boulder proof point | None |
| Legal + structure | Attorney coordination | Review + execute | PC structure |
What you are actually doing, day one
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.
The Boulder plan.
Four phases. Sequenced so revenue funds operations before external capital is required. Each phase unlocks the next.
LMN Revenue — National
- our medical director reviews AI-generated LMNs via CareOS queue
- Families from any state apply via co-op.care assessment
- Each LMN documents eligibility for up to $936/year in HSA/FSA savings when care qualifies
- $49/letter, our medical director reviews 10–20 per hour
- Zero caregivers, zero Colorado operations required
- Revenue funds Phase 1 operations setup
Target: 5–10 LMNs/week · $52–104K/year
Boulder Companion Care Launch
- Recruit 4 founding caregivers (W-2, $26/hr, cooperative members)
- Enroll first 10 Community Member families
- File Colorado Class B Home Care License (the medical director listed)
- First care-hour credits issued to caregiver members
- Weekly team meetings using CareOS dispatch and family dashboards
- Begin BCH social work department conversations
Target: 10 families · ~$10K/mo revenue
Scale to Break-Even
- Grow from 10 to 25–30 families (ops lead salary funded by operations)
- Add 2–3 additional caregivers as needed for coverage
- BCH formal partnership — social worker referral pipeline active
- Employer benefit pilots (Boulder County, UCB, Google Boulder)
- First Founding Contributor Member equity units formalized
- First Annual Gathering documentation for Federation record
Target: 30 families · ~$30K/mo revenue · ops lead paid
Proof + Replication
- Scale Boulder to 100–200 families
- CMS ACCESS program application (community-based care — a later cohort)
- Document the Boulder playbook for Protocol License to Node 002
- First Node 002 city identified and onboarded (Denver? Austin? Portland?)
- Federation Council convened — first vote on network priorities
- §1042 rollover analysis for founder equity strategy
Target: 100–200 families · $1–2M GMR · first licensing revenue
The Boulder 90-day milestone map
Technology + legal structure built
CareOS deployed. Operating Agreement drafted. our Chief Medical Officer as medical director. Colorado LCA filed March 10, 2026. Protocol License and Federation Membership agreements drafted and in attorney review.
Node Leader starts. First four caregivers recruited.
Node Leader signs Founding Contributor Member agreement and Operating Agreement. Recruits four founding caregiver-members — ideally people already doing informal care in Boulder (CNAs, retired nurses, community health workers). First CareOS training. Class B license application submitted.
First ten families enrolled.
Initial community outreach through Boulder County Aging Services, BCH social work, Meals on Wheels network, personal referrals. Each family goes through Sage AI assessment, receives care plan, and is matched with a caregiver-member. First LMNs generated for Boulder members.
BCH formal conversation. First member meeting.
Meeting with BCH Foundation and social work leadership (Blaine leads, Node Leader attends). First formal member meeting — caregivers and families vote together as patron members of the cooperative. Care-hour credit ledger active. First quarterly GMR report.
Break-even. Operations self-funding.
25–30 families enrolled. Caregiver team at 6–8 members. Operations lead salary fully funded from membership and care revenue. Solidarity Fund contributions begin (3% GMR). First year-end tax and patronage allocation review with attorney.
50+ families. Playbook documented.
Boulder Node One is operationally proven. Full-year P&L available for Protocol License conversations with Node 002. CMS ACCESS program application submitted. Annual Federation Gathering (Boulder as the host city, Year One).
What the economics actually look like.
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.
Per-family economics (10 hrs/week average)
| Item | Basis | Monthly |
|---|---|---|
| Care services billed to family | 10 hrs/wk × $26/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 × $26/hr × 4.3 wk | ($1,075) |
| Solidarity Fund (after Year 1) | 3% of GMR | ($38) |
| Co-op net per family | Before overhead | $150 |
Break-even analysis
| 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.
Year 1–3 revenue projection
| 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.
The FCM equity path
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.
What "preferred patronage" means
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.
Boulder is Node 001.
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.
Protocol IP · CareOS · Solidarity Fund · Federation Host
YOU run this
Year 2
Year 3
One node, one vote
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.
The Solidarity Fund
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.
Care-hour credits
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.
What Boulder gains from federation
- →Protocol licensing revenue from Nodes 002+ (3% of their GMR)
- →Solidarity Fund access if Boulder ever hits a rough patch
- →Cross-node care coverage for members who travel
- →Shared protocol development costs across the network
- →Founding Patron Member interest in the Federation LCA (Year 3+)
What federation does NOT mean
- ×You report to Boulder or take direction from Boulder
- ×Boulder has veto power over node operations
- ×Your caregivers or members become Boulder employees
- ×Protocol fees go to Blaine — they go to the Solidarity Fund
- ×Boulder is "headquarters" — it is Node 001, with one vote
What this role actually requires.
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.
Non-negotiable
Strong but not required
What you would be signing.
All documents are drafted and in attorney review. They are available to share in their current draft form for any serious candidate.
Articles of Organization
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.
Operating Agreement
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.
Member Contribution Agreement
Signed individually by each Founding Contributor Member. Defines contribution log, recognized value, Contribution Units, IP assignment, and preferred patronage terms.
Protocol License Agreement
Governs the license from Boulder LCA to each new node cooperative — at-cost cost-share, no franchise fee, no royalty, FHIR data portability, caregiver wage floor, cooperative governance standards.
Federation Membership Agreement
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.
Clinical Services Agreement
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.
myon.clinic / ONCARE
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.
Engineering infrastructure partner
A 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.
If this is the right fit —
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