For investors & partners · SDG-3 · Good Health and Well-being
Health is not a credit.
It’s an investment.
We are building the trusted preventive-health layer for emerging markets — starting in Mongolia. A profitable retail engine, an AI-powered education platform, and a fully automated operating system, all working as one flywheel.
Our story
Why we started
In Mongolia and across Central Asia, people want to take care of their health — but the system fails them at every turn. Health information online is noisy, conflicting and often wrong; people can’t tell credible guidance from marketing. Healthcare is treatment-first, so problems are caught late and cost more. And reliable, high-quality preventive products are hard to find and harder to trust.
We didn’t start as a business. We started with the mission — working with local doctors and NGOs to bring honest health education to families who were making decisions on rumor. And we learned the hard way that grant-funded health education stops when the grants stop. A social project that depends on constant donor funding cannot fix a permanent problem.
So we built a commercial engine to fund the mission itself. Today the retail business pays for the education, the education builds the trust, and the trust grows the business. The mission no longer waits for a donor.
From our stores, counters and operations — not stock photos
“We are not an NGO. We are not a pure-profit retailer. We are a mission-driven company that built a commercial model because the NGO model failed the mission.”ODGEREL TERGEL · FOUNDER & CEO
The problem · SDG-3
Preventive health is broken in our market
A trust gap
Health information online is noisy, conflicting, and often wrong. People can’t tell credible guidance from marketing — so the loudest seller wins, not the best advice.
Reactive, not preventive
Healthcare is treatment-first. Prevention is an afterthought — so non-communicable diseases like heart disease, cancer and diabetes are caught late, when they cost the most.
Quality products are scarce
Reliable, high-quality preventive products are hard to find and hard to trust in the local market. Families who want to act often simply can’t.
An education gap
Trust alone isn’t enough — people also lack the knowledge to act. Without credible, local-language health education, misinformation fills the gap.
Vision
The world we’re building toward
Our logo is a bridge — between knowledge and action, between global science and local families, between markets.
A trusted preventive-health layer for the region
One credible place where families in Mongolia — and then Central Asia — learn, decide and act on their health, long before a diagnosis forces them to.
A platform of real doctors, not salespeople
Health guidance written and reviewed by practicing doctors, amplified by AI, with no brand bias — a platform that helps doctors educate, not sellers sell.
Prevention as the default, not the exception
A generation that treats health spending the way it treats saving — a daily investment, made early — so disease arrives later, milder, or not at all.
Business model
Two engines, one flywheel
Health Investor is our trust-and-demand engine: science-based health journalism built with local doctors and NGOs. LAC Mongolia is our commercial engine: as official master franchisee we operate premium retail of an established global supplement brand. Content alone is just media. Retail alone is just a shop. Together they compound — and that compounding is the moat.
How the engine funds itself
A business that pays for its own growth
We don’t publish margins, but the principle is simple: we reinvest our operating margin back into the business, and the business funds itself. Retail margin pays for the content, automation keeps fixed costs low, and what’s left is put back to work — which is why every year we have been able to open new stores and add new lines without outside capital.
That’s also exactly where a partner or investor changes the equation. With the right capital and partners, we can open more locations, enter new markets, and scale the platform sooner — compounding a flywheel that already turns on its own.
Self-funded today, faster with partners. The model already stands on its own revenue — investor support is fuel for speed and scale, not life support.
Business model canvas
The model on one page — today, and where it’s going
Toggle between the model that produced the numbers above, and the model we are building toward. Blocks that change are highlighted.
Key partners
- Singapore brand owner (master franchise)
- Emart hypermarkets (counter hosting)
- Local doctors & NGOs (content review)
- TDB bank (payments integration)
Key activities
- Premium supplement retail & distribution
- Doctor-reviewed health content production
- Staff training (21-course academy)
- Automated, batch-tracked operations
Key resources
- Master franchise license
- Self-hosted 22-app operations platform
- 6,420-customer CRM + 3 years of POS data
- 19 trained, system-supported staff
Value proposition
- Trusted preventive health: authentic premium products + honest, doctor-reviewed education in Mongolian
- “Health is not a credit but an investment”
- Quality you can verify — batch-tracked, survey-measured
Customer relationships
- LAC CLUB loyalty (12,669 point entries)
- Structured post-purchase surveys
- AI health assistant (live, in Mongolian)
Channels
- 4 Emart hypermarket counters (UB)
- Provincial distribution: Darkhan, Khovd
- E-commerce + Health Investor content
Customer segments
- Health-conscious urban families (UB)
- Parents & prenatal customers
- Premium supplement buyers
- Provincial distributors (B2B)
Cost structure
- Imported inventory (FX-exposed) · retail staff & counter fees · content production (AI-reduced) · self-hosted platform (low fixed cost)
Revenue streams
- Retail sales (₮1.55B paid, 2025) · distributor wholesale · subscription program (early)
Current model is what generated every number on this page. Future model is direction, not promise — sequenced by the three paths below.
Traction · live ERP data
Revenue that compounds
Every figure here comes from submitted, fully paid sales invoices in our production ERP — no drafts, no projections, no vanity numbers.
| Year | Paid revenue (MNT) | ≈ USD | Paid invoices | Growth |
|---|---|---|---|---|
| 2023 | 62.9M | $18.5K | 255 | first year |
| 2024 | 517.4M | $152K | 2,260 | 8.2× |
| 2025 | 1,550.2M | $456K | 5,812 | 3.0× |
| 2026 (Jan 1 – Jun 13) | 614.7M | $181K | 1,876 | in progress |
Source: live ERPNext production database · paid invoices only (drafts and unpaid receivables excluded) · average paid ticket ₮269K · USD at ≈ ₮3,400 · unaudited management figures.
6,420 customers on record
Every retail customer is registered in our CRM with purchase history — not anonymous foot traffic. 12,669 loyalty point entries sit in our LAC CLUB program.
6 points of sale & distribution
Branded counters inside Emart hypermarkets in Ulaanbaatar (Bayangol, Khan-Uul, Sansar, Chingis/Tenger) plus provincial distribution in Darkhan and Khovd.
136 SKUs, batch-tracked
Full batch and expiry tracking on every supplement unit — pharmaceutical-grade inventory discipline, rare in Mongolian retail.
What customers tell us
Measured, not assumed
We run structured post-purchase surveys inside the same system that records the sale. In open answers, customers describe specific changes — reduced joint pain, improved prenatal nutrition, better sleep.
Average overall satisfaction across 82 structured post-purchase surveys.
Average product-quality rating from the same survey set.
Of customers who answered, say they would buy again (66 of 80 responses).
Operating system
A 19-person company that runs like a 100-person one
Our quiet advantage is operational automation. We self-host a stack of 22 integrated applications — ERP, LMS, chat, projects, drive, wiki and more — with an automation and AI layer on top.
Internal training academy
Company comms, self-hosted
Project & task engine
Automated notification engine
AI store supervision
One platform, fully integrated
Don’t just read about our AI — talk to it
Our Health Investor site runs a live AI health assistant, answering questions in Mongolian with doctor-grade guardrails, right now. Open the page and click the red chat bubble.
Where this goes
Three paths to scale
Deepen Mongolia
More retail points beyond Ulaanbaatar, growing the loyalty base, and converting Health Investor’s audience into recurring preventive-health customers. The home market is far from saturated.
Scale the platform
Health Investor as a standalone product: AI-assisted, doctor-reviewed health education licensed to insurers, employers and public-health programs — the trust engine sold as a service.
Bridge through partnership
Our playbook — licensed global brand + local education engine + automated operations — is built to repeat in other frontier markets. Selected for the 2026 Acceleration Week (ACYF · UNICEF · China Youth Daily).
Central Asia sits at the heart of the Global Development Initiative — and preventive health is an underserved gap in every one of those markets. We are not asking for charity. We are offering a ready entry point into markets that are hard to crack alone.
What we’re honest about
Risks and weaknesses, stated plainly
Small home market
Mongolia has ≈3.5 million people. Domestic retail alone has a ceiling.
Mitigation: the model is built to travel — the platform and playbook are the scalable assets, retail is the proof.Supply concentration
Retail revenue depends on a single licensed brand relationship with a Singapore supplier.
Mitigation: a multi-year master franchise with a proven operator track record on our side; the education platform and operations stack are brand-independent assets we fully own.FX and import exposure
Inventory is imported and priced against a volatile tugrik; margins absorb currency swings.
Mitigation: pricing discipline, lean inventory cycles via batch-level ERP visibility, and growing service revenue that has no import cost.Media monetization is early
Health Investor builds trust and demand, but as a direct revenue line it is still young.
Mitigation: today it is measured as a demand engine for retail; B2B licensing is the next revenue experiment, not a promise.Lean team, key-person risk
19 people run everything; founders carry significant institutional knowledge.
Mitigation: heavy process automation means knowledge lives in systems, not only heads — 233 reports, a 21-course internal academy, documented SOPs, and self-service portals reduce dependence on any one person.Working-capital intensity
Import-based retail ties up cash in inventory ahead of sales, and growth amplifies this.
Mitigation: paid-invoice discipline, expiry-tracked stock rotation, and demand forecasting from three years of POS data.Impact data is early-stage
We have 82 structured surveys and qualitative health-improvement reports — not yet a rigorous impact study.
Mitigation: we say so openly, and we’re building the measurement framework into the same ERP that records every sale and survey.The ask
We’re looking for partners, not just capital
Distribution partners who can carry the playbook to new markets. Technology and content partners who strengthen the platform. And investors who want a mission that funds itself. If our model resonates, let’s talk.