The model that predicts the disease, and the call that follows it
DeLorean AI builds predictive and interventive software for the country’s largest health plans and employers — a Sopris Growth holding with Mark Groner on the board.
The phrase “predictive analytics in healthcare” describes a product category that has been promised more frequently than it has shipped. The shipped version, where it exists, is usually a dashboard. A health plan’s medical director receives a list of members who are statistically likely to develop a condition, decline a regimen, or arrive at an avoidable emergency department visit. The dashboard, in the median deployment, is then closed without further action.
DeLorean AI, headquartered in Palm Beach, Florida, is built to address the second half of the problem. The company’s platform produces predictions of the kind the category has long delivered — but the work the system is designed for is what happens after the prediction. It identifies which members the model is most confident about, what the intervention should be, who should perform it, and when. The product is, in the company’s own language, predictive and interventive. The second word is the load-bearing one.
Mark Groner, the Growth strategy’s managing partner, serves on the board. The investment fits a familiar frame for the practice: a healthcare software company whose category is crowded at the model layer and uncrowded at the workflow layer, sold into Fortune 500 buyers whose internal data assets are larger than their internal capacity to act on them.
The intellectual property is the model. The product is the call.Sopris Editorial
A health plan with twenty million members produces, in a given quarter, an extraordinary volume of structured and unstructured signal — claims, encounters, lab values, pharmacy fills, member-service transcripts, demographic moves. A model run against that signal will surface, on any reasonable definition, more interventions than the plan’s clinical operations team can execute. The discipline is therefore not how to predict more. It is how to prioritize what the staff can do, given the staff that exists.
That is the discipline DeLorean is selling. The intellectual property is the model. The product is the call.