You recently raised a Seed round.
The Lanby is a wellness-forward, hospitality-led primary care membership for patients who want more for their health. We take an expansive approach to care - one that's integrative, customized, and above all, patient-centric. Members are assigned a dedicated care team involving a Lead Physician (MD), Wellness Advisor (RD), and Care Manager (PA/NP), who work together to cover the three pillars of the patient journey: medicine, wellness, and coordination. The monthly membership includes visits & chat with your Care Team, a personalized care plan, expedited access to trusted referrals, advanced diagnostics, curated wellness events & guides, and more.
Before preparing to fundraise, I would ask yourself the following questions:
What are you doing that’s remarkable?
Why are you uniquely capable of solving this problem?
How well do you know your customer and their pain points?
Have you done everything possible to de-risk your idea?
Have you done everything possible to bootstrap your proof of concept?
Do you have a co-founder? If not, have you taken the time to find one? If you have one, have you made sure they are equally motivated and passionate about this problem, and that their vision and metric for success aligns with your own?
When we first raised our family and friends round, we operated with the expectation that we would raise a seed round. We invested in what we thought investors wanted to see instead of investing in what we needed to launch the business. For example, we hired an architect to create renderings of our first 4k sqft ground-floor retail unit and an app developer to create a prototype of our app. We thought seed investors would want to see our vision, but really what they wanted to see was market traction. We ended up bootstrapping our way to a 1k sqft commercial space with a pre-seed funded by our Founding Members. We designed the space ourselves and only now, after 2 years of operations, are we about to launch our first member app.
I think like most founders, I operate with a certain level of extreme confidence and imposter syndrome. One thing I’ve learned though is that you have to be willing to fail in order to launch something remarkable. A safe product is by nature boring, and will therefore never lead.
To succeed, you need to be persistent and gritty, but you also need to stay humble. What you think your customers want will most likely change as you go to market. Staying close to your customers is key to iterating your product quickly until you get it right.
A skilled healthcare growth strategist, with experience spanning multiple touchpoints within the industry, Harrouche’s personal experience as a young survivor of breast cancer shaped her firsthand perspective of what patients want and need to feel supported in the primary care system. With the patient perspective at its core, The Lanby is reimagining concierge medicine for the modern generation. Harrouche most recently served as a Strategic Consultant and Project Manager at Fundacion CardioInfantil, where she formed a long-term partnership with the renowned Cleveland Clinic. With the goal of building a future healthcare hub in Latin America, Harrouche worked hand in hand with Cleveland Clinic’s International Operations team to create a ten-year plan to improve access and quality of healthcare in Colombia. She previously held other management roles within the health sector, beginning her career in healthcare tech strategy at Deloitte Consulting and then going on to become Director of Development at myFace, a healthcare non-profit organization, where her mission-driven fortitude was fully realized.
Harrouche is a graduate of the University of Pennsylvania’s School of Engineering and Applied Science where she holds a Bachelor of Science degree in bioengineering and was elected valedictorian. She currently lives in New York City with her husband and two children.