# Surevix deck — complete proof register and JV application

Source: Surevix Firm Overview Deck, July 2026, supplied September 11, 2026. Page numbers refer to PDF pages. Claims below are statements in the supplied deck, not independent verification. The source is marked private and confidential. The JV draft uses selected attributed claims; it does not reproduce the deck or imply that Surevix's other principals or financing partners have joined the JV.

## Positioning decision

Healthcare and mining should be the two primary sector choices, with healthcare leading on evidence. Publicly traded companies are a company type within either sector. The deck supports a particularly strong healthcare proposition across specialty pharmacy, medtech, diagnostics, healthcare AI and biopharma. It provides no mining case studies.

Proposed positioning: **Commercial growth advisory for healthcare and mining. Capital experience. Revenue execution.**

Tina contributes fundraising, founder advisory and healthcare investment experience. Troy contributes positioning, demand generation and revenue recovery. The joint offer is to improve commercial positioning, the return on marketing investment and the conversion of opportunity into revenue. Tina's historic fundraising is relevant experience; it does not make the JV a capital-placement service or guarantee funding access.

## 1. Tina's direct credentials — lead with these

| Proof point in deck | Page | Attribution and recommended use |
| --- | --- | --- |
| Partner, CFO/COO of Surevix | 3 | Direct role; replace generic partner biography. |
| Two-time founder across fintech and seniors wellness | 3 | Direct founder experience; useful for growth, operating and ownership conversations. |
| Raised $150M+ for private and public companies | 3; aggregate also on 1 | Strongest lead figure. Page 3 attributes this directly to Tina. Do not also count page 1 as separate capital raised. Exact role, period and currency denomination beyond '$' are not specified. |
| Experience spanning $30M ventures to $800M Nasdaq-listed companies | 3 | Demonstrates company-scale range as described by the deck. The deck does not define these figures as market caps, enterprise values or revenue; do not assign a definition. $800M is not an amount Tina raised. |
| Adviser to 30+ founders | 3 | Strong second direct metric. Do not convert to 30 JV clients or completed investments. |
| Venture partner with Ace Ventures | 3 | Professional affiliation; distinguish from the VC's aggregate results below. |
| Top fundraiser for children's cancer research | 3 | Supporting mission/leadership proof. No amount, date or award body supplied. |
| Miss World Canada Top 20 | 3 | Personal recognition; low relevance to the commercial pitch, omit from lead copy. |
| References available for advisory portfolio | 3 | A diligence path stated by Surevix; do not promise unrestricted availability of names/materials for the JV. |

## 2. Tina's named advisory/investment portfolio

The deck calls this 'founders she has guided.' Company milestones establish the context of those relationships; they are not outcomes demonstrably caused by Tina.

| Company / named person | Deck description and numbers | Page | Use and attribution |
| --- | --- | --- | --- |
| Dandy / Patrick Lee | Dental-lab platform; multibillion-dollar valuation; Patrick now in stealth on next venture | 3 | Named advisory reference as stated. Relationship, founder association and company-value context should be confirmed before turning this into a client case study. Do not imply Tina created its valuation. |
| Syntr Health / Ahmed Zobi | Described as the only FDA-cleared automated fat microsizing system; 16 granted patents | 3 | Healthcare innovation reference. 'Only,' clearance and patent count are time-sensitive company claims, not Tina's achievements. |
| Ecotone AI / eMalick Njie | AI genomics targeting approximately 10,000 known rare diseases; Mayo Clinic Platform Accelerate cohort | 3 | Genomics/AI advisory context. Do not imply 10,000 treatments, patients or diseases cured, or a JV relationship with Mayo Clinic. |
| LifeVoxel / Kovey Kovalan | FDA-cleared AI radiology platform; Best New Radiology Vendor, 2023 Minnies awards | 3 | Imaging/AI reference. Regulatory clearance and award belong to the company. |
| BrainEver | European biopharma for ALS and Parkinson's; EUR33M Series B | 3 | Biopharma advisory context. Do not attribute the Series B to Tina or add it to her $150M+ without a transaction breakdown. |
| Legacy Healthcare / Saad Harti | Swiss clinical-stage biopharma; lead therapy in Phase 2/3 | 3 | Clinical-stage company context; not proof of clinical efficacy or a JV healthcare outcome. |
| Blossom Social | 500,000+ investors across Canada; Tina described as early investor | 3 | Personal investment context. Platform user count is not Tina's investor network or clients. |

### Ace Ventures' separate institutional record

| Claim | Page | Correct owner |
| --- | --- | --- |
| 140 investments | 3 | Ace Ventures, not Tina personally and not the JV. |
| 32 exits | 3 | Ace Ventures' record. Do not advertise '32 exits by our partners.' |
| Three times named best accelerator in Latin America | 3 | Ace Ventures; dates and awarding body not given. |

## 3. Dominick Spada's operating record — valuable context, not JV performance

| Proof point | Page | Owner / qualification |
| --- | --- | --- |
| Operating principal and subject-matter expert | 3 | Surevix role held by Dominick Spada. |
| 33 years as a licensed pharmacist | 1, 3 | Dominick; not combined JV experience. |
| RPh, PharmD, MHA, MBA | 3 | Dominick's listed qualifications. |
| Former New York health-system executive; led a for-profit division | 3 | Dominick's prior operating role. |
| Built a specialty pharmacy from inception to $300M+ annualized revenue | 1, 3, 5 | Dominick's anonymized pharmacy; management-stated. Annualized revenue, not audited historical annual revenue, valuation, fundraising or Tina's revenue result. |
| More than 20 years building the pharmacy | 5 | Dominick's operating history. |
| Approximately 80% share of its national niche | 3, 5 | Management-stated niche share; not 80% of all US specialty pharmacy. |
| Specialty licensure in 46 states | 3, 5 | Pharmacy footprint, not states served by the JV. |
| 98% patient retention | 5 | Pharmacy performance; period, denominator and method unspecified. |
| Patient relationships lasting 5–10 years | 5 | Described chronic-therapy relationships at the pharmacy. |
| No manufacturer relationships lost over 20+ years | 3, 5 | Pharmacy record; not retention of JV clients. |
| Manufacturer partners include Pfizer, Novo Nordisk and Ascendis | 5 | Pharmacy relationships. Do not present these companies as JV clients, endorsements or partners. |
| URAC-accredited operations | 3, 5 | Pharmacy accreditation, not advisory-firm accreditation. |
| Cold chain, prior authorizations, limited distribution, patient assistance, pediatric endocrinology and payer strategy | 5 | Operating-domain experience described through Dominick and the pharmacy. |
| Built as CEO without equity; now sits on sponsor side | 2, 5 | Personal operator-to-owner perspective; not an additional financial result. |

Suggested contextual wording if this experience is discussed: 'At Surevix, Tina works alongside operating principal Dominick Spada, whose management-stated specialty-pharmacy record includes $300M+ annualized revenue, 46-state licensure and 98% patient retention.' This does not establish his participation in a JV mandate. Keep the numbers off the JV's headline result strip unless his involvement is established.

## 4. Vladimir Bruno's experience

| Proof point | Page | Owner / use |
| --- | --- | --- |
| Managing partner responsible for sourcing and execution | 3 | Vladimir's Surevix role. |
| Career in medtech and clinical sales with BD, Baxter, KCI (3M), BioTissue | 3 | Vladimir's career affiliations, not JV client logos. |
| Negotiated national health-system agreements at C-suite level | 3 | Relevant enterprise healthcare sales context; no values or counts given. |
| Sources companies, structures transactions and drives execution | 3 | Role description, not a completed-deal count or close-rate metric. |

## 5. Surevix capital relationships — no JV backing implied

The deck keeps these organizations anonymous and says names are provided in direct conversations. Preserve that anonymity. These figures describe their own platforms and records.

| Relationship described | Proof point | Page | Limit on use |
| --- | --- | --- | --- |
| Multi-strategy investment house | $20B platform; summary says $20B+; private-credit team built with senior investors from BlackRock's credit platform | 4 | Not Surevix or JV assets under management; not $20B committed to the JV; BlackRock is not identified as a financing partner. |
| Physician's family office | Founder of a large US physician-led care network serving approximately 1M patients | 4 | Network scale, not patients served by Tina or the JV. |
| Healthcare-only PE firm | Principals have led 50+ healthcare acquisitions | 4 | Other principals' historical transactions, not Surevix's acquisitions or JV exits. |
| Institutional private-credit lender | Launched with $100M from Morgan Stanley; now manages $1B+ | 4 | Lender history and scale. Do not present Morgan Stanley as a JV partner or imply available loan commitments. |
| Capital relationships in place before offers, opportunity review before written numbers | 4, 7 | Surevix's stated process. Not blanket committed capital or a transferable JV funding guarantee. |

## 6. Surevix's model and commitments — capabilities/process, not achieved results

| Point | Page | Classification |
| --- | --- | --- |
| Independent sponsor acquiring one selected company at a time | 1, 2, 6, 8 | Investment model and stated focus; not a completed-acquisition record. |
| Direct access to the three principals throughout the process | 3 | Surevix service commitment; the JV can separately commit to its own two partners. |
| Majority, minority, partial or full acquisition structures | 2, 6 | Proposed transaction flexibility. |
| Operating CEO ownership, improved compensation and leadership agreement | 2 | Intended negotiated structure, not a completed JV offer. |
| Seller rollover / continued leadership or full exit / paid advisory role | 2 | Illustrative owner paths. |
| Personal investment beside capital partners | 6 | Surevix's stated commitment for deals. |
| 90-day handover or five-year partnership examples | 6 | Illustrative options, not delivery history. |
| Capital partner review before term sheet | 7 | Stated process. |
| No repricing unless books differ from information presented | 7 | Conditional policy, not an unconditional guarantee. |
| Written 90–120-day diligence/closing timeline, phased requests | 7, 9 | Intended process; not an observed close time or guarantee. |
| Mutual confidentiality, controlled staff/manufacturer announcements | 7, 9 | Service/process commitments. |
| Independent reference checks, including failed deals | 7 | Stated reference approach; no close count disclosed. |
| Early, respectful no; no pressure campaigns or collecting LOIs | 7 | Operating principles. |
| Specialty and niche pharmacies; founder/family ownership with 10+ years of reputation | 8 | Target-company criteria, not portfolio statistics. |
| Rare disease, pediatrics, fertility, infusion, compounding, behavioral health, long-term care | 8 | Investment areas of interest. |
| Growth capital; manufacturer/payer strategy; finance, compliance, licensing, HR; add-ons | 8 | Proposed post-acquisition support, not delivered results. |
| Licensure expansion, adjacent therapies, automation, payer strategy, acquisitions | 8 | Growth opportunities considered. |
| Team and brand preservation | 8 | Stated philosophy. |
| Six-step path from conversation through NDA, research, terms, diligence and close | 9 | Process. |
| Referral circle participates in completed-deal economics | 9, 10 | Surevix referral model; do not transfer to a JV referral promise. |
| Introductory conversation: no documents, obligation or cost | 2, 9, 10 | Surevix invitation. Deck says 15 minutes; Calendly URL ends /30min. Do not infer booking duration from inconsistent copy. |

## 7. Third-party market statistics cited in deck — not partner proof

| Statistic / research claim | Page | Deck's source or qualification |
| --- | --- | --- |
| Independent sponsors closed 27% of Axial's 2024 deals, more than any other buyer type | 6 | Axial 2025 Independent Sponsor Report; platform-specific, not 27% of all acquisitions. |
| Reviewed surveys covering 300+ sponsor-led deals and post-mortems of 75 broken sales | 7 | Surevix's research input, not deals executed by Surevix. |
| Roughly three in four owners regret aspects of exit within a year | 7 | Deck references EPI/PwC owner-readiness studies; broad summary, not independently checked. |
| Roughly a third of small-company deals repriced after signing | 7 | Deck references CT Acquisitions retrade analysis. |
| 73% of advisers say deal-by-deal buyers close slower than funds | 7 | Deck references sponsor/deal surveys; not Surevix's performance. |
| Approximately 19,000 independent US pharmacies | 8 | NCPA 2025 Digest as cited. |

## Lead proof hierarchy for the JV

1. Tina: $150M+ raised for public/private companies, attributed to the supplied deck.
2. Tina: 30+ founders advised; named healthcare advisory exposure.
3. Troy: published $7.6M software/SaaS client-profit result, with prior source context.
4. Tina: experience extending to Nasdaq-listed companies; avoid undefined valuation labels.
5. Troy: $4.5M fund-raise asset/positioning work and millions in media spend managed.
6. Wider Surevix operating and capital-network evidence only as clearly labeled background.

Do not combine the partners' fundraising numbers: their scopes, overlap and time periods are not reconciled. Keep the pharmacy's results, Ace Ventures' investment record and the capital partners' platforms separately owned.

## What the evidence changes

The strongest first-market proposition is healthcare growth and commercial performance informed by capital, finance and operating context. Lead with specialty pharmacy/healthcare platforms and founder-led healthcare technology where Tina's documented relationships are closest. Mining remains the second primary target through the user-described relationships, with a separate proposition around corporate positioning, disclosed milestones and stakeholder engagement. The deck does not establish mining outcomes, significant advertising budgets, actual investor access for the JV, or a JV transaction track record.