We ended 2023 with the best Wúru yet. We achieved important milestones in all dimensions:

• A high performing and committed team, with smart people that get things done
• A growing monthly revenue, driven by Magic Calendar implementations
• A product that has been very well received, and is getting better fast as we let early adopters shape the roadmap
• The certainty that we are controlling our destiny in terms of cash flows, having more than 2 years of runway
• A realistic plan for achieving break even by December 2024

This good outlook required many tough decisions. We made changes in the leadership team, we hired new people and let go others, and redefined our product value proposition. Those were all big leaps at the time but eventually the right moves, and allows us to have a good shot at achieving product market fit during 2024.

Team

The operational rhythm of the organization continues to improve, as we develop people’s skill set and goals for each position. We have been improving communication - as an example in our last ALMAH company meeting we shared financial results and forecast openly to keep all on the same page. We believe that Wúru is a small team in which everybody should have a founder mindset.

The latest org chart (here) reflects the focus on building great software, with 60% of the organization in Product Development. We expect to hit a headcount of 22 and don’t increase it until middle of 2024. We do plan to recruit interns from top engineering universities in Argentina.

Product development

Magic Calendar

The solution is now live a 5 hospitals: Clínica Angloamericana (Lima), Clínica Suizo and Sanatorio Agote (Buenos Aires); and HPR and Instituto Gamma (Rosario). Those sites add up 43 procedure rooms that Magic Calendar is now managing and optimizing.

Early results show an immediate impact with regards to care team productivity, decentralizing the surgical workflow to include all stakeholders at different steps in the OR journey. With Magic Calendar each role - surgeon, scheduler, technician, nurse, OR manager - gets involved with the workflow at the right time, with his or her own customized profile, viewing just what is needed and taking actions without delays.

The numbers: Gamma had approximately 10 users interacting digitally with the surgical workflow; after MC that number grew to 149 active users! In Angloamericana we saw the same pattern of engagement, from 10 to 100! This level of adoption allows MC to dramatically simplify OR scheduling from 20+ steps and +30 minutes of back and forth to a swift 5 minute interaction.