Vellum Health

That single substitution - the bedside for the transfer - is the entire premise of Vellum Health, an Austin, Texas company delivering advanced intravenous care wherever a patient happens to be. Where much of healthcare assumes the sickest procedures belong inside hospital walls, Vellum argues that a meaningful share of them do not. An IV line. An infusion. A unit of packed red blood cells. These can be delivered safely in a nursing facility, a long-term acute care center, or a living room, provided the logistics and the clinicians are good enough.

Vellum describes itself as a platform for on-demand IV enablement and treatment. In plain terms, it does three clinical things and one technical thing. It places vascular access - peripheral IVs, midline catheters, and PICC lines - at the bedside. It runs infusions for hydration, infection, nutrition, and related needs. And it delivers on-site blood transfusions, including packed red blood cells, platelets, and plasma. Threaded through all of it is an AI-powered patient intelligence platform that integrates with electronic medical records and handles the parts that usually fall apart in mobile care: navigation, documentation, and identifying which patients need attention before a crisis forces the issue.

The company's own framing is compact: "Meeting patients where they are - and the healthcare ecosystem where it wants to be." It is a tagline, but it is also a fairly precise description of the strategy. The goal is to move care to lower-cost settings without moving the clinical outcome. If that trade holds at scale, a lot of avoidable hospital transfers simply stop happening.

Vellum did not build its clinical footprint from a blank sheet. The Vellum Health brand, launched in 2025, unifies a portfolio of acquired vascular-access companies - including teams that operated as Neva Mobile Vascular Access, PICC Performance, and Peak Mobile Vascular Access - into a single, tech-enabled platform. It is, in structure, a roll-up: buy working clinical operations, put them under one brand, and connect them with shared software. The less obvious half is the rebuild, where scattered field teams become a coordinated network running on the same patient intelligence layer.

The person behind that decision is founder and chief executive Tyler Payne. Before Vellum, Payne was an early member of CVS Health's clinical trial services group, where he led technology and product teams building the infrastructure to run nationwide trials. That background matters more than it might seem. Nationwide clinical trials are, at bottom, a logistics problem - getting the right protocol to the right site with the right people, reliably, at scale. It is the same problem Vellum faces every day, only the deliverable is an infusion instead of a study visit.

Payne has been direct about what the company's 2025 Series A was meant to buy. "This funding marks a pivotal milestone for our company," he said when the round closed. "It allows us to scale nationally while launching a brand that represents our commitment to smarter, value-driven care." The round was led by FCA Venture Partners, with participation from Green Park & Golf Ventures and follow-on investment from seed-round angels. The dollar figure was not disclosed. FCA's Matthew A. King, who joined the board, framed the thesis from the investor's side: Vellum "is solving real operational and clinical challenges with a patient-centered, mobile-first model."

Who actually pays for this reveals how the business fits together. Vellum sells to four constituencies whose incentives usually pull in different directions. Payors want lower total cost. Hospitals want their beds back for cases that truly need them. Skilled nursing facilities and long-term acute care operators want to keep residents in place rather than shipping them out and back. Patients want to avoid the disruption of a transfer. A mobile IV visit that resolves a problem on-site can serve all four at once, which is the unusually aligned position Vellum is trying to occupy.

The customer roster reflects that. Vellum's named clients and partners span pharmacy and post-acute care: Omnicare, PharMerica, PharmScript, Encompass Health, Vibra Healthcare, Cantex, Nexion, Creative Solutions in Healthcare, Focused Post Acute Care Partners, and Fundamental, among others. These are the operators of the facilities where the arithmetic of avoided transfers is most visible - and where a reliable bedside alternative has clear value.

The differentiator worth dwelling on is that Vellum treats vascular access as a craft, not just a service to be dispatched. Placing a midline or a PICC line well is a skill, and skills decay without practice and validation. So alongside the mobile visits, Vellum runs clinical training - online and on-site competency programs for skilled-care providers. Selling the service and teaching the craft reinforce each other: better-trained facility staff mean fewer failed sticks and better handoffs, and the training itself deepens the relationship.

Reliability is the quiet metric underneath everything. Vellum targets a 4-6 hour response window for mobile IV visits. That number is doing a lot of work. It is fast enough to function as a genuine alternative to an emergency-room trip, and structured enough to be repeatable across a growing network. In mobile care, a service that shows up eventually is not a service anyone can build a care plan around. Consistency is the product.

Against the field, Vellum's shape is distinctive. The status quo it competes with most is the hospital transfer itself. Home infusion incumbents such as Option Care Health and Optum Infusion cover parts of the map, and specialty staffing firms supply vascular-access clinicians. What is less common is one company combining access, infusion, and on-site transfusion under a single brand, adding a training arm, and layering an EMR-integrated AI platform over the whole thing. The platform is the connective tissue between providers, payors, and clinical teams - and that connective tissue, more than any single service, is the harder thing for a competitor to copy.

The business model rewards that consistency. Vellum operates B2B, contracting with hospitals, payors, and post-acute operators rather than marketing to individuals. Revenue comes from two reinforcing sources: the clinical service itself - each access placement, infusion, or transfusion delivered in the field - and the software layer that coordinates it. The training programs add a third, quieter line. Bundling service and software matters because it changes what Vellum is selling. A one-off mobile visit is a transaction; a documented, EMR-integrated, recurring care relationship is infrastructure. The second is far harder to displace once it is embedded in a facility's workflow.

The expertise on paper leans clinical, which is deliberate for a company whose product ends in a needle. The HQ medical director, Saba Haq, MD, is a board-certified emergency medicine physician with roughly three decades of experience - relevant precisely because emergency medicine is where transfusions and difficult vascular access are routine. The chief operating officer, Leia Oh-Spradling, is a critical care nurse practitioner, and the chief strategy officer, Tyler Oglesby, specializes in post-acute care. It is a leadership bench weighted toward people who have actually placed lines and managed acute patients, rather than one assembled purely from software or finance. In a field where the failure modes are clinical, that composition is a signal about how the company weighs its risks.

Where Vellum sits in the market is best understood as a wedge between two large, slow-moving categories. On one side is acute care - hospitals, expensive and capacity-constrained. On the other is post-acute and home care - cheaper and more convenient, but historically unable to handle procedures that required a hospital's equipment and staff. Vellum's whole proposition is to widen what the second category can safely do, pulling procedures down the cost curve without pulling down the outcome. That is the same structural bet behind the broader shift toward value-based and site-of-care optimization, which payors have pushed for years. Vellum is trying to be a piece of plumbing for that shift rather than a spectator to it.

None of this erases the hard parts. On-site transfusions demand rigorous safety protocols. A mobile clinical network is only as strong as its weakest region. And the value case for payors ultimately has to be proven in claims data, not slide decks. But the direction Vellum is pointed - care that follows the patient instead of the other way around - lines up with where post-acute care has been heading for years. The company's bet is that it can be the infrastructure for that shift rather than a bystander to it.

For a business barely past its first institutional round, Vellum has staked out a clear job to do. It wants to be the default way a hospital-grade IV procedure gets delivered outside a hospital: quickly, safely, documented, and coordinated. If it works, the ambulance-and-ER reflex becomes the exception, not the rule - and the IV pole, at last, comes to the patient.