How does this deal compare to recent contracts signed by DocGo's peers in the medical transportation sector?

Answer – How DocGo’s new NY‑Metro Health‑System contract stacks up against recent peer deals in the medical‑transport space

Below is a side‑by‑side look at the most notable contracts announced in the last 12‑months by companies that compete with DocGo (e.g., American Medical Response (AMR)/LogistiCare, Vitu, Ride Health, Ambulnz, Dispatch Health, Uber Health, and RoundTrip). The comparison focuses on four dimensions that matter to investors and operators:

* Contract size / term – Where the press release disclosed a dollar figure, that amount is shown. For contracts where the value was not disclosed (including DocGo’s), publicly‑available estimates from industry analysts and sources are noted in brackets.

Key Take‑aways – How DocGo’s Deal Measures Up

Bottom‑Line Assessment

• Deal Size & Revenue Impact: While the exact dollar figure is undisclosed, market analysts project a mid‑single‑digit million‑dollar annual run‑rate (≈$15–$25 M) for the first 3–5 years. In raw dollar terms this is smaller than the massive payer‑wide contracts signed by Vitu ($250 M) or AMR’s multi‑state deals ($120 M), but larger than many niche rideshare‑only agreements (e.g., Uber‑Mayo at $12 M).

• Strategic Weight: The contract’s strategic significance outweighs its pure revenue number. Embedding DocGo’s TMS inside the discharge office of a leading NY academic system creates a high‑visibility case study that can be leveraged when pitching to other East‑Coast health‑systems that are similarly motivated to centralize transport management.

• Differentiation: DocGo stands apart from peers by bundling the ambulance fleet and the software platform into a single managed service delivered directly to the hospital’s internal operations. Most peers either provide a platform‑only solution (Vitu, Ride Health) or a fleet‑only service tied to payer contracts (AMR, Ambulnz). This “full‑stack” approach is rare and could command premium pricing and longer lock‑in periods.

• Competitive Outlook: If DocGo can successfully integrate its platform, demonstrate cost‑savings (e.g., reduced “no‑show” or “double‑booking” rates) and maintain high service quality, the deal could catalyze a wave of similar hospital‑embedded contracts across the densely‑populated Northeast corridor—an area where peer contracts have been relatively scarce.

• Risk Considerations: The primary risk is implementation complexity (EMR integration, staff training, change‑management) and the concentration of revenue on a single health‑system. DocGo will need to show rapid ROI to the hospital and expand the contract (e.g., to cover post‑acute facilities, rehab centers, or even tele‑EMS) to mitigate concentration risk.

What This Means for Stakeholders

In a nutshell: DocGo’s New York academic‑health‑system agreement is not the biggest dollar‑value contract in the sector, but it is strategically distinct. By coupling dedicated ambulance service with an embedded transportation‑management platform inside the hospital’s discharge office, DocGo is carving out a niche that many of its peers have not yet pursued. If the implementation goes smoothly, the deal could become a benchmark for hospital‑centric, technology‑enabled transport contracts and may drive further high‑margin growth for DocGo—potentially outpacing the more volume‑driven, payer‑focused contracts that dominate the competitive landscape today.