In 2025 we have confirmed that the Pangaea Oncology model works; for us the model strengths They lie in: 1) Opinion leadership and talent attraction: 6 of the 10 best-ranked oncologists in Spain work in subsidiaries of our group; 2) Volumetrics: more than 5,500 new oncological patients per year in solid and hemato-oncological tumors and pneumological activity, with more than 80,000 annual visits; 3) diagnostic quality and technology with the first accredited laboratory in Spain in molecular diagnosis in conventional biopsy (2009), liquid biopsy (2016) and Next Generation Sequencing -NGS- (2020) and more than 200 pre-clinical models at the service of our clients; and 4) access to new drugs, with more than 200 active trials; and all this, with an absolute vocation for the patient.
By combining these assets, we increase our ability to contribute innovative ideas (that is, generate contracts with industry) that draw on our knowledge and daily clinical-care activity based on proprietary technology (pre-clinical and diagnostic) in which we have been investing since the creation of the company. With this, in In 2025 we hope to exceed 6,000 new cancer patients for the first time and generate more than 90,000 total visits in the groupwith a solid evolution of surgical, testing, and diagnostic activity. Added to this will be a solid contracting of services from our pharmaceutical clients, to whom we help improve their drug development programs or serve as a reference laboratory in oncological diagnosis in their clinical trials.
2026 is getting very interesting, and it does so because Pangaea starts a transition from a service company to a technology product company. Thanks to the financial support provided by the capital increase that we are about to close, and added to our recurring healthcare activity and contracts for companies, Pangaea will generate, from its laboratory, products and new diagnostic services focused on high-precision oncology, whose main beneficiaries will be our patients and our pharmaceutical clients. And it will do so in three main areas of action: expansion to new preclinical services (which have a direct impact on the way we understand and treat the disease of our patients, with the clear objective of curability or, failing that, chronification), substantial increase in our diagnostic capacity in conventional biopsy and NGS (Next Generation Sequencing) liquid biopsy, leading to service contracts as a central laboratory for clinical trials, and the generation of early and precision detection diagnostic products.
In parallel, and already conceptualizing the 2027, we embark on the construction of a technological infrastructure that will substantially increase our contractual leverage capacity (this is a technological incubator that will allow the generation of new ideas that will result in a substantial increase in the contractual portfolio), with quasi-real-time information (for example at the genomic level), and with the capacity for prediction and inference. By having the opinion leadership, with the necessary volumetry, with the channel towards the industry, and in the process of designing the technological roadmap, we are left with putting the pieces together, which is the basis of what we internally call Puzzle 2.0.
In conclusion, added to our clinical-care recurrence model, We will see in the coming years, a company with an acceleration of organic growth, and with a generation of product platform, increasing the global profitability of the group in a systematic and sustainable way.