Here is the uncomfortable design constraint at the heart of cryonics: the promise outlives the company that makes it. A patient may wait decades, possibly centuries, for revival, and ordinary companies do not last that long. So the honest question is not "do you trust this company," it is "what is the structure that protects you when this company, in its current form, no longer exists?"
Tomorrow.bio's answer is not to promise that we will never change. It is to split the work into three separate organizations, each in a different country, each with one job, so that the thing that can move fast is structurally walled off from the thing that must never move at all. The point of the architecture is that no single failure, financial, legal, or operational, can reach the patient. This is the institutional version of the same long-horizon thinking we apply to building organizations meant to last.
One ecosystem, three jobs that must never mix
The three organizations are deliberately unalike, because they are solving opposite problems. One needs to be agile. Two need to be immovable.
Tomorrow.bio (Germany): the part that has to move fast
Tomorrow.bio is the operational and medical branch, a German corporation (GmbH). It does everything that requires speed, skill, and constant improvement: maintaining and training the 24/7 standby and surgical teams, executing the full stabilization, perfusion, and vitrification procedure once legal death is declared, handling contracts and member coordination, and running research and public education. Its mandate is growth and operational excellence. A GmbH is the right vehicle for that, because innovation needs a structure that can adapt. It is the wrong vehicle for holding a patient's life savings for 200 years, which is precisely why it does not.
Tomorrow Patient Care Foundation (TPCF, Switzerland): the part that holds the money
When a member dies, their prearranged funding, typically life insurance, is triggered and the funds flow to the Tomorrow Patient Care Foundation, not to Tomorrow.bio. TPCF is a Swiss private-benefit organization optimized for stability and oversight, and it acts as legal guardian of both the patient's body and their dedicated capital. It receives and manages the preservation funds, pays Tomorrow.bio for the procedure, manages each patient's account to ensure resources for indefinite care, and watches over the storage activity itself. The separation is the safeguard: because the company never holds the money, the company changing, or even failing, cannot touch it.
European Biostasis Foundation (EBF, Switzerland): the part that holds the patient
The European Biostasis Foundation owns and operates the long-term storage facility in Switzerland. It is a non-profit foundation dedicated to biostasis research and to secure, indefinite preservation. EBF maintains and improves the cryogenic infrastructure, conducts research, provides redundant and stable storage, and issues annual maintenance invoices to TPCF. Patients rest underground in a reinforced-concrete facility built for stability under any foreseeable condition, at -196°C. Switzerland was not chosen for its scenery. It was chosen for political neutrality, low natural-disaster risk, and foundation law strict enough to make the mission effectively unchangeable.
Follow the patient, follow the money
The clearest way to understand the structure is to trace what actually happens when a member dies, step by step:
- The member dies, and the life-insurance or funding mechanism is activated.
- Funds are transferred to the Tomorrow Patient Care Foundation.
- Proof of payment triggers Tomorrow.bio's standby team to begin the procedure. This is the moment the standby system exists for.
- Tomorrow.bio performs stabilization, perfusion, vitrification, and cooldown to cryogenic temperature.
- Tomorrow.bio issues a single, one-time invoice for the procedure performed.
- TPCF pays that invoice from the patient's allocated funds.
- The patient is placed in the EBF facility for indefinite maintenance.
- EBF invoices TPCF annually for upkeep, keeping funding and preservation continuous.
Notice what each step buys you. Money never sits with the company doing the procedure. The body and the capital are guarded by an entity whose only legal duty is to guard them. And the company that has to take risks to improve, the GmbH, is exactly the entity that holds no patient and no patient money. The flow is efficient, but more importantly it is adversarial-by-design: each organization is a check on the others.
Why bother with three when one would be simpler
Simplicity would be a false economy here. Splitting growth from stability means Tomorrow.bio can innovate, expand, and even be restructured without ever putting an already-preserved patient at risk. Holding funds in TPCF rather than the operating company means that if the company changes hands or winds down, the money remains protected and dedicated solely to preservation. And registering TPCF and EBF in Switzerland buys legal durability: once a Swiss foundation is created, its mission cannot be repurposed, which makes it close to immune from acquisition, hostile takeover, or quiet mission drift. Combine that with Swiss political stability and low disaster risk and you have an environment built for the one thing the patient needs most, continuity across generations.
The company that must move fast holds neither the patient nor the money. The foundations that must never move hold both. That separation is the whole point.
This is what "built to last" means in practice, not a slogan but a deliberate division of labor: Tomorrow.bio ensures operational excellence and continuous improvement, TPCF safeguards patient rights and financial integrity, and EBF guarantees physical protection, research, and long-term storage. If one changes or evolves, the others carry on uninterrupted. That is also the honest answer to the question every careful person eventually asks, what happens if the provider fails, because the structure was built so the failure of one part never becomes the failure of the whole.