For medtech, healthtech and biotech founders in India. We build alongside you as clinical co-founders - taking equity, sharing operational risk, and bringing the clinical depth most founding teams lack.
Every challenge is tagged to a lens, and every challenge is answered by a named service on this page.
Products built without a deep understanding of actual market needs at each consumer tier often fail to find a willing, paying audience. Healthcare in India is stratified across vastly different willingness-to-pay bands and care-seeking behaviours.
How we solve thisPoor marketing and sales strategies prevent startups from reaching their actual target customers. In clinical markets the buyer - hospital procurement, physician prescriber, patient - is often distinct from the user, creating a complex multi-stakeholder sales environment.
How we solve thisRunning out of capital before generating sufficient revenue is the most common and fatal pitfall for medtech companies with long regulatory timelines and capital-intensive R&D requirements.
How we solve thisA founding team lacking the right mix of clinical domain expertise, regulatory understanding and commercial skills cannot navigate Indian healthcare's institutional landscape. Single-discipline founders are structurally disadvantaged.
How we solve thisNavigating a crowded market requires strategic differentiation to gain traction against incumbents who have established distribution, brand trust and institutional relationships that new entrants cannot replicate quickly.
How we solve thisSuccessfully navigating Indian healthcare regulation - CDSCO for medical devices, DCGI for pharmaceuticals, NABH for clinical facilities - is a massive, time-consuming barrier to market entry that derails unprepared teams.
How we solve thisThe work is organised across six lenses: innovation, efficiency, marketing and sales, financial structuring, regulation and compliance, and delivery.
We map clinical need against commercial demand using real-world evidence, consumer stratification and prescriber research to validate your concept before capital is committed.
Counters: No Real Market DemandAccelerating validation using our clinical investigator network and CDSCO relationships. We design trial protocols, select sites and manage data pipelines to reduce regulatory timelines by 30–40%.
Evidence & Regulatory AccelerationCustom software, AI/ML analytics and IoT device integration for digital health ventures. We design interoperable solutions that meet India's ABDM framework and HL7/FHIR standards.
Digital Health & AI/MLPilots designed with a pre-agreed endpoint, a pre-agreed reader and a pre-agreed decision date - so the outcome is a purchase decision rather than an indefinite evaluation.
Evidence GenerationKey opinion leaders who actually use the product, generating real-world evidence in Indian clinical settings rather than extrapolating from trials run elsewhere on different populations.
RWE · Clinical AdvocacyPractising clinicians embedded in the founding team for early-stage builds - clinical, regulatory, operational and financial lenses on demand, without the dilution of four senior hires.
Counters: Team TroubleA launch blueprint mapping the multi-stakeholder clinical sales environment - prescribers, procurement, patients and payers - into a coordinated GTM campaign with measurable milestones.
Counters: Market Misses the MarkSector intelligence covering consumer stratification, competitive mapping, regulatory environment and unit economics benchmarking - used to locate the defensible niche rather than fight for the crowded one.
Counters: Crushed by CompetitionGetting devices, diagnostics and software physically deployed inside the hospitals we hold relationships with - with the clinical champion, the procurement route and the budget line identified before the conversation starts.
Real deployment inside partner hospitalsEntry aligned to the institution's actual buying cycle and formulary review calendar. Missing the cycle by a month costs a quarter; we time the approach to the committee, not to your runway.
Buying Cycles · FormularyPublic tender preparation, qualification criteria review, and empanelment under central and state health schemes - the route to volume that most private-sector GTM plans overlook entirely.
Tenders · Public ProcurementChannel design, distributor selection and margin structure for physical products across a market where the last mile determines whether a good device ever reaches a patient.
Channel · DistributionExpansion into Gulf and South East Asian markets through partner institutions, with regulatory pathway, pricing and local partner selection handled as one workstream rather than three.
International ExpansionMedical tourism and referral pathway design, plus post-launch adoption tracking that tells you whether the product is being used after it was bought - the metric that determines renewal.
Referral · Post-Launch AdoptionPlacement into the partner hospitals and clinic chains we operate in, with a pre-agreed endpoint, reader and decision date so a pilot produces a purchase decision.
Hospital Access · PilotsInvestor-grade financial models, traction decks and due diligence packages, backed by The finance work is handled in-house by NISM-certified members of the team. We carry warm introductions to DST-NIMAT, Startup India, SIDBI and Series A healthcare funds active in India.
Counters: Burn Before EarnWe benchmark your price against scheme caps, private rates and incumbent offers, then identify a reimbursement pathway that works for both the buying institution and your unit economics.
Pricing · ReimbursementNavigating Indian medical device regulation, drug approvals, IP filings and NABH compliance from the earliest stages. A compliance misstep found late costs 18–24 months; we ensure it never does.
Counters: Regulatory HurdlesWhich structure applies depends on how much operational load we are taking on, how much cash you have to work with, and whether you want us carrying equity risk alongside you. We agree it in writing before any work starts.
Choose whichever of these three fits your cash position and how much of the build you want us inside.
Funded companies have a budget line for advisors and usually do not want further dilution, so we move off equity entirely.
The equity ceiling is a hard one. We do not go past 15 per cent in any early-stage arrangement, because a studio holding more than that starts to distort the cap table for the investors who come next, which works against the founder we are supposed to be helping.
We co-invest operational expertise alongside founders solving real clinical problems. No pitches, just conversations.