Kaiser Permanente

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Khosla Ventures leads Even’s $5M seed to give India the kind of healthcare their insurance doesn’t

The global pandemic highlighted inefficiencies and inconsistencies in healthcare systems around the world. Even co-founders Mayank Banerjee, Matilde Giglio and Alessandro Ialongo say nowhere is this more evident than in India, especially after the COVID death toll reached 4 million this week.

The Bangalore-based company received a fresh cash infusion of $5 million in seed funding in a round led by Khosla Ventures, with participation from Founders Fund, Lachy Groom and a group of individuals including Palo Alto Networks CEO Nikesh Arora, CRED CEO Kunal Shah, Zerodha founder Nithin Kamath and DST Global partner Tom Stafford.

Even, a healthcare membership company, aims to cover what most insurance companies in the country don’t, including making going to a primary care doctor as easy and accessible as it is in other countries.

Banerjee grew up in India and said the country is similar to the United States in that it has government-run and private hospitals. Where the two differ is that private health insurance is a relatively new concept for India, he told TechCrunch. He estimates that less than 5% of people have it, and even though people are paying for the insurance, it mainly covers accidents and emergencies.

This means that routine primary care consultations, testings and scans outside of that are not covered. And, the policies are so confusing that many people don’t realize they are not covered until it is too late. That has led to people asking doctors to admit them into the hospital so their bills will be covered, Ialongo added.

Banerjee and Giglio were running another startup together when they began to see how complicated health insurance policies were. About 50 million Indians fall below the poverty line each year, and many become unable to pay their healthcare bills, Banerjee said.

They began researching the insurance industry and talking with hospital executives about claims. They found that one of the biggest issues was incentive misalignment — hospitals overcharged and overtreated patients. Instead, Even is taking a similar approach to Kaiser Permanente in that the company will act as a service provider, and therefore, can drive down the cost of care.

Even became operational in February and launched in June. It is gearing up to launch in the fourth quarter of this year with more than 5,000 people on the waitlist so far. Its health membership product will cost around $200 per year for a person aged 18 to 35 and covers everything: unlimited consultations with primary care doctors, diagnostics and scans. The membership will also follow as the person ages, Ialongo said.

The founders intend to use the new funding to build out their operational team, product and integration with hospitals. They are already working with 100 hospitals and secured a partnership with Narayana Hospital to deliver more than 2,000 COVID vaccinations so far, and more in a second round.

“It is going to take a while to scale,” Banerjee said. “For us, in theory, as we get better pricing, we will end up being cheaper than others. We have goals to cover the people the government cannot and find ways to reduce the statistics.”

 

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Osso VR raises $14 million to bring virtual reality to surgical and medical device training

It seems that distance learning is even coming for the healthcare industry.

As remote work becomes the order of the day in the COVID-19 era, any tool that can bring training and education services to folks across industries is gaining a huge amount of investor interest — and that includes healthcare.

Virtual reality tools like those on offer from Osso VR have been raising investor dollars at a rapid clip, and now the Palo Alto, California-based virtual reality distribution platform joins their ranks with a $14 million round of financing.

The money came from a clutch of investors led by the investment arm of Kaiser Permanente, a healthcare giant whose network of managed care facilities and services spans the country. Previous backers and new investors like SignalFire, GSR, Scrum Ventures, Leslie Ventures and OCA Ventures also participated in the funding. 

Osso has seen its adoption skyrocket during the pandemic as medical device manufacturers and healthcare networks turn to training tools that don’t require a technician to be physically present.

According to company founder Dr. Justin Barad, the market for medical device education services alone is currently around $3 billion to $5 billion and growing rapidly.

Staffed by a team that comes from Industrial Light and Magic, Electronic Arts, Microsoft and Apple, Osso VR makes generic educational content for training purposes and then produces company specific virtual reality educational videos for companies like Johnson & Johnson. Those productions can run the gamut from instructional videos on vascular surgery to robotic surgery training tips and tricks.

While Kaiser Permanente Ventures’ Amy Belt Raimundo said that the strategic investors’ decisions to commit capital aren’t based on what Kaiser Permanente uses, necessarily, the organization does take its cues from what employees want.

“We don’t tie our investment to a deployment or customer contract, but we look for the same signals within Kaiser Permanente,” said Belt Raimundo. But the organization did have employees interested in using the Osso technology. “We made the announcement that we are looking at [Osso VR] technology for use. And that’s where the investment and commercial decision was signaling off of each other, because the response showed that there was an unmet need there,” she said.

Osso VR currently has around 30 customers, 12 of which are in the medical device space. The company uses Oculus Quest headsets and is deployed in 20 teaching hospitals across 20 different countries. In a recent validation study, surgeons training with Osso VR showed a 230% improvement in overall surgical performance, the company said in a statement.

The goal, according to Barad, a lifelong coder with a game development credit from Activision/Blizzard, is to democratize healthcare. “This is about improving patient outcomes, democratizing access and improving education,” said Barad. “Now that the technology is growing and maturing and VR is growing as a platform, we can attack the broader problems in healthcare,” he said.

 

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Beyond costs, what else can we do to make housing affordable?

Daniel Wu
Contributor

Dan Wu is a privacy counsel and legal engineer at Immuta. He holds a JD from Harvard University, and is a PhD candidate for Social Policy and Sociology at The Harvard Kennedy School.

This week on Extra Crunch, I am exploring innovations in inclusive housing, looking at how 200+ companies are creating more access and affordability. Yesterday, I focused on startups trying to lower the costs of housing, from property acquisition to management and operations.

Today, I want to focus on innovations that improve housing inclusion more generally, such as efforts to pair housing with transit, small business creation, and mental rehabilitation. These include social impact-focused interventions, interventions that increase income and mobility, and ecosystem-builders in housing innovation.

Nonprofits and social enterprises lead many of these innovations. Yet because these areas are perceived to be not as lucrative, fewer technologists and other professionals have entered them. New business models and technologies have the opportunity to scale many of these alternative institutions — and create tremendous social value. Social impact is increasingly important to millennials, with brands like Patagonia having created loyal fan bases through purpose-driven leadership.

While each of these sections could be their own market map, this overall market map serves as an initial guide to each of these spaces.

Social impact innovations

These innovations address:

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