Month: June 2017

#DigitalHealth at an Inflection point by Mary Meeker, @kpcb reviewed by Manish Sharma @msharmas

Please note the above slides have been extracted from the Mary Meeker, Internet report 2017 purely for the purposes of this article. The statistics mentioned in this Blog have been taken from the Mary Meeker Internet Report 2017, relevant for DigitalHealth. For more details please view the complete report here  

While reviewing the Mary Meeker, Internet Report 2017 I found came across the statement “DigitalHealth at an Inflection point”. So in this article (as also the slide deck above) I have tried to review the Digital Health specific updates and provide a correlation to them by linking it up with the India Internet section that has also been highlighted in the report.

We are seeing a great many startups bringing the healthcare services by deploying Digital platforms, I think it will be an interesting exercise by the incumbents as well as new innovators, to view these two sections of the Mary Meeker report while preparing to expand their digital footprint or while trying to bring in new services to the market. Do we see a new category of Digital Health startups that can leverage the customer segmentation and growth in the customers with access to mobiles and internet penetration.

We start with the India Internet growth story, and proceed to the Digital Health story. 

The India Internet Story

There are some interesting insights related to the India Internet Story. These are:
  1. With 355 MM users, India is second to china in the number of Internet Users. A 40% Y/Y growth and 29% penetration. This presents a large customer base for the Digital Health Startups providing services online
  2. India is number 1 in terms of the number of Android apps downloaded, greater than the US. So an obvious first choice of platform on mobiles
  3. India has been recording a steady growth in the smartphone shipments, at 15% Y/Y
  4. There has been a reduction in the cost of 1GB of data from $3.15/ 1GB to about $2/ 1GB. Including Jio, the cost comes down to $0.33/ 1GB
  5. There has been a push from the Government towards “Digital” services as can be seen from the following initiatives: Jan Dhan, Digital India, Skill India, Startup India. Government’s Policies rolled out with speed and scope
  6. India identity via Aadhar + eKYC, Digital authentication of 1B+ people, 82% of the population have aadhar, has the potential to enable services with speed, scale and scope (e.g., SIM card activation from 1-3 days to 15 minutes)
  7. 46% of Internet users primarily consume local language content. 6 Languages spoken by > 50MM users (excluding english)
  8. Young India: 64 % of the population, 72% of the Internet users less than 35 years of age
  9. 27% increase in the Consumption Class (income levels at which consumers start to have the ability to spend beyond basic necessities). 
  10. India consumption is focused on basics, i.e. 54% of personal consumption expenditure

The India Healthcare Story

  1. India Healthcare has a high and rising out of pocket spend, <20% insurance penetration (a potential area for disruption?)
  2. India Healthcare reimagined: Increasingly accessible via mobile and affordable via online aggregation and price transparency. Savings on Services like Online pharmacy (20-30%), lab tests ordering (40-50%).

The Digital Health at an Inflection Point

There are some interesting insights related to the Digital Health being at an Inflection point. These are:
  1. 100 years ago: human touch; 25 years ago: machine assisted/ analog; Today: technology enabled/ digital
  2. 4 trends highlight the current Digitisation of Healthcare and the Virtuous Cycle of Innovation: Data Inputs, Data Accumulation, Data Insights, Translation. Together these trends are helping measure Outcomes and rapidly iterate to enable compression of Innovation Cycle times.
  3. The earlier analog medical technology is increasingly being replaced with Digital Technology, and is (continuously being) connected
  4. Diagnostics Technology: increase in the number of measured / monitored data attributes
  5. Increasing adoption in the use of wearables, for health and wellness. For health, heart rate and temperature
  6. Leading technology brands are well positioned to participate in the Digital Health wave, with the customers stating in a Rock Health survey they will be most willing to share healthcare data with the likes of Google, Microsoft, Samsung, Apple, Amazon, Facebook and IBM (in that order)
  7. Data Accumulation enabling the proliferation of Digitally native healthcare related datasets
  8. Proliferation of health apps, with a 5% Y/Y growth in the US and 15% Y/Y growth in rest of the world
  9. EHR adoption is leading to a broad and centralised accumulation of data with various types of patient data elements in a native digital dataset , e.g., clinical results, scanned images, vital signs, problems, medications, allergies, etc
  10. In the US there has been an increase in the number of hospitals allowing for the patients digital access to the healthcare information
  11. There has been an increasing digitisation of inputs fueling a 48% Y/Y growth in healthcare data
  12. Data Accumulation: a typical 500-bed hospital generates 50 petabytes of data (1 petabyte = 1 mm gigabytes).
  13. Rise in inputs + increase in digital healthcare data = medical research and knowledge is doubling every 3.5 years
Now that you have these data points available to you, what are the Digital Health business categories can you think of? Digitisation = Democratisation. 

How can we make use of the various natively digital datasets available to deliver better and improved healthcare services to the customers. How can the hospitals adopt Digitisation to improve service delivery. More so what is the shape of a Digitally enabled hospital? Your thoughts? 

Stay tuned to our list of Startup Categories that you can consider for your next startup.


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Blog Series: #IoT in Healthcare by Swetha Jegannathan @csweths

The opportunity in #healthcare IoT is estimated to be $2.5 trillion by 2025. How are we embracing this change? The Types of Opportunities ( that present themselves to the Startups, Healthcare IT organisations are tremendous.
Presenting the insights shared by Swetha Jegannathan (@csweths) on #IoT in Healthcare #PhilipsChat.
Q1: In the near term (1-3 years), What are the top 3 innovations in IoT that can benefit healthcare?:
Swetha Jegannathan:
1. Geriatric Care – IoT is and will continue to be of great value in elderly care, allowing the doctors and care givers to monitor, track and alert when away from their loved ones – especially in cases of neurological disorders like Dementia and Alzheimer.
2. Maternal and Infant Monitoring – IoT, through monitoring devices worn by the individual, can provide timely intervention in the area of maternal and infant health – one of the primary goals of the UN sustainable development agenda.
3. Remote consulting – The low doctor patient ratio in India can be effectively overcome through remote consulting – making patients responsible for their well-being – leading to the doctors and hospitals prioritise focus on emergency and chronic patients.

Note: Since radio frequency is central to most of the IoT innovations, innovator must adhere to protection standards on effects of radio frequency (RF) fields as tabulated by the International Commission on Non-Ionizing Radiation Protection (ICNIRP, 1998) and the Institute of Electrical and Electronic Engineers (IEEE, 2005)

Further the paper “IEEE Standard for Safety Levels with Respect to Human Exposure to Radio Frequency Electromagnetic Fields, 3 kHz to 300 GHz” also gives few pointers on safe use of the IOT technology.
Q2: Is an IoT based system going to be a utility or a service?:
Swetha Jegannathan: The system will be successful if offered as a service. Hospitals would be the drivers providing this service to their patients with companies engaged in the manufacture and distribution of medical devices being the enablers of the technology.
Q3. Do you see any device, connected via any protocol and with any cloud; as the future, if yes how will that be achieved? Standards?:
Swetha Jegannathan: RFID based devices connected through the anti-collision protocols and the Apple watch will be the future.

The RFID chips are inserted into the human beings for unique identification and capture of information relating to their general health and well being like blood pressure, weight, blood sugar levels.  The RFID tags can also be used for improving the efficiency of the medicine distribution networks as tracking of the medicines becomes easier.

Prevention of inappropriate usage of the collected information in terms of charging higher insurance premiums or classification of the individuals tracked by the device is one of the biggest challenges to its widespread implementation. However, if used judiciously, healthcare can certainly move from curative to preventive care.

RFID standards need to focus on the following:
– How the RFID systems work
– What frequencies do they operate on and how to use a common frequency across the globe
– Method of data transfer
– Communication between reader and the tags
– Complementary products development compatible to the RFID
Q4: In India (or your country), what are the Digital Infrastructure requirements for enabling IoT based Innovations in Healthcare?:
Swetha Jegannathan: In India, most of the patient data is available in physical form and this needs to be converted to electronic form.  Only if 100% of the required data is in electronic form, further analysis can be simplified.
For all the required data to be available electronically and their analysis, high end scanners, significant investment in hardware – to cater to large databases – and software (machine learning – image recognition; AI) to effectively manage data and make decisions. Further, a standard medical data code for data transmission and retrieval is a prerequisite.
Once the data is collected, stored and retrieved efficiently, analysis is accurate and easier leading to appropriate decision making.
Q5. How can hospitals leverage #IoT based solutions for service delivery and patient care? :
Swetha Jegannathan: Some usage of IOT in the indian and international hospitals are given below:
GE used sensors in a New York hospital to track the usage of hospital beds resulting in  optimised occupancy levels and reduced the emergency room wait times by four hours.
e-Alert, a HW/SW solution by Philips Healthcare, virtually monitors the health of its machines to prevent outages. Timely alerts on the wear and tear of the machines leads to savings on replacements and repair.
In India, Manipal Hospitals has been using a wearable device for the expecting mothers to enable doctors to remotely monitor real time information of the growing foetus.
Apollo hospitals has been an early adaptor of IoT in the country in healthcare for accessing patient records at one go with its Unique Hospital Identification initiative across the country.
In addition to the above, the hospitals can leverage IOT in the following areas:
– Clinical decision enablers
– Effective control on hospital borne infections
– Targeted and painless surgery using AI/ VR.
– Connected care pre and post discharge
Q6: What are the aspects of Connected Care for the Patient Care Continuum (
Swetha Jegannathan: Connected care for patient care continuum would include:
1. Preventive health – with regular check-ups, timely alerts and early interventions
2. In-Patient Care – Personalised treatment enabled by technology
3. Post operative care – Remote tracking, consulting and treatment follow-ups using telemedicine and diagnostic tools.
Q7. Please share usecases for Connected Care for: Healthy Living, Prevention, Diagnosis, Treatment, Homecare:
Swetha Jegannathan: The use case suggested is based on the premise that it is executed at state level involving the hospitals and care givers.
– The state monitors the citizen’s health using IoT technology – Wearable/ regular check-ups to name a few
– State collects data and, post analysis, alerts the hospitals if there is a deviation from normal
– Concerned citizen and the hospital are in touch and the identified individual is put on preventive treatment with periodic observation of the readings
– If the preventive treatment is successful, then sustenance is monitored through home care including life style changes
– If the preventive treatment is not working for the individual, further investigation is encouraged.  Post investigation, if the individual is diagnosed with the suspected condition, the relevant treatment procedure is given to the individual.
– Monitoring of the progress of the individual’s condition during the treatment is an important step
– On conclusion that the treatment is successful, the hospital, through IOT, will monitor the relevant data periodically.
– The hospital and the individual may decide to have remote follow up consultations till the individual is deemed to be healthy again and there are no signs of relapse.
Q8: What are the Healthcare based Smart City components? How can Local, State and National Government’s make #IoT solutions in healthcare economically viable?:
Swetha Jegannathan:
The following are the healthcare based Smart City components:
– Digital e-health and m-health systems
– Remote patient monitoring leading to customised treatments and medication
– Devices and wearables linking patients with remotely present doctors and nurses
– Data anonymisation
– New innovations on sharing medical learnings that are digitally collected
– Common medical data standards for collection, distribution, analysis and retrieval

The implementation of the Smart City concept in healthcare can be achieved by having a model district containing the above components.  This model needs to be continuously monitored and course corrected (wherever relevant) for it to be successfully expanded to the state, other states and finally the country.

Healthcare based Smart City components, if implemented efficiently, will lead to optimisation of the healthcare costs incurred by the governments.
Q9: How can private hospitals justify the RoI’s of Smart Hospital Components? :
Swetha Jegannathan: Thought, the initial investment and efforts required may be enormous, the patient convenience and hospital resource optimisation through the process streamlining will be worth the efforts and the investment. With the entire patient record being seamlessly available to all the relevant stakeholders, significant savings will be achieved in collecting, sharing and transcribing data – in terms of cost and time. This would also minimise medical errors and, in turn, enhance the reputation of the hospitals in the long run.
Q10: Give us a Buzzword we are going to be hearing regarding IoT based innovations in Healthcare.:
Swetha Jegannathan: Human barcoding
Q11. Tell us a 5 Year view of IoT in Healthcare and what would a Patient Experience in a Smart Hospital?:
Swetha Jegannathan: In 5 years the patients should be able to experience hospitals as wellness clinics with patient centric design in both service and delivery being the priority. This would be achieved if the following plan in implemented in a systematic manner:
– The patient will be assigned to the nearest healthcare facility by the smart city based healthcare network algorithm
– When the patient walks into the hospital (without any physical file), the face recognition technology will retrieve his records and direct him to appropriate department for treatment and physician without any wait time
– Incase of further investigation, the medical record will be sent to the nearest laboratory that then collects the samples from the patient and send the results to the hospitals online for further deciding treatment protocol, including surgeries and therapies. Alternatively for some tests FDA approved diagnostic mobile applications can replace the laborious laboratory tests and share the results instantly with the hospital over the data cloud
– Painless surgeries with targeted robotic precision will be the norm
– During the treatment course (either as in-patient/ out-patient), medical prescription is shared electronically with the pharmacy that delivers the medicine to the patient
– Home care will be an extension of the hospital care with the wearables monitoring the patient’s health and alerting medicine/ therapy schedule
– Physicians will do remote consulting for acute cases, thus freeing them and hospital facilities to attend to only chronic patient in person
– After the recovery stage, the IoT based diagnostic kits will be used to monitor the health of the patient remotely and alert any relapse or detect a new condition

Thus, seamless integration of health system and data without human intervention (or edits) will greatly reduce medical errors and enhance the patient experience.
Q12. Finally: What areas of IoT based innovations are you looking to partner with Startups for? Can you give us two areas?:
Swetha Jegannathan: – Technologies looking at reducing or eliminating the radiation effects of radio frequency that is so central to IoT use cases.
– Smart human centric designs to make healthcare more patient centric without compromising on the human touch.

Stay tuned to the #IoT in Healthcare Blog series Bookmark this link to follow on the insights being shared by the experts on the HCITExpert Blog:

Swetha Jegannathan

Swetha is a lifescience/ healthcare IT consultant with focus on business flow, pre and postsale lifecycle of a software. She has been fortunate to be part of different sub-sectors within the health and life science vertical, be it e-health and m-health at Eli-Lilly Co-Innovation lab for HCL, Singapore or Clinical Data Management & Computation and Laboratory Information Management Software (LIMS) suite at Phase Forward – Waban Software group (now acquired by Oracle) and Ocimum Bioslutions. She has catered to clients across major pharmaceutical majors in US, Europe and South East Asia.

She was instrumental is setting up the DNA sequencing wet lab for MWG Biotech (Now Eurofins), a German company, when they were establishing their base in India in 2004.

Swetha is also passionate about promoting green businesses and innovations that are socially relevant, economically viable and environmentally sustainable. An advocate and practitioner of natural living, she has also done social work assignments with focus on sustainable agriculture, food security and environment. (nominated for the UN Online Volunteering Award in 2010 and her volunteering work was published in UN Online Volunteering newsletter March 2011) and covered in The Strait Times, Singapore national daily.

Specialties: Digital health, Green business, Start-up facilitator, Business Analysis, Consulting, Entrepreneur, Marketing, Social Media, Project Management, Presentation Skills, Networking.

#DigitalHealth Startup? How to evaluate your #Startup like a VC or Angel by Manish Sharma @msharmas

#Startup, is a favourite word we hear these days from AiM to PM. At times it has connotations of a journey to fulfil, a dream to Startup is to Just go for it, and at times it brings about the memories of your struggles and wins, from that journey. But to startup is to also understand the basics of the entire process of establishing a business and running it.

You can proceed on two paths, just get started and learn by doing or you could get started and follow a process that allows you to ask yourself some questions each step of the way. I worked in a company that had a “Board” room named as Kaizen. I remember spending a great many hours in that room discussing what would be the new path our product would take and also showcasing the future releases of the product to existing and prospective customers. That was a room that also helped the team to see first hand the reactions of these very customers to our solution and not a meeting went by when the team came out of that room thinking what other “WOW” moment we can create for our customers. 

From the Kaizen room, the teams always came out wanting to do better and wanting to be the best. And I feel and see the same enthusiasm from the Digital Health Startups I have been following for quite sometime now. Guess we had built in a continuous feedback loop that allowed us to get updates from our various customers and what they were saying about us and also having the ability to constantly innovate and continuously improve. 

Well I digress, I was here to tell you about how you need to think like a VC or Angel and the reason I mention the story is to state the point, that in the rush and din of starting up, funding, customer acqusitions, round two, series a, b, c… etc, we tend to stop thinking about the basics. The Business Plan Evaluation Aids, that I list in this blog post, will help you define a schedule that will help you continuously improve, track, change and pivot your business plan to meet the needs of the customers you are serving or want to serve. 

And the best part is that the BPEAs are driven by fundamental questions that are generally asked during a due-diligence process of funding, IPO, exits or business evaluations by third party auditors. The BPEAs help you build a “Continuous Feedback Loop” to continuously evaluate yourself with metrics that will help you determine where you are, where you want to go and what you must do to reach your goal. 

Why is there a need for this process, in a startup? Arent’ startups supposed to Hack-It, Jugaad-a-thon it, Frugally Innovate, be Agile? And at the same time we also hear the statement, “9 out of 10 Startups will fail”.  Or of late, have been hearing about stats such as why do most Indian Startups close within 5 years. Lets try to turn that tide and improve the odds. Lets build to last !! (taken from a famous strategy book, i always like referring to and like the title because its not about exits, its about building something tangible and long term. Thats my personal take on starting up)

Lets try, by adding some semblance of method to the Startup madness and agility, by considering the Bell Mason Diagnostic as a Business Plan Evaluation Aid (BPEA) for your startup. The Bell Mason has been used by the Authors of the Model, to evaluate Technology Startups since the late 90’s (and has been used around the world to evaluate about a 2000+ ventures).

I came across an interesting statistic from a study, Venture capitalists reported devoting 8 to 12 minutes on average to evaluate a business plan (Sandberg 1986). Much of the evaluation is purely intuitive, despite the existence of several decision aids, which might be expected to aid both efficiency and consistency in the decision-making process.” 

So if you are able to prepare yourself to provide the VC or Angel with the best information about your startup and a story line that is compelling, you might just get funded. And perhaps that is what differentiates that one startup that makes it?

Another interesting story from the recently concluded Google IO, 2017. I remember one of the top executives from Google making the presentation and talked about how they had been “preparing” for this presentation from a long time. Well its Google, they dont need to do it, they can Just Do It too? Right? 

Same is the case, with Apple, when we have heard, read and seen the great presentations made by Steve Jobs for every single presentation for a new product launch, like the iPhone Launch

Let there be planning and evaluation at each stage of your journey, after all you might either have the time in the Elevator to Pitch or have 8 to 12 minutes, make them count.

The Bell – Mason Diagnostic (BMD) – A Startup Evaluation Model

The Bell – Mason Diagnostic [1] involves answering questions about your Startup. The authors where involved in evaluating Technology Investments. The model can be used by startups to evaluate their current stage, or can be used by corporates, planning on investing in new technologies and ventures (Intraventures).

What is the Bell – Mason Diagnostic Evaluation Model?

The BMD, consists of the following aspects that every venture, startup or intraventure can evaluate themselves on.

1 The Founding Premise

The the BMD Model’s founding premise is

“You dont need to understand the Technology to ask the basic business questions” 

2 The Four Diagnostics

The BMD model is built on the following 4 Diagnostics that each company/ project needs to do, depending on the current Stage of their startup/ venture or intraventure

  1. Space: 12 standard dimensions of any venture
  2. Time: 4 Stages of company development
  3. Quantification: Questions under each dimension to evaluate the company
  4. Visualisation: The graph showing the current status of the company based on the stage of company development

1. Space

There are 12 Standard Dimensions of Analysis of a venture. These highlight the various aspects of a startup. 

The 12 Dimensions of the Bell Mason Diagnostic are: 

12 Dimensions of the Bell – Mason Diagnostic (BMD)

  1. Technology Engineering
  2. Product
  3. Service Delivery/ Manufacturing
  4. Business Plan
  5. Marketing
  6. Sales
  7. CEO
  8. Team
  9. Board of Directors
  10. Cash
  11. Financeable
  12. Control

The twelve dimensions are organized in four groups, each containing three dimensions:

  • ProductTechnology/engineering, manufacturing and product
  • MarketBusiness plan and marketing and sales
  • PeopleCEO, top-level team, and board of directors
  • Finance/ ControlCash, financeability, and operations/control

2. Time: The 4 Stages of Growth
The 4 Stages of Growth for every Startup or Venture or Intraventure according to the Bell Mason Diagnostic are: 

  1. Concept (0 to 12 months) – Discovery
  2. Seed (3 to 12 months) – Definition
  3. Product Development (12 to 48 months) – Development
  4. Market Development (24 to 48 months) – Deployment

There is a more updated definition of the Startup Stages that can be found here >>


You can also review the 5D Delivery Process that I have written about here:

3. Quantification:
The quantification process involves asking a series of questions to oneself for your own company or to the startup being evaluated. Each of these questions are based on the 4 Stages, the 12 Dimensions. Each of the questions has a simple rating 1, 2, or 3. Each of these ratings can be attributed with a weighted score to arrive at the efficacy of a company or an idea. This is the way the startups can codify their work using a best practices approach to starting up.

4. Visualisation:
Once the Founding Team has answered and presented their idea within the purview of these stages and dimensions, the results are plotted onto the radar chart. 

Each of the sections of the radar chart, corresponds to a dimension of the BMD and depending upon the outcome of the questions under each of the dimensions, helps the person evaluating the proposal to identify the steps ahead.

So how does the Bell – Mason Diagnostic Evaluation Model, work?

Identify the Stage of your startup: Based on the Stage your startup is at, The Bell Mason Diagnostic presents the various dimensions that you need to focus on. 

These dimensions are relevant for that stage of your company (venture or intraventure). Each of these dimensions comes with a series of questions that need to be reviewed and answered by the startup team (project, venture, intraventure). The focus areas for each startup stage are defined by the following radar chart.

[2]: Source: How Bell Mason Diagnostic measures the companies –

You can event do a quick run through each of the dimensions relevant for the current state of your startup and rate each of the dimensions with a score of 1 to 5. That will help you identify if you are able to move your startup from one stage to the next. It also helps the startup to evaluate what are the tasks they need to perform to move from one stage to the next.

For instance, at the concept stage the BMD shows that the Startup needs to evaluate the following dimensions: technology, business plan, CEO, cash and financeability. [2]

Another important aspect of the Bell Mason Diagnostic, is to help the startup identify the equity they can give out at that stage of the startup. Using this method the founders can understand the finance they would need, the type of finance they can go for and the amount of equity they should be able to give away at each of the stages 

How to, Build to Last

As startups we need to beat the odds i shared earlier, 9 out of 10 startups fail? Why startup if you accept the fact that you are going to be keeping the batting average at the above number. The average is not acceptable as a rapidly evolving startup nation. 

We need to focus on how we can build organisations that are Built to Last and while we can still remain agile in our delivery process, but at each stage of your startup, we need to evaluate the current state by answering these in-depth questions which can pile up quite fast and under the radar. 

The BMD helps the startups run an iterative and a continuously improving and evolving analysis of their company that in turn generates a list of activities, to-do lists, product backlogs, etc that will help the company to move to the next stage of their startup journey.

While I am not proposing that you keep doing the same thing again and again, you can surely use the BMD to also identify if you need to pivot, exit, re-strategize and work at other aspects of your business plan to improve what you are building/ developing.

There are many other models of Startup (or venture, intraventure) Evaluation. In this blog post I have tried to present the Bell Mason Diagnostic to help you get started on a task of evaluating the current state of your startup. Be it due-diligence, or preparing for presentation to new board members or members of the executive team, use this model to help you identify the next steps to be taken. 

Just remember building a product requires getting your fundamentals right, the BMD framework can help you do that.

While you are working on evaluating your startup using the Bell-Mason Diagnostic (BMD), you might also consider reviewing the following Business Plan Evaluation Aids (BPEAs). “A BPEA is a highly specialised subset of human decision aids used for the specific purpose of screening entrepreneurial business plans. Any decision aid is used to provide assistance and structure to improve the accuracy and consistency of human judgment.” [6]

1) the FVRI System (Fiet, Gupta, et al. [2003]) and 
2) the New Venture Template (Mitchell [1995])
3) The Venture Opportunity Screening Guide (Timmons [1994])
4) ProGrid Venture (Bowman [1997])

I have put together an excel sheet that will help you arrive at the “Go – No-Go” for each of the Startup Stages. Let me know and I can share the same with you. Drop me an email at manish.sharma [at] hcitexpert [dot] com. In the followup Blogs I will present some of the other BPEA tools listed above and share the various categories of healthcare startups.

If you are a Digital Health Startup, I would like to hear and share your story, what is the solution you are developing, more importantly why?

Here is an interesting write up by Shailesh Gogate (@sgogate), on 5 lessons learned while assisting Healthcare #startups 


Here is an Update, got an interesting update from Mr. Raj Grover, shared by him on the Fundraising for Indian Startups on what aspects should be covered in a startup pitch 

[5]: The Bell Mason Diagnostic:
[6]: Assessing the Efficacy and Standardization Potential of Five Competing Venture Capital Investment Evaluation Approaches
[7]: An exhaustive list of 200+ Incubators in India:


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