Prodoc AI Raises Seed Round From Velumani Family Office

Prodoc AI, a Bengaluru company building software that sits on top of hospitals' existing systems, has raised an undisclosed seed round led by the Dr A. Velumani Family Office. Dr Kunal Shet and Parth D. Bhasin also took part, both of them already customers of the platform.

The interesting number is the one Prodoc has been running on until now. The company had raised roughly ₹1.7 crore in total since it was founded in 2022, across two angel rounds in September 2022 and November 2023 from about twenty individuals between them. On that, it reached more than 100 hospitals, over a million patient engagements a month and more than fifty software integrations.

Most healthtech companies spend that much on a single quarter of sales salaries.

What the software actually does

An Indian hospital typically runs a hospital information system, an electronic medical record, a CRM, billing and telephony as separate products bought at different times from different vendors. A patient who calls the front desk, walks into OPD, gets a scan and then needs a follow-up appears as five unconnected records. Prodoc's pitch is that replacing any of those systems is a multi-year sale nobody wants, so it builds a layer across them instead and keeps the patient's context in one place.

The company calls that a Patient Journey OS. In practice it covers a set of modules:

• Patient acquisition and appointment conversion
• OPD intelligence and IPD care coordination
• Follow-ups and patient retention
• Partner and referral management
• Voice AI and an agent-building studio
• Compliance with India's data protection law

Its published customer list includes MGM Healthcare, Ujala Cygnus, RJN Apollo Spectra in Gwalior, Madhavbaug and Unicare, which is a useful corrective to the abstraction. These are mid-market and regional hospital groups, not the metro chains that buy enterprise software through eighteen-month procurement cycles. In one case study, Madhavbaug reports 40 lakh patients engaged through the platform in a year. Prodoc claims certification against ISO 27001 and HIPAA and support for the HL7 FHIR standard and India's health-stack protocols, which is table stakes for selling into hospitals but not nothing to have built.

The numbers behind the round

Prodoc AI operates through Growth Hacker Consulting Private Limited, incorporated in Bengaluru in January 2022. For the year to March 2025 it filed revenue of about ₹74 lakh, up 56% on the year before, against a net loss of roughly ₹1.21 crore.

Three things follow from that. Revenue of ₹74 lakh spread across a hundred-plus hospitals works out at under ₹75,000 per hospital for the year, which is pilot pricing rather than a full deployment, and tells you the land-and-expand motion is still at the land stage. The loss runs at about 1.6 times revenue, which is ordinary for early software but meaningful when set against the ₹1.7 crore the company had raised in its entire life. And the filing is eighteen months old now, covering a year that ended before most of the hospital additions the company is currently describing, so it is a floor rather than a picture of today.

Put together, those explain the timing. A company losing more in a year than it has left in the bank does not raise opportunistically.

Why this investor

Dr A. Velumani built Thyrocare into a diagnostics business on throughput economics, pushing volume through centralised labs at a unit cost nobody could match, and sold 66.1% of it to PharmEasy's parent API Holdings in June 2021 for ₹4,546 crore. He has since started AVMLabs, AVMSmiles and AVMDiabetes and invests through his family office.

His stated reasoning for this investment is the same instinct applied to a different bottleneck. "In healthcare getting leads is relatively easy, however converting these leads into revenue is tedious," he said. "Many leads get lost midway due to process fatigue. As a result, providers struggle with higher customer acquisition costs while facilities remain underused." He puts a number on the opportunity, saying he believes Prodoc can cut customer acquisition costs by 10% to 25% depending on lead quality and service pricing, and let one person do the work of five. That is an investor's projection rather than a measured result, but it is a projection from someone who spent two decades squeezing utilisation out of healthcare assets.

Two more names sit around the company: Raj Gore, formerly chief executive of HCG, and Dr Nandakumar Jairam, formerly of Columbia Asia Group. For a company selling into hospital administrators, that kind of bench is closer to a distribution asset than an advisory one, and it is the sort of edge that separates the companies in India's healthcare analytics cohort that get pilots from the ones that get renewals.

What the money is for

Asit Kumar Vidyarthi, co-founder and chief executive, and Raghuvamshi Thakur, co-founder and chief operating officer, plan to put the capital into agentic AI capability, more system integrations, and agents that handle hospital workflows across care coordination, operations and revenue.

"A patient may interact with a hospital through a call centre, WhatsApp, OPD, diagnostics, pharmacy or a follow-up team, but these interactions often live in different systems," Vidyarthi said. "We are building Prodoc AI so hospitals can move from simply collecting data to taking meaningful action for every patient."

The round lands in a year when Indian healthtech money has moved toward workflow software rather than consumer apps, with operator-founded startups drawing backing on the strength of distribution rather than reach.

The integration count is the thing to watch. Fifty integrations is what makes the layer viable; it is also a maintenance burden that grows with every hospital that runs something slightly different, and it is the reason this category is hard to enter and hard to leave. Whether Prodoc can raise per-hospital revenue while adding that surface area is the question this round is funding an answer to. India's healthcare startups have generally found the second part easier than the first.