Ran Shaul On Raising $380 Million To Build A 24×7 Virtual Healthcare Platform To Offer Assistance Via A Mobile App

In the world of entrepreneurship, few stories are as inspiring as that of Ran Shaul, a serial entrepreneur who embodies the resilience, adaptability, and foresight required to build and scale companies on a global level.

Ran also offers insights into raising $380M for K Health from top-tier investors like Valor Equity Partners, 14W, Mangrove Capital Partners, GGV Capital, and Comcast Ventures.

In this episode, you will learn:

• Growing up in Israel and serving in the military shaped Ran Shaul’s leadership and strategic decision-making skills.
• Ran’s first company, Synergy, succeeded early by bridging the gap between business algorithms and solving real-world problems.
• Moving to the U.S. taught Ran the importance of being physically present to scale a B2B business and navigate corporate America.
• Pursway’s innovative marketing concept, focused on identifying influencers through data, led to its acquisition by IPG Media Brands.
• K Health was born from recognizing the inefficiency of healthcare data and applying AI to create a scalable primary care platform.
• Ran and his co-founder raised $350M for K Health by aligning with health systems and strategically choosing mission-driven investors.
• Ran advises entrepreneurs to be prepared for failure, test products with real users, and work toward perfecting product-market fit.

 

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About Ran Shaul:

Ran Shaul has a strong background in technology and analytics, focusing on using data to empower individuals to make informed health decisions.

Ran has held various leadership positions in companies such as K Health, Hydrogen Health, and IPG Mediabrands.  Additionally, Ran has experience in founding and leading companies like Pursway and Synergy.

Ran Shaul’s educational background includes a Bachelor of Applied Science in Industrial Engineering from Tel Aviv University. Prior to their corporate career, Ran served in the Israel Defense Forces as a Lieutenant.

Connect with Ran Shaul:

• LinkedIn
• TheOrg
• Crunchbase
• RocketReach

Read the Full Transcription of the Interview:

Alejandro Cremades: All right. Hello everyone and welcome to the deal maker show. So today we have a really amazing founder, you know, founder that has done it multiple times, a founder coming from startup nation. And they and I think that you guys are all angles are going to really enjoy this conversation, find it very inspiring.

Alejandro Cremades: We’re going to be talking about how to transform yourself and how to really progress as a founder, because as we know, you know the companies grow quickly and you need to grow in parallel. Then also, what to do you know to land when you land in a new country, how to go about it, you know when you’re trying to build a business, as well as raising capital, how things have been changing.

Alejandro Cremades: with Raising Capital. Our guest today is say a raise for his last company, 380 million. So I think that we’re going to be able to hear a thing or two in that regard. And then also how to go about achieving product market fit. So a lot of good stuff. So without further ado, let’s welcome our guest today, Ran Shaoul. Welcome to the show.

Ran Shaul: Thank you very much. Pleasure to be here. Thank you.

Alejandro Cremades: So originally born and raised in Startup Nation in Israel. Give us a walk through memory lane. How was life growing up over there?

Ran Shaul: That was great. um Israel was is a place to be a teenager. That’s what they call it. And it’s simple life. I was born and raised in Tel Aviv. ah Social life was really good back then.

Ran Shaul: It was starting to be Startup Nation when I started, and technology was a big deal. Even when I was young, I remember those stories about, if you remember, the big startup started with a company called Amdocs, who actually created the first wave of high-tech technology for the Israeli team. And we were like looking at Amdocs as a way to bridge and bring more technology back to Israel. But back then, it was really good. I spent most of my my time there in university and then studied through a computer science and industrial engineers and then eventually started my first two company actually I started in Israel before I came to to the US.

Alejandro Cremades: And even before that, you were in the army, but you decided to take the longer route, five years in there. What did you learn about discipline and then also you know about some of the entrepreneurial skills?

Ran Shaul: Yeah, that that I did spend five years in the army. I ended up doing, you know, the mandatory today is about three years, but I ended up signing for two more because I went to an officer and I became an officer and then I became a lieutenant.

Ran Shaul: um I learned a lot in that phase. I was 21 and I was already managing. A platoon is about 120 people. So I was managing and there was probably a lot of pressure, a lot of stress. You have to do decision-making processes. Is something I still taking here?

Ran Shaul: and basic ah basically the ability to understand and have a clear understanding of of what you’re actually facing. That’s something that really helped me later. Some of the principles you were you’re actually learning, the principle of war is actually really applicable for business management and how to assess and then define a strategy and how to understand if your strategy is well executed and how to execute it in a way that other people follow you.

Ran Shaul: A lot of leadership skill that I was not able to acquire back then in the army and how to basically make people believe in what you want and make them do what you actually wanted to do was skills that I was developing i was developing back there in the army.

Alejandro Cremades: So then at what point because you didn’t even work for more than two years for a company you know I mean you you had it in you. So what point does the idea of synergy come knocking.

Ran Shaul: Yeah, i was first of all, I was very late. When I left the army, My friends were already working. Some of them started companies. I was super late. I was like, whoa, I’m back out of the Army now. I need to understand what to do. So I had to catch up a lot. I went to university. I started working when I was my third year already. I had no time to spend. I needed to also start making some money, aside from being a student.

Ran Shaul: And I spent a little bit of time understanding what um and how organization work. I worked at two different IT t technology. Back then, the idea of data warehouse, data mining, the beginning, the early beginning of and NLP, the early beginning of AI were just started. And I was always passionate with it. I always felt like I understand how to use data. I understand how to code, but I also understand how to apply data solution for business problems. And that was my spot. And I realized that I can understand an algorithm. I can be a good algorithm developer, but I will be a best if I will take the algorithm and apply it to a business problem. And that was the crossword of my career.

Ran Shaul: And working for those companies, I realized that I can do it. I can just do it myself. So that’s made me feel like I was ready. I was not married back then. I didn’t have any children. I was just ready to take a risk. And I started my first company.

Ran Shaul: with the intention of, you know, make a living. And it became really, really successful company. Eventually I found myself in Israel, I don’t know, something around 100 different people. I was managing different structures. All of a sudden it was my first company. We came very big. And then I got an acquisition offer. After a few years, people say, hey, we there’s a very unique set of skills in that company that I was acquired. So that was something like,

Ran Shaul: usually as an entrepreneur you don’t necessarily get the first thing right but for me that actually worked really well as the first company.

Alejandro Cremades: Well, I mean, with Synergy, you did quite a ah bit of good stuff there. I mean, you were on the verge there of data science and big data. You grew that to over 100 consultants, and then you ended up selling it to Nest. What was that day process like of going through an acquisition tool for the first time?

Ran Shaul: um there was It wasn’t really, but they, ah well, the company does approach us. They were looking to solve a problem. um When it’s much easier when you have an option, when you offer on the table, you know the other side wants to acquire you. um They had a whole strategy around how to take this company public and what to do with this missing piece they had. And the missing piece was they had a lot of technology back then, but they didn’t have the connectivity between business algorithm

Ran Shaul: and solving real business problems. So the acquisition process was quite non-payful. Due diligence process, three months, argue a little bit about valuation, play a little bit of ra both sides, kind of like try to make the best of all of that and then eventually compromise in the middle and both, both I was ready, I was just ready to move on and they were ready to acquire. So it was fairly non-payful.

Ran Shaul: I left the company, by the way, and a lot of people told me, how did you manage to sell a company and then leave it? But I only had six months close, and I stayed there for six months, and then I left the company. The the interesting part is that company is still alive, and it’s still, as a department who required the services, are still doing things so many years after.

Alejandro Cremades: So then let’s talk about what happened after, because a once an entrepreneur, always an entrepreneur, now with the next company, you know which was Purseway, that was ultimately your bridge to coming to the US. So what were you guys doing there? um What was the business model of Purseway, and how do you decide to come here to the US?

Ran Shaul: Yeah, the pathway company was actually, I met the two, i meant imagine me after the acquisition, I was relaxed, I felt good about what I’m doing in my career. And I met these two guys, really, really smart people.

Ran Shaul: left there They just finished the Israeli army from those units that you know that computer science is very strong. And they said, Ron, we have this amazing idea. We can look at data, and then looking at the data, we can realize who is an influential consumer compared to others. I said, wait a second. You want to tell me that you can run an algorithm, and you want to tell me that based on the data of a bank, for example, you can figure out that Ron is much more influential than other people i can do a lot with that i can direct marketing to run i can embrace more think about it before influencer marketing was even a thing think about it in the beginning of so so social network era we were talking about really cutting edge stuff back then people didn’t even know

Ran Shaul: that you can actually run algorithm in such in such a way that you can figure out causality behavior between two individual and then give it a mathematical score to identify who is an influential guy. I knew there’s something unique there. And this is where I decided to join with those two. um and I would say a few really contrast to me was people that much more academic academically oriented and I i was much more business savvy oriented.

Ran Shaul: And then we come together, we raise money from a very well-known VC, BatteryVenture. And the first check we got is where we started the company. And the fun thing about it is after a year or so in the making, I got a phone call from the VC and turned me around. What exactly are you doing? I was like, what do you mean? We’re doing a really important thing. We are building a company here, yes, yeah, but not from Israel.

Ran Shaul: You have to move to the U.S. If you want to build a real important company, you can’t do B2B sophisticated AI technology selling remotely. And a lot of people will say that it’s different now. You know, if you look at cyber and there’s a lot of good examples that you can do it offshoring and stuff like that. But back then it was almost impossible to get a big contract with. Think about when my client was Bank of America and American Express and Fidelity. Those like the clients I’m talking about, you couldn’t do deals without being there in person.

Ran Shaul: making the deal happen. So I was the first one in Persuade to move to the US. I moved to middle of December and I landed in a snowstorm in Boston. The only snow I saw before was when I was a tourist, when I went to see snow specifically. There’s no snow in Tel Aviv. I went there with a family of two two daughters. One of them was one year old and I moved all my life there. Started living in living in America i and and doing doing that enterprise sell. Eventually, we grew Persuade very well. Eventually, we sold it to to IPG Media brand. um But that actually what’s the it was the first time I interacted with, and I realized after that, everyone I’m telling them,

Ran Shaul: If you want to build something that is going to be monetized in the US, you better be in the US to do that. And some people I know disagree with that, but I strongly believe that it’s required to understand the market. You have to leave the market.

Alejandro Cremades: So what about doing business in the US versus like doing business like you were doing before in Israel. You know how would you say that things are different. And for the people that are coming here to the US to build something. What piece of advice do you have for them.

Ran Shaul: are extremely different. In the US, you got to be ready. You got to be ready. you you And i also, sold by the way, I should say that Persué worked very strongly also in Europe, and in Italy, and in Spain. And I have Vodafone, and I had those companies in my in my roster list. And making deals in the US, you’ve got to be prepared. You can’t tell a story that is 70% there. You’ve got to understand the scalability and the conservative, semi-conservative approach that corporate America will take at you. People don’t want to take unnecessary risks. This is not a place to

Ran Shaul: You can do pilots, that’s okay. But if you want to be a serious company, you got to have all your checks and balances. You got to invest in stuff that as an entrepreneur, we see as boring, like with the accreditation or that kind of security things or like everything that it seems like, a like not that important for a person who just want to be really amazing product. That’s one thing that the second thing, if If to be successful here, you have to succeed here. You can’t import an idea or a case study from a different country.

Ran Shaul: We in the U.S., and I look myself as a U.S. now, and I live here for 14 years or almost, we look at ah what happened in the U.S. as a way, as a references. Yes, you can be successful in other places. You can do it differently, but you have to have a strong success story here. And that’s what I realized that um you got to be, you pacing yourself. Don’t go too fast. Don’t try to go to the big Marakea conference. Establish your success.

Ran Shaul: make sure you talk talk about your case study, make sure you publish, make sure people understand, make sure you have the reference and then go and build a bigger, scalable, more wider business. So that’s the second thing. So if you think about that, it’s actually the opposite of how startup wants to work. Startup wants to go fast and break things and move fast and get scalability and get growth. But that’s something that I think as an entrepreneur, I learned a lot.

Ran Shaul: build it in a way that you can eventually scale it but don’t start to do it too fast or too suddenly.

Alejandro Cremades: So talk to us about timing too, you know, when when an acquisition, you know, is the way to go. You know, how should founders think about timing?

Ran Shaul: I would never plan for it honestly. Like if you’re sitting in an upper door and you’re telling yourself, hey I’m gonna sell this company in a few times, yeah you can do that but yeah I want to think honestly think that’s not the way to think about it. I honestly think that you need to think about how you build a big company is this is going to be a big company. And then if you have an acquisition offer in the way, maybe you are lucky and maybe you’re just going all the way in IPO. That’s the good thing when I met my co-founder alone.

Ran Shaul: The good thing I always always told me is like, we’re not selling anything. We’re building a large business to stay here, to never go forever. Like as an entrepreneur, you need to be willing to work forever in the company you create. Maybe it is along the way you can exit and maybe not. But you want to be passionate about what you do long term. You’re not doing it for a purpose of, yeah, somebody is going to buy. In my mind, in my mind.

Ran Shaul: Now, obviously, there’s there’s a lot of people who will say, hey, we can turn a company very quickly, sell it in three years’ time, make a lot of cash. That’s a one. I’m not arguing with that approach, but I’m thinking it’s much more like, when and we started KF and you, I’m going to do this for the next 20 years.

Ran Shaul: That’s my mind. Maybe along the way.

Alejandro Cremades: So then let’s talk about that. How do you and Alon, your co-founder who actually has been on the show too, how did you guys say a link up?

Ran Shaul: we we had um We had a mutual investor who introduced us. um And we met as two Israelis that never knew each other before. And Alon was doing an amazing stuff with online retailer. He created a company called Vroom that went IPO since then. And he was looking for expertise in data and data mining. And I was right before right after I sold my second company,

Ran Shaul: And I was kind of like looking around, what should I do best? I started actually working with him as a consultant to him in his company. And that’s when we got to know each other and we got to see that there’s a way of thinking about business problems that we actually really share and a way to think about vision and how to build product. And even though we didn’t come from the right necessarily right networks, we clicked.

Ran Shaul: um alone is an amazing consumer or marketing person. I had all of the ability to monetize algorithms in a large scale to get to realize that this could be something interesting. And then life happens. you know I was about to finish my year of of ah when I sold my company, I gave them a year after the second company persuade. So I’m about to finish that and I was like, okay, what can I do? And Alon was exiting his prior company and we came together and said, what’s out there? Like, what is a big problem? Like, this is gonna be my front company, Alon already has two IPOs. Like he was like, why would I need to even work? He’s like, what is we passionate about it? Like, what do we really wanna solve?

Ran Shaul: um We knew nothing about healthcare. And by the way, we didn’t understand medicine at all. We kind of came together to this idea, our third co-founder was Adam Singolda, which is a CEO of a company called Tabula.

Alejandro Cremades: He’s been on the show too.

Ran Shaul: He is by itself, it’s a known character. he’s He sent us together and was like, I have this idea for you guys. What if This could be an automated way of giving you a diagnosis. And we even call it in the beginning was like a second opinion. Let’s say you went to your doctor and he told you something and you’re like, I’m not sure. Let me check. What is it? And we’re talking about way before we even chat GPT was created, you know, talk about seven years ago. Now everybody going and asking questions and stuff like that.

Ran Shaul: online, but we quickly realize this is a perfect storm. A perfect storm, meaning you have the data, but it’s not used. Well, you have a huge business problem based on health. is it’s It’s not a business, it’s a society problem. And you have a very, very inefficient healthcare system that requires a change.

Ran Shaul: So all of those three things, it was like, yeah, let’s build an automated approach, an a AI physician. Let’s build something that could be as good as doctors. And that’s how we started KIA.

Alejandro Cremades: Amazing. So for the people listening, what ended up being the business model of K Health? How are you guys making money?

Ran Shaul: where it’s been evolved. It was always around the same thing, but the business model is evolved. ah Now we are a clinical AI primary care platform and we are offering 24-7 care for our healthcare system partners. So we have If you’re in California, we have a partnership with Seto Sinai. You can use an app called Seto Sinai Connect, and that will give you an access to 24-7 primary care. And same goes we just launched today in Hackensack Meridian Health, which is a New Jersey biggest health system.

Ran Shaul: Anyone in New Jersey can download an app and see a physician, we need 15 minutes. We basically operate those platforms for our partners and that’s how we actually bring the product to market. We also have a direct-to-consumer offering, so you can just use the K Health solution if you are without insurance or you’re not belonging to any health system. So those are the kind of a way of taking K Health to the market.

Alejandro Cremades: So then in that regard, too, you guys have raised quite a bit of money. I mean, we’re talking about over 380 million. How has it been the journey of of going through the fundraising process?

Ran Shaul: It was fun and then it was not. So in the beginning days, it was, um think about it, like before the 2018 thing, we basically started by the idea that we can take a lot of data and we can build an automated AI physician. um And the idea of using AI was something in medicine was something that a lot of people tried, but there was not so much data there and was out there to do. And we proved that case. So we were able to raise quite a lot of money um based on that. And then COVID started and we grew like crazy, like everyone. And then it was really those three months around 2020, I hope I don’t get my data, but 2021 where this whole

Ran Shaul: bubble around IPO burst and money just vapor disappeared. It became actually quite hard. And in three months time as an entrepreneur, you had to establish your story from growth to profitability. And among entrepreneurs, it’s it’s one thing to grow the company and it’s one thing to actually create a profit. And that’s where We had to change also our perspective, we had to establish a unit economic, we had to make sure that our business make much more sense and we had to re revisit some of our business strategies and that’s where we started aligning ourselves with health system and since then it was very very successful for us. We managed to get three big health system

Ran Shaul: to actually co-manage their patient together and we’re talking about well-established hospitals like Sedosanai or Hackensack Meridian Health that now we’re working together in a partnership with.

Alejandro Cremades: so then So then how would you say to that fundraising has changed over time?

Ran Shaul: so

Alejandro Cremades: Because I know that now you’ve got to be in constant relationship you know before you even onboard investors, you know really getting to understand them. I mean, how have you seen the fundraising landscape too changing?

Ran Shaul: Yeah. if if before the Before we had to stay like we have to sit with with an investor or tell a growth story, talk about the category and potentially get a big check. Now it’s experts. You get, so sit an investor.

Ran Shaul: you you immediately know if this investor is going to be a good fit or not. Like you you you have to have people like ah the person who led our last round, Marcelo Clark, is someone that once when I met him, I realized the person is really interested and really mission driven and really trying to understand our business and really managed to pinpoint what are the business competitive advantage we have and what is noise and what’s hype and what’s real. And that is not the different due diligence perspective, but it’s the intimacy that we currently think we have with investors and the relationship that we maintain over time, which is different than what we did before, which is mostly like a demonstration and an investor deck, if that makes sense.

Alejandro Cremades: So obviously here, you know, let’s say when you raise money, you know, people are betting on a vision people and not only people, I mean, they the investor, I mean, also employees, too, you guys have over 350. So when it comes to the vision, Ronnie, if if let’s say you were to go to sleep tonight and you wake up in a world where where the vision of health is fully realized, what does the world look like?

Ran Shaul: Look, we have a big chance here. I’m candidly telling you, this is so broken. Like if you were an engineer, and you look at how a primary care visit is done, you were like, you would not believe. Like on one hand, that we are as a society, able to maybe have an autonomous car, maybe flag people to Mars. But on the other hand, the way we the look to we go into a primary care visit and see a doctor is like in the 1950s.

Ran Shaul: We make an appointment in a court center. We go and drive. We have no idea if we need to be there if this is the right physician. We do manual forms, write things on a paper, and then go see a physician for two minutes.

Ran Shaul: and then no And then there’s no follow up, there’s not clear what to do. So if we are successful at what we do, we’re gonna completely reinvent how you going to a doctor. By the way, the doctor is coming to you. So this whole idea is a complete re-engineering of that visit. Just so you know, 1.4 billion visit to primary care in America every year. Just just think about this number again. 1.4 billion times.

Ran Shaul: A person goes to his physician to talk about something. And if we do well what we do, and this is what we’re trying now, we’re proving beyond any doubt, we’re going to drastically change that. That is going to be much more efficient, much more higher quality, and therefore allowing more access to people. The mission of care is access to high quality care. And this ability to use AI an intertwined AI, not replace necessarily physician, but an intertwined AI between you, the patient, and the physician, and having the ability to ah le elevate that that consultation is something that I think we will be remembering.

Ran Shaul: Eventually, that’s what I want. I want people to say, hey, five years ago, who would have thought about it? I should have gone to a doctor. This time, the doctor is coming to me. I’m just texting, and already I have my my care plan. I have a follow-up. It’s already happening. It’s been proactively. People are actually thinking about preventive care, not just about seek care. People are thinking ahead what to do.

Ran Shaul: Like I’m educated. I know what I have. I know what it could be. I’m as a patient empowered now. I have my medical history. I have control of my history, my medical history. I’m in control. I’m not this patient wandering around in the system, hopefully hopefully for the best. That is what Kay is trying to do. And now with partners like Sedosana,

Ran Shaul: and partners like Hackensack Meridian Health, we have all the ingredients to really radically change that, and that’s what we’re doing every day. You know, we’re still a small number, but in the in the mass of thing, but if you think about it, we see 1,000 and some people every day. That’s not a small clinic anymore. That’s actually quite significant amount of physician, 120 physician working around the clock, 24 seven, seeing patient in this new era.

Ran Shaul: of AI-enabled primary care, clinical AI primary care practice.

Alejandro Cremades: So let’s talk about the past now, about doing the show with a lens of reflection. Let’s say I was to put you into a time machine and I bring you back in time. You know, maybe to that time where you were thinking about starting, you know, Synergy, right? Your first company. And let’s say you were able to show up and have a chat with your younger self and be able to give that younger self one piece of advice before launching a business. What would that be and why, given what you know now?

Ran Shaul: That’s amazing question. Thank you. First of all, I would say to my younger self, can you please trust less of your intuition and work more diligently in making decisions? Not everything you think, not everything you you convince yourself is correct. Double check, triple check. Understand, listen more.

Ran Shaul: be less confident in the early days, validate more, be more eager about decision making. That would be one thing that I, and and by the way, I’m still like that, I’m very intuitive person. So when I feel something, it feels like right to me, but it’s not necessarily true. So that’s something I would give, to give that. And number two, I would think, I would think young myself, I would give my co-founder a compliment. like If I met a alone early days, I would probably would have been um much better off in my pride. like Not that it was not a success, but i would I would think meeting the right people and finding yourself going and working with the right type of people and the people that will grow you significantly.

Ran Shaul: And it’s good that even if you’re a young founder, try your first company. And if your first company works well, great. I was happy that it happens to me. But don’t worry. Spend some time with other entrepreneurs. Work for other founders. Realizing what they do. Understand the complexity of actually being a founder. And number three is like maybe the most important part. Just be mentally prepared to fail.

Ran Shaul: If you not fail, like you are gonna square up.

Alejandro Cremades: So.

Ran Shaul: Like if you are not mentally prepared and you don’t understand that the whole idea of entrepreneur is to fail and then figure out the next step, you just not cut for it.

Ran Shaul: If you you you, you just better work in ah in an environment that is much more, but the entrepreneurship is sore, like it’s like, it’s okay. it’s really ups and down. Like you wake up in the morning, you wake up the next morning, you close that deal, that deal is closed, that deal that you thought it closed, the term sheet is no longer there, something happened, COVID happens, this happens. like You just need to be ready mentally to understand this is not a straight line.

Ran Shaul: It’s not like I’m going, I’m going to open up a company, I’m going to get my A wound, then I’m going to get my C and my A, then I’m going to do this, then I’m going to do that. It’s just not. you You’re starting here, you may end up completely different. um If you have your mission and your big quick story, you will align, but your product will iterate so many things.

Ran Shaul: By the way, as part of that is like, I think we build more than we needed for MVPs. We’re building way too much. We need to put the product much faster into market, test it with real user. The idea of pivoting is not a bad thing. like People say, oh, you pivoted. It’s product market fit. It’s actually what you need supposed to do until you find the right place that the product is really the product that people want to use.

Ran Shaul: So, those are the mindset things that a lot of people forget and it and then it takes an emotional toll on people that are not ready for it. They don’t understand why things are changing so much, why it’s so dynamic. And that’s the key point of what I learned in the past.

Alejandro Cremades: I love it. I love it, Ron. So for the people that are listening that would love to reach out and say hi, what is the best way for them to do so?

Ran Shaul: Or either LinkedIn or or just my email, runran.com.

Alejandro Cremades: You say enough. Well, hey, Ron. Well, thank you so much for being on The Deal Maker Show today. It has been an absolute honor to have you.

Ran Shaul: Thank you. It was pleasure. Really enjoyed it. Thank you very much.

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