“I've had the good luck of being connected to Neil when I was in a career transition. He didn't know me but was generous with his time and skilful in helping me unpack my skills against a new career path I was considering. What I appreciate most in Neil is his humanity and humble nature. He is an expert in his field and truly visionary in what he aims to create.”
About
25+ years of experience in Product Management Leadership. 3x Founder, 3x Head of Product…
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Volunteer Experience
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Vice President of Community Affairs, Director, and Member
San Francisco Beautiful
- Present 14 years 5 months
Environment
SFB focuses on livability and quality of life issues for residents of San Francisco. We focus on improving the lives of our citizens. I work with the community, neighborhood organization, and our city leaders to visually improve our daily experience in the city
- Elected by the members to Vice President of Community Affairs working with civic leaders
- Member, Board of Directors - Executive Committee
- Setting the direction of the organization working with other board members
…SFB focuses on livability and quality of life issues for residents of San Francisco. We focus on improving the lives of our citizens. I work with the community, neighborhood organization, and our city leaders to visually improve our daily experience in the city
- Elected by the members to Vice President of Community Affairs working with civic leaders
- Member, Board of Directors - Executive Committee
- Setting the direction of the organization working with other board members
- Helping with selecting causes and issues that we want to support
- Liaison with city leaders, neighborhood organization, and the community on quality of life issues
Issues:
- Clean up the sidewalks so people can walk safely at any time
- Remove outdated utility boxes or camouflage them with art or landscaping so they are visually appealing
- Limit the use of outdoor billboards so they are not cluttering up our fantastic views
- Get rid of the overhead utility lines and bury them underground to clean up visual clutter -
Community Outreach and Liaison to Public Officials
San Francisco Coalition to Underground Utilities
- Present 13 years 3 months
Environment
To finish the job of under-grounding all utilities and removing the ugly utility poles on public sidewalks so we can improve the community experience of living in the city and cleaning up the visual blight
- Working with city leaders to adopt a plan to complete undergrounding
- Collaborating with neighborhood groups to rally them to the cause
Projects
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Cost-Benefit-Value Matrix - Product Prioritization
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Languages
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Hindi
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Recommendations received
13 people have recommended Neil
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Norman Volsky🎙️ 🏥 📉
Premiering now on the Digital Health Heavyweights Podcast I have a conversation with the co founder and CEO of Bonfire Analytics Vinay Nagaraj! One great moment was when Vinay says that while business moves at the speed of trust, so does sales. I could not agree more. It requires a huge level of authenticity, being able to connect with a person, as a person. Building deeper relationships. There is a lot to learn on this weeks episode. Vinay shares his journey from biomedical engineering to healthcare sales, discussing the challenges and successes he faced while scaling revenue at Roundtrip. He emphasizes the importance of authentic relationships in sales, the role of data in healthcare, and the key traits he looks for in salespeople. Vinay also discusses the inspiration behind Bonfire Analytics, its mission to accelerate healthcare technology adoption, and the common mistakes healthcare companies make in sales. He provides insights into market opportunities, the importance of making data actionable, and offers advice for founders seeking funding. I always love asking my guests the 3 things they look for when hiring for sales roles, Vinay shares three traits he likes to seek out: 1. Hunger to LEARN, someone always focusing on learning, growing, improving themselves personally, and professionally. 2. Taking Initiative- startups are all the hats, building the plane while you're flying it. So if you see a process that needs fixing, fix it. 3. Strong Communicators- communications that is clear, direct, and easy to understand. I would add radical transparency to this list, but I did only give him 3 traits to distill. Check in to learn if you're a vitamin, or a pain killer, emerging markets, and of course all about Bonfire's impact, and goals, and more! Check out our key takeaways: 🎯 Salespeople should focus on understanding customer pain points to be effective. 📊 Bonfire Analytics aims to provide actionable insights to healthcare companies to improve sales efficiency. 🌍 Vinay's global upbringing fostered adaptability and resilience, essential traits for a startup founder. 🏥 Healthcare companies often make the mistake of relying too heavily on large health systems for sales. 🔑 Data must be actionable; Bonfire helps clients leverage data effectively for their sales strategies. Check it all out here: https://lnkd.in/dnvucCrF
1 Comment -
Jitin Bhasin
Had a wonderful time speaking with Shruti Mishra from CNBC-TV18, sharing the journey we've been on at SaveIN and where we’re headed next. From starting with the vision to make healthcare more accessible to now building one of India’s largest outpatient wellness networks, it’s been a humbling and energizing ride. With welUp, we’re addressing a fundamental gap — the fact that most healthcare systems kick in after you fall sick. But real wellness is proactive, everyday, and personalized. That’s the future we’re building. 🎥 Catch the full conversation with CNBC here. #SaveIN #welUp #CNBCFeature #HealthcareInnovation #FounderJourney #YCombinator #Startups #OutpatientCare #IndiaHealthTech #FoundersVoice
4 Comments -
Alex Koshykov
If you’re building a health tech startup, here’s a useful perspective from the accelerator side. At ViVE, I spoke with Keith Camhi, Managing Director of the Techstars Healthcare Accelerator powered by Permanente Medicine Mid-Atlantic States. The program invests in early-stage startups and helps founders run pilots with physicians in the Kaiser Permanente ecosystem. Some interesting takeaways: • Techstars still prioritizes “Team, team, team” above everything else; • Founders in the program are interviewed by physicians before acceptance; • The goal isn’t just mentorship — it’s getting real pilots with providers; • AI startups dominate applications, but the focus remains on real clinical problems. Applications for the next cohort open soon, so founders may want to keep an eye on it. Short interview from #ViVE 👇 🎥 Watch here: https://lnkd.in/gNN_5628 #Vive2026 #digitalhealthinsideout #health2tech #digitalhealth
1 Comment -
Saran S.
I sat down with Frontegg CEO Sagi on scaling CIAM for Insight Health. A few highlights from our convo, • Day-one enterprise readiness (HIPAA, multi-org, customizable access policies) • Why “build your own auth” slows growth (SSO/RBAC/SCIM, audit logs) • Delegated admin so partners self-manage without pinging engineering • CIAM as a GTM enabler for AI agents and clinician workflows Replay + transcript: https://lnkd.in/grRed-C5
1 Comment -
Mar Hershenson
From our PearX S25 cohort, meet Pravāh, the AI-native operating system for the electric grid When Mohak Mangal, Dhruv Suri, and Aman Gupta looked at the strain on the U.S. electric grid, they saw a system pushed to its limits. Exploding demand and unpredictable supply have made blackouts increasingly common. This costs the economy more than $150B a year, a number that could 10x in the next five years. Mohak Mangal and team founded Pravāh to help fix it. Their platform helps utilities and grid operators make real-time decisions on load, generation, and congestion, reducing blackout risks, optimizing power procurement, and bringing much-needed stability to the backbone of modern life. We’re proud to support the Pravāh team as they take on one of the toughest and most important infrastructure challenges of our time.
23 Comments -
Lynn Mason, DHA, MBA
TheFounderVC has a truly compelling team - entrepreneurs and operators that have scaled from 0-1 and to exits across a variety of markets - some of whom are fellow classmates. They have built strong founder and VC networks over the last 25 years in tech and are now leveraging that access and experience on behalf of their portfolio. It clearly resonates with founders, as their early portfolio is truly compelling.
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Jose Adrian Luna Maya
Startups Reshaping San Francisco’s Tech Landscape San Francisco Bay Area continues to be a crucible for transformative startups in 2025. Companies like Forethought are revolutionizing AI-driven customer service, while Incredible Health is redefining healthcare staffing with technology at its core. As entrepreneurs, we see the power of addressing real-world problems combined with cutting-edge tech. The lesson? Innovation thrives where passion meets purpose, and solving tangible challenges creates enduring impact. Dive deeply into your market’s pain points—that's where startups flourish. #StartupCulture #SanFrancisco #TechInnovation #HealthcareTech #CustomerExperience
1 Comment -
Doug Hayes
Three incredible days at #JPM2026. Same conversation with 10+ health system execs: "We're building our AI strategy. Evaluating vendors. Need to pick the right partners." This sounds familiar. 2009-2012: The EHR decision. After the HITECH Act, health systems spent 18-24 months evaluating Epic vs. Cerner. Consultants. Committees. RFPs. Multi-year implementations. The logic made sense: EHRs were monolithic platforms with huge switching costs. You had to get it right. 2025: The AI decision. I'm watching health systems do the same thing. "AI steering committees." "Strategic AI partner" RFPs. Trying to pick winners. But there's a critical difference: EHRs were a single, massive platform decision. AI in healthcare is dozens of different problems that need dozens of different solutions. Here's what health systems are missing: They're looking for "the AI vendor" when they should be building "an AI portfolio." There's no single AI platform that solves: → Documentation burden (ambient notes) → Radiology throughput (workflow optimization) → Clinical trials matching → Revenue cycle optimization (across specialties) → Clinical decision support These are different problems. Different technologies. Different vendors. Different timelines. Some need FDA clearance and 24-month validations. Some can pilot in 90 days. Some integrate with Epic. Some replace parts of Epic. You can't solve all of these with one "strategic AI partnership”....no matter that Anthropic is saying right now. <ducks> The AI landscape is evolving too fast for monogamous vendor relationships. 6 months ago: GPT-4 for clinical documentation. Today: Ambient listening, agentic workflows, multimodal imaging analysis. 6 months from now: Something else entirely. That's why you need exposure across the whole landscape—not a bet on one vendor. The mistake I see health systems making: Approach 1: "Strategic Partner" Strategy Pick one AI vendor → Enterprise deal → 3-year commitment → Hope they solve everything Result: You're locked in. Technology moves on. You're stuck in vendor negotiations while competitors move faster. Approach 2: "Portfolio Strategy" Deploy capital across multiple companies → Take equity → Co-develop solutions → Maintain optionality Result: You capture upside. You shape products. You're first to new capabilities. You have relationships across the ecosystem. After 20 years building innovation platforms at JPMorgan, Mousse Partners, Blueprint Health, Junto Health, Atlantic Health: In fast-moving markets, portfolio strategies beat single-vendor bets. Healthcare AI is moving fast. The question isn't "Which AI vendor should we pick?" The question is: "How do we build an AI portfolio that gives us the most optionality" If you're thinking about this, let's talk. 📩 douglas.m.hayes@gmail.com ☎️ 215-620-2032 #healthcareAI #digitalhealth #venturecapital #innovation
25 Comments -
Cassie Young
"𝗜𝘁 𝗼𝗻𝗹𝘆 𝗺𝗮𝘁𝘁𝗲𝗿𝘀 𝗶𝗳 𝗶𝘁 𝗰𝗮𝗻 𝗯𝗲 𝘀𝗼𝗹𝗱!" This bold proclamation came from Neetu R., former CTO of Oscar Health and now Co-Founder/CEO of Lilac Software, at Primary Venture Partners ' Fall 2024 "On the Business" event. Truer words have never been spoken. While board members are certainly interested in learning about new product features, the roadmap, enhanced demos, etc., none of that work matters if it does not yield adoption and revenue. Product and technical teams MUST be thinking about the P&L implications just the same as their commercial counterparts. A simple table like the one below is sufficient (even better: include targets!), and should be supplemented with qualitative context. In this example, the sales team is doing good work selling the predictions and advanced analytics products to 𝘯𝘦𝘸 customers, but there is still an opportunity to do better with existing customers. The mobile app product may be new, which 𝘮𝘪𝘨𝘩𝘵 explain why penetration is still low, but it would be helpful to articulate both a forward-looking target and gameplan for how the company will get there. Even if you're not selling the new products you ship as separate SKUs (with the thought that they are protecting gross dollar retention), there must be accountability around adoption. In fact, this reality is arguably even 𝘮𝘰𝘳𝘦 important when you aren't monetizing.
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