Every decision backed by data. Every pivot driven by metrics. From school screenings to statewide COVID infrastructure — the numbers tell the story.
90 days. 3 states. 2 projects running in parallel.
47 government schools in Medchal District, Telangana — every student screened for 38 health conditions
| # | School ▲ | Students ▼ | Male ▲ | Female ▲ | Vision ▲ | Dental ▲ | Skin ▲ | Total Issues ▲ | Rate ▲ |
|---|
58 locations across 3 states — door-to-door, mobile, and camp services reaching 50,000+ patients
38 health conditions screened per student — 2,547 total conditions detected across 4,824 students
Color intensity reflects detection count relative to max (714 dental cases)
From screening to action — every student accounted for
Out of 4,824 students, 421 required further medical attention. The majority were for disease-related conditions (569 referrals to PHC/CHC/DH), followed by developmental delays and nutritional deficiencies.
Three years of building the world’s smallest medication compliance device — from understanding pharmacy workflows to manufacturing 3,000 units in Shenzhen.
Research & Prototype
Apps & Pitch
Enhance & Showcase
India Pivot
From understanding how specialty pharmacies store thousand-dollar vials to building a sub-$20 smart monitoring device and pitching to one of the biggest PBMs in America.
3,000 devices were manufactured in Shenzhen, but only ~500 were ever used — all for internal testing. The application was too expensive for pharmacies to adopt at scale. External deployment to real pharmacy partners never materialized. This was the fundamental tension: a brilliant device that couldn’t find its market fit in the US healthcare system. This realization would eventually drive the pivot to India.
Added virtual monitoring capabilities, developed a vital signs patch, launched the brand as “Fellow,” and showcased alongside Philips at IoT India Congress.
Software costs were unsustainable in the US. Created an India company saving 60%, marketed across 4 countries and 7 cities, then formed Vera Smart Care for the India proof-of-concept.
Capital was burning. $6–8M spent. Capital raising was spiraling out of control with delayed permissions, layers of approvals, and heavy regulation in US healthcare. The device worked — but the system wouldn’t let it scale. India offered a fundamentally different equation: less regulation, fewer approval layers, faster contracts. Lower revenue per deal, but actual income and real-world deployment experience.
Fellow/LIVIT ecosystem showcased across 4 countries and 7 cities in Q2–Q3 2019
Hardware in China, software in India, business in the USA — a global operation built to solve medication compliance.
Stranded in India when COVID hit. Pivoted the same profiling software into a statewide pandemic response system serving two state governments.
Gleneagles Deal
TTS Deployed
iMASQ Created
All AP Districts
Repurposed the health profiling software into a COVID travel screening system. Deployed at every entry point to Telangana — no traveller could bypass without TTS entry.
When frontline staff started getting infected, the solution became mobile. Built testing-on-wheels with in-house lab, pharmacy, and even isolation berths.
Each bus is a self-contained mobile healthcare unit with complete testing, lab, and pharmacy capabilities.
After proving the concept in Srikakulam, the AP government expanded iMASQ to every district. The Chief Minister gained national recognition for this unique mobile testing approach.
From POC in Srikakulam to all 13 districts of Andhra Pradesh
National and international media covered Vera’s COVID response. From Business Insider to BioSpectrum India, the iMASQ model was recognized as an innovative pandemic solution.
The government stopped paying. 1,000 employees went unpaid. But the logic was clear: if you can run a state health department, you can lease hospitals. Then the second wave hit, politics intervened, a church deal collapsed, and the SEC ended everything.
Bills Unpaid
3 Hospitals Leased
2,000 Patients
Total Shutdown
If you can deploy iMASQ across an entire state, manage 1,000+ staff, and run COVID testing for a state government — you can run hospitals. That was the thesis.
End of 2020 Q4: Andhra Pradesh government ran out of COVID funds. Bills to Vera stopped. 1,000 employees across iMASQ operations went unpaid. But the insight was clear — if you’ve run healthcare infrastructure for an entire state, hospital operations are the next logical step.
India’s devastating second COVID wave hit in Q2 2021. NImra Medical College became a frontline treatment facility.
April–May 2021 was the deadliest period of the pandemic in India. Hospitals across the country turned away patients. Oxygen ran out. Crematoriums were overwhelmed. In this chaos, Vera’s leased NImra Medical College treated 2,000 patients at ₹25,000 each — while major private hospitals were charging ₹5–10 lakhs for COVID treatment. But the bills would never be collected.
Political issues blocked bill collection again. Then a church asked for 60 COVID treatment mobile units. Built them all. The church never showed up. Pure debt added to an already impossible situation.
By Q3 2021, the pattern was devastating: build it, deploy it, deliver results — but never get paid.
The SEC initiated enforcement action. Every hospital, mobile unit, and software company — in India and the USA — was shut down. Everything built over 5 years was gone.
The same core platform was rebuilt, repurposed, and redeployed across every context imaginable — from pharmacy compliance to gap insurance. This is the dimension the timeline doesn’t show.
Built once. Modified endlessly. The same platform adapted to serve every healthcare context.
The software was adapted for fundamentally different billing systems — each with its own rules, delays, and failure modes.
Every billing model from 2017 to 2021 depended on someone else paying: Medicare reimbursements, government budgets, hospital administration, church organizations. Every single one failed or was blocked. The 2022 insurance model was the first where the patient is the revenue source — paying less than they would without Fellow, while Fellow earns from the insurance gap saved.
Every iteration tried to go bigger — from individual pharmacies to towns, cities, and entire states.
The fundamental problem discovered after 5 years: the cost of treating the same condition varies from person to person. This is what broke every B2B model — and what the Fellow gap insurance model solves.
The same medical condition, treated differently for every patient because of:
If the cost is always different, and middlemen always add their markup, then the only solution is: put the patient in control of everything. Fellow as a gap insurance platform means:
After losing everything in 2021, the comeback: design a gap insurance concept, validate it across 29 Indian states, handle the legal fallout, and relaunch everything in the USA with a revenue-first model.
Concept Design
All India Trip
Back to USA
Relaunch Decision
Five years of learning distilled into one concept: stop going through middlemen. Make the patient the center. Use smart health data to negotiate better insurance rates. Eliminate unnecessary costs.
Not a marketing tour. A concept validation mission. Visiting different people in different states to test whether the Fellow gap insurance model solved real problems.
Returned to the United States to face the SharkDreams legal proceedings and SEC enforcement action head-on.
Q3 2022: Dharma returned to the USA to handle the SharkDreams legal suits and SEC proceedings. While the legal battle continued, the concept validated in India remained intact. The question was no longer does it work? — five years proved it works. The question was: how do you rebuild with a revenue-centered model that doesn’t depend on intermediaries?
The decision: bring everything back. Vera. SharkDreams. Fellow. All the concepts. But this time in the USA, with one fundamental change — revenue comes first.
What Dharma brings to the relaunch — not promises, but proof:
From healthcare software to mobile dental operations — applying 5 years of mobile healthcare lessons to a revenue-generating model
Understanding every layer of the dental business — from patient intake to insurance reimbursement
Converting a fifth wheel trailer into a fully equipped dental clinic on wheels
Finding the perfect market: seniors who need dental care brought to their doorstep
Visiting hundreds of ALFs across Florida to build a statewide service pipeline
Dharma personally visited hundreds of assisted living facilities across the entire state of Florida during Q4 2023. Each visit was a direct pitch: bring mobile dental services to your residents, handle all billing, save your residents from transportation barriers. The pipeline built in Q4 became the foundation for Q1 2024 service launch.
From mobile dental services across Florida to acquiring and operating assisted living facilities
Building the operational engine — services team + billing team under Vera Healthcare
In India, Dharma built and deployed successfully but never got paid — government billing was broken and corrupt. The 2024 model flips this: build the billing team first, establish direct insurance relationships, process claims in real-time. Revenue is collected before expanding, not after.
163 facilities tracked across 15 counties — from Pensacola (NW) to Miami (SE)
Green = 100% visited • Yellow = partially visited • Red = not yet started
+ 8 more counties: Highlands (10), Columbia (6), Dixie (6), Hardee (5), Desoto (4), Hendry (4), GilChrist (1), Levy (1)
High progress: Okaloosa (13/17), Escambia (11/15), Highlands (9/10), Dixie (5/6)
From service provider to facility owner — vertical integration in senior care
The vertical integration strategy: vehicles + services + facilities + software
Transitioning from operator to advisor — getting facilities licensed, funded, and sold while keeping operations running
Getting Pleasant Grove licensed while running Crown Court at full capacity
Structuring deals to bring in buyers for the ALF properties
The ALF acquisition was always part of the vertical integration strategy — proving Vera could operate at every level. But the real vision is scaling mobile healthcare and dental services, not running individual ALF properties long-term. Transitioning facilities to buyers while retaining operational support income frees capital and focus for the next scaling phase: restarting the dental fleet and expanding to new ALFs and new states.
Two major milestones: Crown Court sold, Pleasant Grove licensed
Solving billing and insurance contract issues for the new buyer
Billing delays echo the same pattern from India: government and insurance billing is always the bottleneck. In 2020, AP government stopped paying iMASQ bills. In 2021, hospital bills were blocked by politics. In 2025, Medicaid contract transfers are delayed by bureaucracy. The technology and services work. The care is delivered. But getting paid remains the hardest part of healthcare.
Holding the fort at 40% income while preparing for the next scaling phase
Operating at reduced capacity while supporting buyer transitions
Medicaid contract transfers and billing delays blocking full revenue and scaling
What needs to happen to unlock the next phase
From a prescription monitoring device to operating assisted living facilities — 2017 to 2026