Patients at outpatient clinics often spend extended time on intake and administrative steps, only to face additional delays before receiving a diagnosis. Paratus Health aims to overcome this barrier to care by using AI agents to streamline clinic workflows.
“The biggest fault in this system is the broken ratio in healthcare,” said Pablo Bermudez-Canete ’27, CEO of Paratus Health. “One primary care physician is responsible for 3,500 patients. Healthcare is the only industry where the real ratio should be one physician to one patient.”
With this in mind, Bermudez-Canete and Tannen Hall ’27, the company’s CTO, co-founded Paratus Health, an AI agent platform designed for outpatient clinics. The two have since taken time away from Stanford to work on the company full-time. The company was accepted into Y Combinator in January 2025.
Paratus Health automates core administrative workflows like front desk calls, patient intake, insurance verification, documentation and billing prep. All of these processes are integrated into electronic health records, eliminating the need for fragmented tools and manual work. Paratus Health reduces staff burnout, increases appointment throughput and eliminates missed calls, according to its website.
The company has seen rapid growth. “Three months after starting the company, we raised about $3.5 million. We’ve been able to spread to about 15 states [within] six months after the launch of the product. We have over 1,000 physicians on the platform,” Bermudez-Canete said.
Bermudez-Canete argues that fixing the patient-to-doctor ratio requires changes to workflows, not medical practices. “We’re in an industry that’s 20 years behind and we’re approaching it from a technological point. Our objective is to build the most capable engineering team to fill bottlenecks within the healthcare system,” he said.
Management science and engineering professor Chuck Eesley, who taught the founders in ENGR 145: Technology Entrepreneurship, noted that they stood out early on. “They distinguished themselves through the rigor of their customer discovery, how quickly they iterated based on feedback and the sheer amount of effort they invested outside of class,” Eesley said.
The company’s acceptance into YC would enable them to scale even faster.
“[YC] expedited things by literally years,” Hall said. “If you launch and your users are super happy with the first iteration of the product, then you launched way too late. You’re supposed to launch fast and iterate fast.”
According to Hall, healthcare companies typically move slowly due to rules and regulations. Most companies spend two to three years developing a product before ever interacting with patients. Paratus Health entered clinics just three weeks in.
“That was very interesting because they treated us no differently than companies that were doing consumer social media apps. During YC, cybersecurity, insurance and all the necessary certifications were the first things we spent a lot of money on,” Hall said.
Looking ahead, Bermudez-Canete envisions Paratus Health evolving into the full operating system for patient communication, far beyond inbound calls. He hopes the company will handle 20–30% of all calls in ten states within the next two years.
Even though Paratus has been in the market for only 10 months, Bermudez-Canete believes it already surpasses most existing solutions. The reason, he said, is because “we doubled down on everything that worked, and we weren’t scared to take a jump at it.”