Kanav Jain

At Georgia Tech, I worked in Roger Wartell’s lab on how Hfq affects small regulatory RNAs and their pairing with target mRNAs. As an undergraduate, I was first author on an ACS Symposium Series chapter on that work.

I deferred a medical school acceptance for a year to try healthcare technology. At Epic, I supported client organizations after installation, wrote custom Caché code for department workflows, and co-led the PQRS subject-matter group.

By the end of that year I was building the patient-facing portal, and I turned the medical school acceptance down. The case study describes the post-install work.

I originated the physician compensation model for Career Navigator, led its survey and modeling methodology, and directed the data-science team. I later originated Doximity Dialer as founding product lead.

Across four years I built an enterprise marketing platform for research hospitals, founded the search team, and brought nurse practitioners and physician assistants onto the platform. I left as Head of Mobile Products & Growth, responsible for every mobile app and user growth.

At Doximity, I saw how compliance, security reviews, and procurement could hold up a working product. I earned an MBA at NYU Stern to study the finance and organizational decisions behind those barriers.

I evaluated seed-stage healthcare and deep-tech teams for General Catalyst’s Rough Draft Ventures, then conducted seed and Series A due diligence at a three-person venture fund.

I was the first product and technical hire for a pre-CEO, pre-revenue Cancer Treatment Centers of America venture, and stayed through its growth from 2 to 25 people. I led a cross-functional R&D team of 14 across oncology navigation, hospital digital marketing, and patient engagement. The case study covers the rebuild.

Oncology runs through the record. I spent a summer researching cancer-derived exosomes at Memorial Sloan Kettering as an undergraduate, worked here on what a family does after a diagnosis, and later led the Cancer & Decision Support pod at Transcarent.

I joined as an early product hire and directed four specialty-care programs: Surgery, Everyday Urgent Care, Behavioral Health, and Oncology Care. I led the Cancer & Decision Support pod and replaced manual case coordination with routing tied to clinical roles. The case study shows the shared architecture.

I co-founded Andwise and built software that flagged clauses in physician employment contracts for review. I raised the initial funding and convened its physician medical advisory board.

I did not work out who would pay until year two. Funding and sustained engagement fell short, and I wound the company down in 2024. The case study records the funding options and wind-down email.

After Andwise, generative AI and coding agents let me move from leading product teams to researching, prototyping, building, deploying, and evaluating end-to-end.

I used that ability to test ideas in healthcare evidence, AI-supported decisions, provenance, and agent behavior — some substantial, others small. The aim was to see what held up in practice, not to launch every idea.

As producing software and analysis got cheaper, one thing became clear: establishing what is true, deciding what deserves action, constraining who or what can act, and detecting and correcting errors remain the hard parts. Current work lists the projects, their stages, and what can be inspected.