The challenge
Post-Series B, Accompany needed to add engineering capacity against a growth plan, and it wanted that capacity in India, in an office, working in person on the core product. Not a back-office satellite.
The hard part was who those people had to be. Accompany’s product runs on regulated health data: PHI, claims, EHR-adjacent systems, clinical workflows. An engineer who has never worked inside that environment does not know where the landmines are. So the bar was not “strong engineer.” It was “strong engineer who has built inside regulated health data and can own a system end to end.” Each half of that thins the pool.
What we did
We set up the office first. Accompany wanted its team in the heart of the city, near cafes, in a space people would want to come into. We had it ready before hiring started, so the office became a reason for candidates to say yes.
We turned “healthcare experience” into a screen before we sourced anyone. Working with Accompany’s engineering leadership, we defined what actually counted — hands-on work with PHI, claims pipelines, EHR integrations, or clinical data — as distinct from the much larger group of engineers who had shipped healthcare-adjacent features without ever touching the regulated core. The distinction decided who moved forward.
We sourced against a mapped pool rather than an open funnel. The engineers who fit that screen sit in a knowable set of places: India-based teams at US digital-health companies, health-insurance and claims platforms, EHR and health-data vendors, and India’s own health-tech firms building on regulated data. We went into that set by name instead of waiting for inbound, because inbound at this bar produces noise.
We screened hard for end-to-end design, not just domain exposure. Accompany didn’t want engineers who could work a ticket inside a system someone else had architected. It wanted people who could own a system: design it, build it, and run it. So on top of the domain filter, the screen tested for the range to own a whole system, not just a piece of one.
We placed a team that had both from day one. Because every hire had already built inside regulated health data and could design end to end, there was no ramp-up on the domain and no ramp-up on ownership. They came into the office Accompany had asked for and started working on the core product, at the level the existing team already ran at.
The result
Accompany got an in-office India team working on the core product, staffed entirely with engineers who had built inside regulated health data before. 22 people in Bengaluru, 12 weeks from kickoff to a working team.
