Jayasarvanan Alagusundaram, Founder & Director, HospyKare India Pvt Ltd.

Jayasarvanan Alagusundaram, Founder & Director, HospyKare India Pvt Ltd.

The Man Decoding Healthcare’s Most Expensive Paper Trail

For most Indian families, a hospitalisation is not a medical event; it is a bureaucratic ordeal. Between admission and discharge lies a maze of pre-authorisations, compliance checks, and insurer portals, each demanding precision pressure. Jayasaravanan Alagusundaram has spent over two decades living in that maze, first as an observer, then as a fixer. Today, as Director, CBO, and Co-founder of HospyKare, he is building the infrastructure that hospitals desperately need but rarely know how to ask for.

You’ve worked across hospitals, insurers, and TPAs. Do all stakeholders even speak the same language when it comes to health insurance?

Honestly, no, and that disconnect is at the heart of every inefficiency in the system. Hospitals see insurance as both an opportunity and an operational headache. Insured patients bring assured revenue, but every claim requires navigating a different set of policy terms, tariffs, and compliance checks. A single documentation error can freeze cash flow.

Insurers and TPAs, meanwhile, operate from a compliance-first mindset. Their focus is cost control and fraud prevention, legitimate priorities, but processes built around them tend to be rigid and slow. And then there’s the patient, for whom insurance is simply a lifeline. They don’t understand exclusions or policy language; they understand urgency. Hospitals want efficiency, insurers want compliance, and patients want transparency. The opportunity, and it’s a real one,  lies in building a process that delivers all three simultaneously.

What operational failures do you see most often inside hospitals, and how do HospyKare’s in-house doctors change that equation?

Documentation gaps and pre-authorisation delays are the most persistent. Even minor errors in coding or paperwork can trigger denials. What makes this harder is that hospital staff are primarily focused on patient care; claim compliance is a secondary pressure with primary consequences.

Our in-house doctors, and this is what sets us apart, carry both clinical and insurance expertise. They ensure that medical documentation is aligned with what insurers actually need, not just what treating physicians produce. That alignment alone dramatically reduces denials. And once initial requirements are correctly met, settlements can begin as early as the third day from submission. That’s not aspirational; it’s what we routinely deliver.

Hospitals today are dealing with nearly 30 active health insurers, each with its own portals and processes. How do you manage that complexity without it swallowing the entire administrative function?

It’s genuinely complex; not all insurers even have digital platforms. Many still operate over email, while others run proprietary portals. Add central and state government schemes plus corporate insurance programmes, and a hospital’s administrative team is essentially managing a dozen parallel workflows simultaneously.

The answer is consolidation through a single, intelligent platform that handles both portal-based and email-based communication. Automation reduces manual errors, digital claim tracking accelerates approvals, and analytics surface bottlenecks before they become crises. The goal is to allow hospitals to run end-to-end claims without the paperwork burden, and at a cost that’s a fraction of building this capability in-house.

Claim settlement is where revenue either arrives or gets eroded. What’s your playbook there?

We function as a third eye. Before any claim reaches the insurer, our doctors and claim specialists validate medical records, align them with the relevant insurer’s framework, and flag sub-limits or exclusions in policy terms that could trigger deductions. Our platform allows hospitals to track claims in real time and respond to insurer queries within mandated timelines, both of which are critical to avoiding settlements being pushed back by weeks.

Reconciliation is where it gets especially complicated. Payments often arrive as bulk transfers covering multiple claims across different periods, with no clear breakdown. Our process maps every transaction, verifying TDS deductions, capturing patient payables, distinguishing valid from invalid deductions, and tallying claim entries against HIS records. Automation handles the volume; our experts handle the judgment calls. Together, they convert what is usually a chaotic, manual exercise into something predictable and auditable.

What does the improvement actually look like, in numbers, for hospitals working with you?

Pre-auth and discharge approvals typically take anywhere between one and six hours. Claim settlements routinely stretch 30 to 60 days. But there are cases, and we see them regularly, where approvals are clear in under an hour, and settlements arrive in three days. That gap isn’t accidental. It happens when documentation is airtight, and requirements are met precisely. We essentially replicate those best-case outcomes at scale, consistently. As insurance contributes a larger share of hospital revenues year on year, the operational gap between hospitals that manage this well and those that don’t will only widen. That’s the problem HospyKare exists to solve.

How does HospyKare demonstrate to stakeholders that prioritising patient care and strong financial outcomes can coexist?

HospyKare operates on the conviction that patient-centric care and financial strength are not competing priorities; they are complementary ones. By embedding operational efficiency into every stage of the insurance and facilitation process, we eliminate administrative bottlenecks for hospitals and insurers alike, accelerate claim approvals, and ensure smoother, more predictable patient journeys.

This clarity of process does more than improve the patient experience; it directly strengthens hospital cash flows and reduces risk exposure for payers. By harmonising diverse policy frameworks under transparent, standardised workflows, we generate measurable value across the entire ecosystem, patients receive seamless care, hospitals achieve healthier revenue cycles, and insurers benefit from fewer disputes and faster settlements.

The broader message to our stakeholders is straightforward: prioritising patient care is not a cost burden. It is, in fact, the most reliable driver of sustainable financial outcomes.

Beyond serving as an extended operational arm for hospitals, what additional value does HospyKare bring to its hospital partners?

Our value proposition extends well beyond operational support. Two areas where we make a particularly meaningful difference are international medical tourism and air ambulance services.

Through our medical tourism portfolio, we connect hospitals with NRI and international patients, managing the full continuum of coordination, from treatment planning and insurance facilitation to embassy documentation and logistics. This allows hospitals to access a high-value patient segment without the administrative complexity that typically accompanies cross-border care.

In parallel, our air ambulance and medical evacuation services position HospyKare as a dependable partner for emergency patient transfers, enabling hospitals to deliver critical care without geographical constraints.

Together, these capabilities serve a dual purpose: they strengthen a hospital’s operational efficiency and financial performance while simultaneously expanding its global footprint and reinforcing its reputation as a comprehensive, world-class healthcare provider.