About MyEMR · A product by Advayan Technologies

Built in India, for the world.

Born in Indian hospitals — sharpened against MLC, multi-branch, multi-language realities — and now built for healthcare providers anywhere. Honest about where we are. Specific about where we are going.

Our parent company

MyEMR is built & backed by Advayan Technologies.

Advayan Technologies is the parent company behind MyEMR. A technology firm headquartered in Delaware, USA with its regional headquarters in Bengaluru, India, Advayan builds enterprise software with a focus on healthcare, data and AI. MyEMR is Advayan's flagship healthcare product — backed by the same engineering rigour, security posture and customer-success team that serves Advayan's other enterprise clients.

Engineering-first
Advayan's core team is engineers — the same people who design the architecture, write the code and run the on-call rota.
Enterprise security
ISO 27001 ready, DPDP compliant, India data residency. The same standards Advayan applies to every enterprise deployment.
AI specialisation
Advayan has shipped AI into production for clients in healthcare, finance and operations. MyEMR's AI layer benefits from that experience.
Long-term partner
Advayan stands behind every MyEMR deployment with SLA-backed support, account management and a published product roadmap.
Visit advayan.com
A
Parent company
Advayan Technologies
HeadquarteredDelaware, USA
Regional HQBengaluru, India
Founded aroundEnterprise software & AI
SectorsHealthcare · Data · AI · Operations
Flagship productMyEMR — Hospital Management Platform
Other linesCustom enterprise builds (see advayan.com)
ISO 27001 ready DPDP compliant NABH digital ready CERT-In aware
Why MyEMR exists

The HMS we kept wishing for.

For years we watched Indian hospitals run on a stack of borrowed Western EMRs, decade-old desktop HMS systems and Excel sheets. The OPD queue lived in a notebook. The MLC paperwork lived in a folder. The pharmacy stock-sheet lived on a printer that ran out of toner. The "modern" option was a US product translated for India that nobody could afford to support.

We started MyEMR because the problem was not engineering. It was empathy. Indian doctors do not have a problem with software — they have a problem with software that demands Roman-script keyboards and English-only screens at 200 patients a day.

So we built ground-up. AI voice prescription in seven Indian languages. Visual bed maps that nurses understood without training. MLC paperwork that is one button, not eight. Multi-branch dashboards because Indian hospitals grow by branches, not by floors. And our data stays in Mumbai, because patient data has no business sitting in Singapore.

23
Modules built
7
Indian languages
4
Role-tuned UIs
0
Foreign data servers
Operating principle

Ship the simplest thing that works for the doctor sitting in front of 60 patients.

We don't build for theoretical workflows. Every feature is reviewed by a senior practising doctor before merge. If it adds a click without removing two, it doesn't ship.

Doctor-reviewedPilot-validatedAudit-loggedIndian-first
Six things we believe

Opinions we are willing to defend.

If any of these sound wrong to your hospital, we are probably not a fit. That is fine — we would rather you know early.

Doctors will not type

Indian senior consultants speak. They dictate. Software that demands keyboard speed in English filters out the doctors with the most experience. We built around dictation in seven Indian languages — including the code-mixed reality of an OPD.

MLC is the real test

If an HMS cannot handle medico-legal paperwork — panchnama, inquest, police intimation, tamper-evident audit trail — it cannot run an Indian emergency department. We built MLC into the core, not as an afterthought.

Data stays in India

Patient data on a foreign server is a procurement risk and a DPDP risk. Every byte we store sits in Mumbai or Hyderabad AWS regions. No replication to Singapore, Frankfurt, or US-East. By architecture, not policy.

Multi-branch is normal

Indian hospital groups grow by adding branches, not by adding floors. Live rollup, cross-branch transfer, branch-level permissions and a consolidated CFO board are table stakes — not enterprise upsells.

Billing has to be cleaner than any spreadsheet

Advance to bill, partial payment, refund voucher, ₹0 close, TPA export, GST reconciliation, cashier shift close — it all has to round to the rupee. Every Saturday. Without an Excel scratchpad.

Trust beats vanity

We do not chase a US SOC-2 stamp we cannot enforce in India. We chase DPDP, ISO 27001, NABH-ready and CERT-In — the badges your procurement, legal and audit team actually ask about.

Where we are

Built, building, next.

No vague "AI-powered future." A specific roadmap, updated quarterly.

Phase
Built
  • 23 core modules end-to-end (OPD, IPD, Pharmacy, Lab, OT, Blood Bank, MLC, HR + Payroll)
  • AI prescription in Hindi, Marathi, Tamil, Telugu, Kannada, Bengali, Gujarati
  • Row-level tenant isolation in PostgreSQL
  • Patient portal with MRD login in three Indian languages
Phase
Building now
  • ABDM / Ayushman Bharat Digital Mission integration
  • FHIR R4 export for cross-system migration
  • Insurance / TPA pre-auth automation (Star, Care, ICICI Lombard)
  • Smart Reports — AI executive summaries on top of the data
Phase
Next quarter
  • Tally Prime + Zoho Books deep integration
  • Voice Rx for two more languages (Punjabi, Malayalam)
  • Specialty templates (Cardiology, Pediatrics, Obstetrics)
  • On-device offline mode for unreliable connections
Who builds this

A small team. On the pager.

You will not hit a tier-1 support queue. You'll get a person — likely the one who shipped the code you're using.

Founding engineering

Full-stack Indian engineers who have built and run production hospital systems. We carry the on-call pager.

Pilot onboarding leads

Dedicated onboarding for every pilot hospital. On WhatsApp during go-live. On-site for the first week.

Clinical advisors

Senior practising doctors who review every clinical flow before it ships. They sign off, or we redesign.

Security & compliance

Quarterly third-party pen-tests. DPDP compliance reviewed by independent legal counsel. SBOM tracked per release.

How we operate

Six operating principles. The non-negotiables.

We re-read this list every quarter. When we disagree about a product decision, we come back here. It is short on purpose.

Ship to a real hospital first
Every feature goes live in at least one production hospital before it's announced. If it can't survive a real OPD, it's not ready. We measure feature success by usage two months after launch, not by demos at the launch.
Patient data is sacred
We do not train AI models on customer PHI. We do not ship analytics SDKs that touch clinical data. We log every read of sensitive records. If we are unsure whether something is appropriate with patient data, the default is no.
Pricing without surprise
Pricing is in INR, GST inclusive, on the website. Add-ons are quoted with a cap. AI features are token + dollar capped per tenant. The customer should never be surprised by an invoice.
Talk to users every week
Every full-time engineer and product person is on at least one customer call per week. Founders are on at least four. Customer support is not a queue someone else manages — it's a direct signal into engineering.
Reversible by default
Every destructive action — delete, finalise, sign-off — has an undo window, an audit log, and a recovery path. The system should make 'oh no, I shouldn't have done that' survivable, especially at 9 PM on a Sunday night.
Built for India, not translated for it
We do not start with a Western product and add Hindi. Voice in 7 languages, Hinglish prompts, MLC capture, GST e-invoicing, ABDM compliance — these are first-class, not bolt-on. Hospitals can tell the difference within the first week.
The path so far

A short timeline. Honest milestones only.

We don't backdate fictional revenue or claim customers we don't have. Below is everything we can stand behind in a sales call.

Q2 2024
First commit
Two founders, one Postgres database, the first version of patient management. Built nights and weekends.
Q4 2024
First pilot hospital
47-bed multispecialty in Vadodara. Replaced a desktop HMS that hadn't been updated in 6 years. We're still learning from this hospital — they paid in patience.
Q1 2025
OPD + billing + pharmacy live
Full clinical-to-billing flow live in the first hospital. First voice prescription in Hindi. First doctor said 'this is faster than paper'.
Q2 2025
Mobile apps launch
Patient and Doctor mobile apps shipped to the Play Store. Document Wallet became the most-loved feature within 30 days.
Q3 2025
Multi-branch and IPD shipped
Postgres row-level security policies for multi-branch hospital groups. Full IPD with bed map, MAR, discharge workflow. First 100-bed customer.
Q4 2025
5 hospitals live, IVR in beta
Five production hospitals across four states. IVR shipped to beta with two of them. First pen-test (zero criticals, two mediums).
Q1 2026
AI super-admin gating + 20 AI features
Platform-level AI governance — per-tenant kill switch, token cap, dollar cap, usage log. 20 AI features in production with safe defaults.
Q2 2026
Agentic AI voice agent
Voice agent for incoming patient calls — appointments, reports, billing, doctor availability — in conversation rather than keypad menu.
Now
17 pilot hospitals, growing
From single-doctor clinics to 220-bed multispecialty groups. We are still in early access; pilot slots are limited and chosen carefully.
How we work

A small team. Doing every part of the work.

We don't have a sales team that pitches features engineering hasn't built. We don't have a support team that escalates to a black box. Same handful of people from first call to go-live to year two.

Engineering on call
Every engineer carries a pager. When a production hospital reports an issue at 9 PM on a Sunday, the engineer who shipped the code answers. There is no 'tier 1 support' layer between the customer and the team.
Implementation lives with engineering
Our implementation leads were engineers before they ran rollouts. They can decode a database query as well as the OPD workflow. That's why migrations finish on schedule.
Founders on customer calls
Founders are on at least four customer calls per week. Not feature-pitching — listening. The roadmap is reshaped weekly from what we hear.
Hospital advisory panel
We have a six-hospital advisory panel — operations heads, CFOs, senior consultants — who see the roadmap before customers do and tell us where we are wrong. They are paid; they are honest.
Public roadmap
Every customer can see what's planned for the next two quarters. Feature requests are visible on the roadmap with an owner and an ETA, not buried in a CRM.
Quarterly customer summits
Once a quarter we host a virtual summit with our hospital customers. We show what's shipped, what's coming, and we listen to what isn't working. Recordings are shared with all customers.
Press & recognition

We don't chase logos. These found us.

The press list below is everything we can stand behind. We don't pay for placements; if a quote isn't here, it doesn't exist.

Health Tech India

'Building healthcare software the way Indian hospitals actually work — not by translating a Western EMR.'

Long-form feature · Feb 2026
BeingShakti Healthcare Forum

Panel: 'AI in Indian Healthcare — Beyond the Hype'. We talked about super-admin gating and capped AI.

Speaker panel · Nov 2025
Indian Hospital Owners Network

'A platform that takes multi-branch operations and Indian-language voice seriously.'

Member-letter spotlight · Jan 2026
NABH Digital Readiness Roundtable

Invited contributor to the working-group discussion on EMR readiness criteria for the next assessment cycle.

Working group · Q1 2026
Open Source Healthcare meetup

Talked through how we ship row-level security in Postgres, and the wins/scars from it.

Technical talk · Sep 2025
Tier-2/3 Hospital Buyers Guide

Listed as one of three India-first HMS products built around voice and multi-branch as defaults.

Buyers guide · 2026 edition
Limited pilot slots

Want to pilot with us?

We're picking pilot hospitals carefully. Specialty, size, and willingness to give honest feedback matter more than purchase order size.

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