There is an awkward blank space in modern care. It begins when the appointment ends, the lift doors close and a family goes home. The next visit may be months away. Life, inconsiderately, keeps happening in the meantime. Aniket Singh Rajput built a company around that interval. His question was not merely how to put a consultation on a screen. It was how to make the care loop continue when no one was sitting in a clinic.
That question came from an unlikely workshop: robotics research. Before Neuroglee Health, Rajput studied machines, movement and intelligent systems across Hong Kong and Singapore. At Nanyang Technological University's Robotics Research Centre, his work included optimal-control strategies for coordinating robots with nurses and patients. Coordination was not a management slogan. It was an engineering problem with timing, signals, constraints and consequences.
He had completed a master's degree in robotics at the Hong Kong University of Science and Technology, followed by a research role at the Singapore University of Technology and Design. In 2020, he began doctoral work at NTU. Then he stopped. Public accounts of the decision describe a researcher watching people pass through structured programs and return to homes where the clinical team's visibility quickly thinned. The laboratory had taught him to model a system. The clinic showed him the missing link.
“What happens in that time is unknown.”Aniket Singh Rajput, on the long interval between a program and a return visit
A company hidden inside a calendar
The sentence is only eight words, but it carries the founding brief. Unknown time creates unknown context. Unknown context weakens the handoff between the person at home and the professionals trying to help. Rajput left his PhD program and founded Neuroglee in 2020. He did not abandon systems thinking; he pointed it at a larger system.
The early company was called Neuroglee Therapeutics. Its product language centered on digital therapeutics, personalization and virtual programs. Software could deliver structured activities, gather signals and adjust what appeared next. A remote care team could add judgment and continuity. The important detail was the combination. Rajput's public writing has consistently argued that technology succeeds only when people can and will use it. Elegance in a demo counts for little if daily life declines the invitation.
The continuity loop
sets the plan
create signals
responds and adapts
This is the founder lesson hiding beneath the clinical vocabulary: the workflow is the product. An app can be polished while the handoff remains clumsy. A dashboard can be clever while nobody knows who should look at it on Tuesday afternoon. Rajput's model treated the person, the family, the software and the clinical team as one operating loop. The software handled repetition and visibility. The humans kept ambiguity, reassurance and judgment.
Singapore made it. Boston tested it.
By September 2021, the thesis had attracted a $10 million Series A led by Openspace Ventures and EDBI. Existing investors included Eisai and three people with close knowledge of digital-care companies. One was Rajput's older brother, Kuldeep Singh Rajput, the co-founder of Biofourmis. Kuldeep also became Neuroglee's board chair. He has said that he shared Biofourmis's mistakes and lessons so the younger company would not repeat them. Sibling advice rarely arrives with a venture term sheet attached; in this case, it did.
The round funded product work, team growth and a move of the headquarters from Singapore to downtown Boston. The geography tells its own story. Singapore supplied the research setting and early company. Boston offered a dense collection of clinical institutions, operators, investors and technical talent. Neuroglee also began collaborating with Mayo Clinic to extend a structured program into the home. Rajput was turning a research observation into institutional plumbing.
In 2022, Forbes put Rajput on its 30 Under 30 Asia list in Healthcare and Science. He was 26. The recognition is a bright line on a biography, though the operating work after the photograph is more revealing. The company kept broadening its frame. A digital therapeutic is a product. Continuous care is a service, a relationship and a reimbursement puzzle at once.
Rajput's own essays show where his attention sat. He wrote about experience: not as visual decoration, but as the mechanism that keeps someone engaged. Personalization, in his telling, means adjusting an experience to the person rather than forcing every person through one fixed sequence. He also placed family caregivers inside the product design, not somewhere beyond its edge. If a system depends on relatives to help it work, their experience is part of the system.
“Regardless of the method, however, it will be the experience of the patient and the caregiver that will matter most to success.”Aniket Singh Rajput, writing in 2022
The product grows up
The company's name eventually caught up with its widening ambition. In July 2024, Neuroglee Therapeutics became Neuroglee Health. The announcement arrived alongside its selection for the US government's CMS GUIDE Model, an eight-year program centered on coordinated support. The change from “Therapeutics” to “Health” removed one word and expanded the canvas. Rajput was no longer describing a single intervention. He was describing a care model.
Names can be surprisingly honest strategy documents. “Therapeutics” points toward a defined product with a boundary around it. “Health” makes room for navigation, education, monitoring and coordination, all the uncinematic work that surrounds an intervention. The evolution also suggests a founder willing to let the company description change as the work becomes clearer. Startups are often advised to defend an early category. Rajput's course has been to defend the problem and revise the category.
That choice carries a practical burden. A broader model requires more disciplines to work together and more outcomes to be measured. It must fit the habits of clinicians, families and institutions without asking every participant to become a software expert. The old robotics question returns in grown-up clothes: who acts, on which signal, at what moment? When the answer is vague, continuity becomes a collection of good intentions. When it is explicit, a team can learn from one cycle and improve the next.
Later that year, Neuroglee won the Rising Star honor in the Mental and Behavioral Health category at the Digital Health Awards. Rajput marked the moment by crediting the team and describing the company as a virtual extension for health systems, medical groups and plans. The phrasing matters. “Extension” is less glamorous than “disruption,” but it is more operational. Existing organizations do not disappear. Their reach gets longer.
In August 2025, the company announced an expanded Mayo Clinic collaboration. The emphasis was on longer-term, individualized support at home and on fitting the model to value-based payment. Rajput described the expansion in the language of outcomes, access, experience and cost. That quartet is the difficult arithmetic of building in a regulated industry: a tool must work for the person receiving support, the team delivering it, and the organization paying for it.
A robotics lesson in plain clothes
There is a neat symmetry to Rajput's path. His research asked how different actors could coordinate around a task. His company asks how different actors can coordinate across time. The robot has mostly left the picture, but the intellectual habit remains: observe the system, locate the delay, decide what signal matters, and close the loop.
That habit also explains why Neuroglee's story is not a simple conversion from academic paper to startup. The company has changed its vocabulary, location and scope. The original problem stayed steady. People leave structured settings. Families carry much of what follows. Professionals cannot act on what they cannot see. A useful company can make those boundaries less rigid without pretending software is a substitute for every relationship.
Rajput's public persona is measured. He talks about evidence, experience and coordination more often than personal mythology. Even the founding anecdote is practical: a long interval, a weak feedback loop, a researcher who decided the interval was worth designing. His brother's presence adds another grounded note. There was an experienced founder close enough to offer warnings, but Rajput still had to choose a different domain and assemble his own team.
The aspiration now is larger than the first product and narrower than a slogan about changing everything. Neuroglee wants continuous, individualized support to reach people at home, and it wants to prove that the model can fit institutions and payment systems at scale. That requires patience. Care pathways have more parties than a dinner where nobody agrees on the bill.
For builders outside the sector, Rajput's broadly portable idea is also a quiet one. Look between the official moments. Study the handoff after the meeting, the week after onboarding, the months after the program. The neglected interval is often where the customer does the hardest work. If you can make that interval visible, supported and responsive, you may have found more than a feature.
Rajput found his interval between two appointments. Six years later, he is still building inside it.