Rebuilding women's healthcare from inside the hospital - one 60-minute appointment at a time.
The typical appointment with an obstetrician-gynecologist in the United States lasts five to ten minutes. Diana Health builds its entire model on the premise that this is not enough. At its clinics, a routine visit runs 30 to 60 minutes, and the person leading it may be a certified nurse-midwife rather than a physician - part of a care team that also includes OB-GYNs, therapists, dietitians and health coaches.
Founded in 2020 by Kate Condliffe and Jim Corum and incubated out of the New York venture firm AlleyCorp, Diana Health does not fit the usual femtech template. Rather than routing around hospitals with a standalone app or boutique clinic, it walks directly into mid-sized health systems and takes over their OB-GYN practices and labor-and-delivery operations, redesigning them around a midwifery-centered, team-based approach.
The pitch to hospitals is practical. Partner systems - typically those handling between 500 and 1,500 births a year - outsource their women's health programs to Diana, generally for a flat annual fee. Diana staffs and runs 24/7 clinics co-located with the hospital and reports outcomes that usually move in opposite directions: higher delivery volumes alongside fewer C-sections and NICU admissions, with higher patient and clinician satisfaction.
By September 2025 the company had raised more than $100 million across three rounds, grown to nine-plus clinics across Tennessee, Florida and Texas, and was serving over 80,000 women a year.
Figures cited in coverage of Diana Health's funding and investor commentary. Ranges are approximate.
Short, fragmented appointments leave little room for the mental, physical and social factors that shape a woman's health. Diana's answer is longer visits and an integrated team.
Pregnancy, postpartum, gynecology and menopause are usually treated as unrelated events. Diana keeps a single team across a woman's lifespan so the story carries forward.
Midwifery-led, evidence-based protocols aim to limit interventions to when they are genuinely needed - reflected in Diana's reported drop in C-section and NICU rates.
With in-network coverage including Medicaid and a focus on underserved women, Diana targets communities where maternal outcomes lag furthest behind.
The model is designed around how most clinicians actually want to practice - unhurried, holistic, collaborative - which supports recruitment and retention.
Struggling women's health service lines get a redesigned, better-run program without the hospital having to rebuild it alone.
Most companies chasing women's health build a consumer app or a cash-pay clinic and try to pull patients away from the hospital. Diana Health does the opposite. It embeds inside hospital operations - the place where the majority of births still happen - and rebuilds the program from within.
That choice shapes everything. Certified nurse-midwives lead care for low-risk pregnancies and well-woman visits, while OB-GYNs concentrate on complex and high-risk cases. Therapists, dietitians and coaches are part of the core team rather than an outside referral. A digital platform handles education, care planning and virtual check-ins between visits.
The competitive set - Maven Clinic, Oula, Millie, Tia, Kindbody and others - largely operates around the hospital. Diana's differentiation is that it operates inside it, and gets paid on outcomes.
Midwifery-centered prenatal, birth and postpartum care, with OB-GYNs handling high-risk cases, in clinics co-located with partner hospitals.
Annual exams, contraception and family planning, plus PCOS, endometriosis, pelvic pain, abnormal bleeding and painful periods.
Symptom management and hormone-related care through perimenopause and menopause.
Therapists and behavioral health support built into the care team rather than referred out.
Health coaches, dietitians and educators supporting nutrition, lifestyle medicine and preventive health.
Patient education, care planning, virtual prenatal check-ins and access between in-person visits.
Diana Health partners with mid-sized hospitals that outsource their OB-GYN and labor-and-delivery operations - generally for a flat annual fee. Diana runs 24/7 co-located clinics, employs the team-based model, and bills insurance, including Medicaid, for services.
Because revenue is tied to running a better program - more deliveries, fewer costly complications - the incentives point toward outcomes rather than procedure volume.
| Round | Amount | Date | Lead |
|---|---|---|---|
| Series A | $11M | Jan 2022 | LRVHealth / .406 Ventures |
| Series B | $34M | Oct 2023 | Norwest Venture Partners |
| Series C | $55M | Sep 2025 | HealthQuest Capital |
Backers also include AlleyCorp, which incubated the company.
Kate Condliffe and Jim Corum launch the company, incubated out of AlleyCorp, to redesign women's health inside hospitals.
LRVHealth and .406 Ventures lead the first round to build maternity and women's health programs with hospital partners.
Norwest Venture Partners leads a round to expand the network of hospital-partnered practices.
HealthQuest Capital leads a $55M round; Dr. Neel Shah joins the board as Diana passes 80,000 women served annually.
A new Florida location opens in Jacksonville, extending the footprint across Tennessee, Florida and Texas.
The consumer brand is "Hey Diana Health" - the website and every social handle use heydianahealth.
Only about 12% of U.S. births involve a midwife, versus roughly 70% in many other developed countries - the gap Diana's model is built around.
Though headquartered in New York, Diana's clinics operate primarily across the American South and Southwest.
A standard Diana visit runs 30-60 minutes, several times longer than the typical 5-10 minute OB-GYN appointment.