Kshitij Jaggi Is Turning Oncology’s Back Office Into a System of Action

Kshitij Jaggi likes to talk about time as a currency. It is a revealing unit for a founder whose product lives in the unshowy corners of enterprise software: insurance portals, benefit checks, authorization forms, status queues, and the small handoffs that make a large institution move. In his telling, a useful AI system is not merely articulate. It can take a messy objective, break it into work, cross the software boundaries where that work lives, and return with a visible result.

That idea sits behind RISA Labs, the Palo Alto company Jaggi co-founded with Kumar Shivang in 2024. RISA calls its product BOSS Console, an operating layer for oncology workflows. The console connects to electronic records, payer environments, benefits systems, and other tools already inside an institution. Specialized agents gather information, prepare submissions, track status, and keep cases moving. The design is deliberately configurable because, as Jaggi wrote after months of deployments, “No two cancer centers are alike.”

The work looks like automation from a distance. Up close, Jaggi draws a more demanding distinction. Automating one task can simply move the bottleneck to the next desk. Orchestration means following the chain, preserving context, and knowing where a person should make the call. RISA’s thesis is that the institution needs a system of action across its existing systems of record.

“We’re not building a chatbot or a thin copilot.”Kshitij Jaggi

The friends inside the system

RISA is a young company, but the partnership at its center is not. Jaggi and Shivang met at the Indian Institute of Technology Kanpur. Jaggi studied chemistry and added a minor in Industrial and Management Engineering, an academic combination that now feels like an early sketch of his operating style: understand the parts, then study how they behave together.

In 2017, Jaggi, Shivang, and Rishabh Sahu won first prize at the Samsung Innovation Awards held at IIT Kanpur. Their project, Circle, used blockchain technology for a peer-to-peer transaction system designed to bring more transparency to chit-fund administration and help participants build a financial history. The market was different. The instinct was familiar. Find a process fragmented across people and records, then design a clearer way for information and action to travel.

After graduation, the three became co-founders of Urban Health, a digital wellness company. By 2022 it had raised a $3.4 million seed round led by 3one4 Capital. Its product built personalized plans from user signals and content, and Jaggi emphasized that every customer journey was different. Urban Health eventually became an exited investment in 3one4 Capital’s portfolio. Jaggi and Shivang went on to build together again.

The job after the prompt

The fashion in AI is to make every product conversational. Jaggi’s critique is practical: conversation can become another stop in the workflow. A staff member asks, receives an answer, checks it, copies it, switches systems, and still has to complete the process. RISA wants its agents to operate after the prompt, where the queue, portal, and follow-up live.

BOSS decomposes a complicated workflow into smaller jobs. One agent may gather clinical history. Another may check payer criteria. Others prepare a form, submit through a portal or API, monitor the response, and write the updated state back to the relevant record. The point is not a free-roaming digital employee. The point is coordinated execution with permissions, rules, and an audit trail.

Jaggi is careful about the boundary between operational assistance and clinical judgment. “We draw a very clear line,” he has said. Customers choose how autonomous the workflow should be, and people remain at important checkpoints. In a field crowded with promises about autonomy, that sentence is less dramatic than a product demo and more useful to an operator deciding what can safely enter production.

A scorecard made of motion

RISA announced a $3.5 million seed round in April 2025, led by Flipkart co-founder Binny Bansal with participation from Oncology Ventures, General Catalyst, z21 Ventures, ODD BIRD VC, and Ashish Gupta. Nine months later, it closed an $11.1 million Series A co-led by Cencora Ventures and Optum Ventures. Oncology Ventures, Z21 Ventures, and John Simon’s Ventureforgood also joined the round.

Those investors matter partly because they sit close to the systems RISA is trying to connect. Cencora works across pharmaceutical services and distribution. Optum sits inside a large healthcare and insurance network. Their involvement gives RISA capital, but it also makes the company’s promise answerable to people familiar with the operational knots.

The company’s reported deployment numbers are framed in operational language. At one partner site, RISA said about 80 percent of administrative staff time had been freed, denials fell by as much as 40 percent, and first-pass approval reached 97.8 percent. It said authorizations were being filed within 24 hours, compared with an earlier average backlog of eight days. These are RISA’s figures, not an independent clinical study. They still show how Jaggi wants the product judged: less waiting in the queue, fewer returns, and more capacity from the same team.

Depth as a discipline

A large round can tempt a company to turn its first working wedge into a dozen adjacent products. Jaggi’s public language points the other way. Oncology is first because it is operationally dense. The company wants to go deeper across cancer centers, infusion networks, and specialty pharmacies before treating its system as a general template. “But right now, depth matters more than breadth,” Jaggi said after the Series A.

That discipline appears in the way RISA writes about infrastructure. Jaggi has published on digital-twin ecosystems for oncology operations and on what the company calls Evolvable DAGs. A directed acyclic graph is a familiar way to model dependent tasks. RISA’s proposal is to let agent behavior adapt to changing inputs while preserving the structure that makes the workflow understandable. It is a technical expression of the same founder instinct: flexibility inside a legible system.

The company’s internal rituals are considerably less dry. Jaggi introduced a rotating Sword of Gryffindor that teammates and leaders award to a colleague. The recipient keeps it at their workspace and later passes it along. His explanation includes lions, courage, a Dirac delta function, and a World Cup comparison. It is exuberant, a little nerdy, and revealing. For Jaggi, culture is not a page of values. It is an object that moves between people, carrying recognition with it.

“The more people we can support, the more worthwhile this will be.”Kshitij Jaggi

What founders can take

Jaggi’s story is still being written, and RISA’s claims will face harder tests as deployments multiply. But the work already offers a compact operating manual. A founder can begin with the bottleneck rather than the interface. A product can fit the systems that exist instead of demanding a pristine replacement. Safety can be designed as configuration, traceability, and clear human checkpoints. Progress can be measured in completed work.

The connective tissue across Jaggi’s projects is not blockchain, wellness content, digital twins, or large language models. Technologies have changed. The recurring subject is institutional friction: information separated from the person who needs it, work paused between tools, a complicated journey reduced to a series of avoidable waits.

RISA’s wager is that AI can become the connective layer, provided it is built to act within constraints and show its work. Jaggi’s wager on himself is similar. Stay with the problem. Stay with trusted collaborators. Go deeper than the demo. Then count the time that comes back.