Latif Khalil has spent a career in the part of technology that everyone notices only when it fails. Records arrive in the wrong format. Agencies use different vocabularies. A new regulation meets an old system and both refuse to blink. The modern phrase for fixing this is interoperability. The older phrase is patience, practiced professionally.
His route to that work was neither tidy nor random. Khalil earned a master's degree in chemistry from the University of the Punjab, then studied applied mathematical sciences with a computer science major at the University of Georgia from 1984 to 1988. Chemistry studies how things interact. Mathematics describes those interactions. Software has the impolite habit of asking whether the description can survive a Tuesday morning in production. Khalil kept moving closer to that final test.
He worked in senior technology roles at A&T Systems and then at Snare Networks, an IT security product business he helped lead from idea to stable commercial product. Computer Associates acquired Snare. Khalil crossed into the acquirer and spent eight years as a vice president and research-and-development lead for several CA security products. It was his first public acquisition arc: build the machinery, find commercial footing, then carry its logic into a larger system.
The portal before the platform
At JBS International, where he held senior technology posts including chief technology officer, Khalil built an IT solutions practice around healthcare standards, interoperability and structured exchange. His most legible project from that period was the Federal Safety Reporting Portal for the Food and Drug Administration and National Institutes of Health. He architected the unified reporting solution and helped multiple FDA centers and the NIH Office of Science Policy collaborate on its development and deployment.
The technical difficulty is obvious. The organizational difficulty is the better clue. Multi-agency systems do not run on code alone. They require a translator who can keep requirements, standards, security, operations and institutional habits in the same room long enough to produce something usable. Enterprise architecture is partly the art of noticing that every box in a diagram contains people.
The portal also sat at a revealing intersection in Khalil's career. His security background supplied an instinct for controls and dependable systems. His work at JBS placed those instincts inside public-sector programs where several institutions needed to agree on the meaning and movement of data. By 2019, his published professional biography described more than 30 years across research, development and technology leadership. Longevity alone proves little. The projects show what he did with it: moved steadily toward environments where technical correctness and coordinated adoption had to arrive together.
That project also established a pattern that would define Khalil's later work. Information could move and still fail to be useful. A successful exchange needed structure, matching, quality controls and a destination inside an actual workflow. Moving a mess from one database to another merely gives the mess frequent-flyer status.
“The real challenge is ensuring that data is of very high quality.”Latif Khalil, 2020
A company built in the seam
Khalil and Nagesh “Dragon” Bashyam founded InteropX in 2016. The pairing was unusually clear. Khalil brought enterprise execution, company-building experience and the operating lessons of payer projects. Bashyam brought deep expertise in healthcare standards and regulation. Together they chose a seam that large institutions could not wish away: the space between providers, payers and patients, each with legitimate needs and inherited systems.
InteropX was not pitched as a new destination where every customer would abandon everything and begin again. Khalil described an approach based on established standards, microservices and APIs, built to integrate vendor applications and accommodate changing use cases. The company focused on creating new electronic exchange processes without disrupting all the manual and non-standard processes already in place. It was less a demolition crew than a very determined renovation.
The product was not the arrow. It was the work required to make the arrow dependable.
The company was initially bootstrapped. In a 2020 interview, Khalil said partner investment and sweat equity funded development, while outside capital could be considered after launch. His market logic was equally grounded: look for a growing problem customers already recognize. Healthcare data management had regulatory pressure, reporting requirements and expensive manual work. InteropX did not need to manufacture urgency. It needed to make urgency manageable.
By that 2020 conversation, Khalil was publicly presenting InteropX as president and co-founder. He described a platform that could aggregate information, match records and create longitudinal views while supporting established exchange standards. The point was not to collect technical acronyms as trophies. Standards gave different parties a common grammar; matching and de-duplication kept that grammar attached to the right records. The combination was meant to prevent a familiar enterprise tragedy: a technically successful transfer that leaves the receiving team with another cleaning project.
That is a useful founder distinction. A regulation can open a budget, but compliance alone rarely creates a durable product. Customers keep software when it improves the work waiting behind the deadline. InteropX therefore treated the same connected data as infrastructure for several operational needs, including access, reporting, prior authorization and analysis. One maintained pipeline could serve more than one anxious meeting.
Practicality in a loud season
At HIMSS 2024, Khalil and Bashyam sat with Outcomes Rocket host Saul Marquez. The setting was a conference built for large claims, yet their emphasis remained operational. InteropX created virtual data pipelines between payer and provider systems so information could remain current and usable. Technology specialists should handle integration and maintenance, they argued, allowing organizations to focus on their business work.
They also addressed artificial intelligence at a moment of considerable noise. The message was not resistance. It was sequence. Explore real use cases, respect the growing acceptance of standards and begin with reliable data. Artificial intelligence applied to fragmented, poorly matched information is simply a faster way to become confidently inconvenienced.
The appearance also showed the founders' division of labor without turning it into theater. Khalil spoke from decades of technology and company management; Bashyam brought standards and regulatory depth. Their advice was essentially organizational: let specialized teams absorb the integration burden so customers can keep attention on the operations that justify the technology. It is a modest proposition, which is precisely why it travels well. Enterprise buyers rarely need another place to admire software. They need fewer brittle connections to supervise.
An accumulated edge
Applied mathematical sciences and computer science at the University of Georgia, following graduate study in chemistry.
Snare Networks grows from an idea to an acquired commercial product; Khalil then leads R&D at CA Technologies.
At JBS International, he architects a multi-agency reporting portal and builds a standards-focused technology practice.
InteropX is founded with Nagesh Bashyam.
Onyx acquires InteropX; Khalil becomes Senior Vice President.
The second acquisition
On January 27, 2026, Onyx announced its acquisition of InteropX. The rationale followed the founder's original thesis with a larger vocabulary: combine standards-based exchange with execution depth, electronic prior authorization and clinical-data tools that work inside payer operations. Existing customers would continue receiving support while InteropX technology and teams moved into the Onyx platform over time.
Khalil called the joint roadmap a move beyond regulatory compliance toward “real operational capability.” The phrase is a compact summary of his public career. Security logs had to become a product. Federal submissions had to become a shared portal. Exchanged records had to become information an organization could use. Compliance may start the conversation. Operations decide whether anyone stays for dessert.
Onyx now lists Khalil as senior vice president, responsible for bringing operational and technical experience to clinical-data programs serving payer performance. The founder has entered another larger system, just as he did after Snare Networks. Acquisition did not end the problem he was solving. It expanded the architecture around it.
“The joint roadmap ... is focused on moving beyond regulatory compliance to enabling real operational capability.”Latif Khalil, January 2026
What compounds
It is tempting to describe Khalil's career as a series of pivots: chemistry to computing, security to healthcare, services to product, founder to executive. A better reading is continuity. Each stage involved systems with different owners, strict rules and information that became valuable only after it was structured. The domain changed. The operating method accumulated.
That is the transferable lesson. Expertise is not always a narrow tower. Sometimes it is a practiced way of entering complicated rooms: learn the vocabulary, respect the constraints, identify the seam and build the least disruptive bridge that people will actually use. Khalil's companies were not designed for applause at first sight. They were designed for trust after the hundredth exchange.
Now that InteropX sits inside Onyx, the work has more scale and a new logo. The essential task remains stubbornly familiar. Make information move. Make it accurate. Make the result useful to the person or process waiting at the other end. Technology fashions will keep changing. A dependable bridge retains its charm.