Pan Chaudhury

The Story

A company that shows up on a Tuesday

Most healthcare happens in spikes. A visit, a number, a six-month gap, another visit. Pan Chaudhury built Perry Health around the suspicion that the gap is where everything goes wrong. The company he co-founded and runs as CEO is a remote care service for seniors managing chronic conditions, and its whole promise lives in the unglamorous space between appointments - the ordinary days when a person is mostly alone with a routine.

Perry Health pairs members with a connected blood-glucose meter, a steady supply of testing materials, and a care team of clinicians and dietitians who actually stay in contact. The technology is the part you can demo. The harder thing, the thing Chaudhury keeps circling back to, is consistency - turning a clinical relationship into something closer to a habit. As the company puts it, Perry was born from a vision where technology could enable a continuous care model that leads to better outcomes and lower costs.

Today the program runs in more than twenty states. It got there one market at a time: New York, then Pennsylvania and Oklahoma, then Idaho, then Indiana for the twentieth launch. There is no viral moment in that list. There is just the slow, deliberate work of a founder who treats expansion like an engineering problem - ship, measure, repeat.

The Roots

Emotions, code, then care

Chaudhury studied economics at Brown, graduating in 2011. The detail worth holding onto is what he did inside that degree. For two years he worked as a behavioral economics research assistant, designing experiments and running regressions on how emotional states bend the choices people make. It is a strange, human corner of a quantitative field, and it turns out to be a surprisingly good foundation for a company whose real product is human follow-through.

After Brown he did not jump straight into healthcare. He wrote software. As an engineer at ShopKeep, the New York point-of-sale startup, he spent his early career on the deeply practical problem of making technology disappear into a small business owner's day. Retail software and chronic care look unrelated on paper. They share a spine: both succeed only when the tool stops feeling like a tool and starts feeling like part of the routine.

In 2017 he left to start Perry Health with Scott Chesrown, who became the company's COO and had previously co-founded an e-commerce platform that later listed on the NASDAQ. The pairing reads like a clean division of labor - one founder shaped by building product, the other by scaling operations - around a shared belief that specialist-grade care should not depend on a patient's zip code or bank balance.

The Method

An engineer running a care company

There is a temptation, when a founder comes from code, to expect a company obsessed with its app. Perry Health is more interesting than that. The interface is a means; the clinicians are the point. Chaudhury's instinct seems to be using software to make a human care team scalable rather than using a care team to make software credible. It is a subtle inversion, and it shows up in how the company describes itself - doctors, nurses, and dietitians first, hardware second.

That ordering matters for who Perry Health serves. The members are largely older adults, a group too often handed a glossy product and left to figure it out. Building warmth into a clinical service for seniors is its own discipline. Even the name carries the strategy: Perry sounds like a person you might trust, not a platform you have to learn.

The capital backing the bet is serious. Perry Health raised a $23.5 million Series A in 2022, part of roughly $26 million in total funding, from a roster that includes Left Lane Capital, General Catalyst, Primary Ventures, Lerer Hippeau, and the StepStone Group. That is a cohort of investors who tend to fund category builders, not features. In 2024 the company landed on the New York Digital Health 100, a list of the region's notable digital-health startups, which Chaudhury framed in characteristically modest terms - not as arrival, but as progress.

The Through-Line

Patience as a product strategy

If there is a single thread running from the Brown research lab to a twenty-state care company, it is an interest in what people actually do versus what they intend to do. Behavioral economics is the study of that gap. Chronic-condition care is the management of it. Chaudhury has spent his whole working life on the same question from different angles: how do you help a person keep doing the small, boring, correct thing, day after day, when nobody is watching?

His answer, embodied in Perry Health, is to never fully leave the person alone. Put a real team in their corner. Make the technology quiet enough that the relationship can do the work. Then expand carefully, market by market, so the quality of that relationship does not thin out as the map fills in. It is not a flashy thesis. It is a durable one, and Chaudhury has built a company that runs on it.

He keeps a low public profile for a venture-backed CEO - more operator than personality, more interested in the next market than the next stage. In an industry loud with promises, that restraint reads as a kind of confidence. The work is the pitch.

The Map

Why one market at a time

There is a faster way to grow a health company, and Chaudhury has mostly declined to take it. Care that depends on licensed clinicians and state-by-state coverage cannot simply be switched on nationwide. Each new market is a fresh set of rules, relationships, and logistics. Perry Health has treated that constraint as a feature rather than a frustration, opening regions deliberately - New York as the home base, then a steady march through Pennsylvania, Oklahoma, Idaho, and Indiana, with the Indiana launch marking the company's twentieth market. The pattern looks less like a land grab and more like a release schedule.

That discipline reflects a particular kind of founder. Chaudhury came up building things that had to work the first time and every time, where a bug is not a talking point but a broken transaction. He carries that standard into a sector where the stakes are higher and the feedback loops are slower. Growing carefully is how you keep a care relationship from degrading as the customer count climbs, and it is how a small team of roughly seventy-seven people covers twenty states without losing the thread.

The Setting

A New York company, through and through

Perry Health is a New York story. Chaudhury cut his engineering teeth at ShopKeep, a fixture of the city's early-2010s startup scene, and he built his own company in the same ecosystem, headquartered in Manhattan's Flatiron district with the founder himself based across the river in Brooklyn. The 2024 nod to the New York Digital Health 100, an annual list compiled by Digital Health New York, placed Perry among the region's notable digital-health ventures - recognition from the very community that shaped it.

The investor syndicate reinforces the pedigree. Lerer Hippeau and Primary Ventures are seed-stage institutions woven into New York's founder network; Left Lane Capital and General Catalyst bring growth-stage firepower; StepStone adds institutional scale. Together they form the kind of cap table that signals a company built to endure rather than to flip. For a founder as understated as Chaudhury, the roster does some of the talking he would rather not do himself.

What emerges across the whole arc - the research lab, the point-of-sale code, the careful market map, the warm brand name - is a consistent temperament. Chaudhury is a builder who distrusts shortcuts and believes the unglamorous middle is where value actually accrues. Perry Health is the long-form expression of that belief: a company designed to be present on the ordinary days, because the ordinary days are where outcomes are quietly won or lost.