The guests at Assured Allies’ office had an unusual qualification: they were the parents and grandparents of the people who worked there. In March 2023, the company shared its first Invite Your Parents to Work Day. Employees could explain what they were building to some of the people who had helped inspire it. For co-founder and CEO Roee Nahir, this was a rather literal version of bringing the business home.
Startup presentations tend to give families a supporting role. They appear in the origin story, then disappear when the financial projections begin. At Assured Allies, the family question runs through the commercial one. Nahir and co-founder Afik Gal had both encountered the complications of later life within their own families. They wanted to build something useful around that experience, with a financial model that could sustain it.
Nahir came to the project with an earlier company already sold. He had worked on touchscreens and mobile analytics, fields where a screen, a user and a business decision sit close together. His next venture would work through insurance companies and retirement products. It would require the software builder to think about relationships and commitments that last for years. The parents in the office were a reminder of what those years contain.
The small screen years
One early stop was Double Touch, also known through its DoTwo technology. A company description preserved from 2011 lists Nahir as co-founder and software team lead. Founded in February 2010, the venture aimed to bring multitouch capabilities to low-cost resistive displays. The customer list it sought was industrial: silicon partners, equipment manufacturers and device makers.
That is a useful detail in a career now associated with insurance. Nahir was working on how a product could become part of somebody else’s product. A technology can be clever on its own and still need a manufacturer, a commercial agreement and a route to the user. The work of fitting those pieces together appears early in his record.
At Adience, he was co-founder and CEO alongside technology co-founder Eran Eidinger and product co-founder Sasha Medvedovsky. The business concerned mobile audiences: helping applications understand their users and make commercial use of that understanding. A 2014 patent application for generating user insights from images and other data names Nahir with his two collaborators. His connection to the technology went beyond presenting it.
In December 2014, the Teddy Sagi group acquired Adience. Contemporary reporting described a Tel Aviv operation with ten employees. The transaction put a small team’s work inside a larger commercial group, with ambitions in ecommerce. For a founder who had been building tools to understand mobile users, it provided a larger setting in which to deploy them.
The acquisition is a clear marker in Nahir’s career. It also gives the next choice its weight. He could approach a new venture with experience of building and selling a company. The open question was where to put that experience. The answer eventually took him away from the mobile advertising market and toward the financial arrangements people make for later life.
Finding the institution that would pay
With Gal, Nahir built Assured Allies around an uncomfortable commercial test: could the company help individuals while creating enough value for a financial institution to pay for the work? Good intentions would have to survive a procurement conversation. An insurer needed a reason to participate that could be expressed in the language of its own business.
The arrangement brought different interests to the same table. Policyholders had their own plans for retirement and independence. Insurers had obligations, costs and existing customer relationships. Assured Allies sought a business inside that relationship, offering technology and services through the carrier. Its route to individuals ran through institutions that already had a reason to know them.
The sequence of products shows that choice taking shape. AgeAssured launched in 2020 through long-term care insurance carriers. NeverStop followed in 2022, extending the company’s work into the creation and underwriting of retirement products. EquiTrust incorporated NeverStop into its Bridge offering, launched that November. For Nahir, a partnership could carry the product into the market.
The funding followed stages of that work. An $18.3 million Series A announced in July 2021 was co-led by Core Innovation Capital and New Era Capital Partners. In March 2023, Assured Allies announced a $42.5 million Series B co-led by FinTLV Ventures and Harel Insurance. Total announced capital then stood at $65 million.
Those investor names matter because the company was building in an institutional market. Insurance businesses were present alongside venture investors. EquiTrust was both a carrier partner and a participant in the Series B. The distinction between money and market access could become pleasantly untidy: a partner might understand the business as an investor and have somewhere to put its product.
A five-year commitment
In May 2024, Assured Allies announced a multiyear partnership with CalPERS, the California Public Employees’ Retirement System. The agreement offered AgeAssured to more than 45,000 eligible long-term care policyholders for at least five years. It was a specific institution, a defined population and a period long enough to require sustained delivery.
The figure describes eligibility for access. It is not an enrollment tally. That distinction helps explain the kind of business Nahir was building: an agreement creates an opening, and work follows inside it. A contract with a recognizable institution is an achievement; the people covered by its terms still have individual choices to make.
At the announcement, Nahir said the AgeAssured platform served more than 130,000 policyholders across carriers. The partnership gave a concrete expression to the earlier decision to work through insurance relationships. Instead of finding every prospective user separately, the company could reach a defined group through an organization that already held their policies.
There is an ordinary discipline hidden in a five-year commitment. Software has to keep working. Partners have to keep communicating. The service must remain useful after the announcement has left the news cycle. For a former mobile-data CEO, this chapter is measured partly in the ability to build a relationship that will still function several calendars later.
Access offered through a partner. Eligibility is distinct from enrollment.
The people between the rounds
Nahir’s public comments about investors are less ceremonial than a funding announcement. In a 2026 LinkedIn post, he divided them by what they actually contribute: some can interfere, some remain neutral, and a small number create value. He praised Yuval Ariav for taking novel ideas seriously before they have broad agreement behind them.
The phrase he used was “when they’re still pre-consensus.” It is a revealing preference for someone whose company asks established institutions to consider a different approach. An idea that needs explaining also needs people willing to listen before the explanation has become fashionable. Nahir’s compliment was about the quality of that attention.
His own public startup profile lists advising at Kaedan Capital and mentoring at SigmaLabs Accelerator. Those roles put him on another side of the conversation: helping people developing businesses of their own. They also place his executive work within a wider circle of founders, investors and collaborators, rather than leaving it as a succession of job titles.
In March 2024, he visited the GMBA Innovation and Entrepreneurship track at Reichman University. Faculty member Oren Zuckerman described the alumnus’s discussion of pitching venture investors, problem validation, market validation and perseverance. The subjects sound modest beside an acquisition or a funding round. They are also the questions that determine whether either event ever happens. Nahir was a Global MBA alumnus of IDC Herzliya, now Reichman University, with studies spanning 2012 to 2014. Returning brought the company-building experience back into an academic setting.
A real problem and a workable market are separate things to establish. Nahir’s move into insurance makes that distinction tangible. Family experience supplied a reason to care about the problem. A company still needed a payer, a product and a way to reach people. The classroom syllabus fits the commercial choices visible in his career.
“Very, very complicated.”
Roee Nahir, describing the work of building Assured Allies, 2023
A different clock
Nahir has credited military service with giving him a can-do attitude. His subsequent ventures give that attitude several settings: a display technology company, a mobile audience business, an insurance technology operation. The continuity is technical curiosity attached to a commercial question. Each setting asks what the technology can make possible for someone willing to buy it.
Today, Assured Allies presents carrier services spanning digital underwriting, product development and distribution, alongside NeverStop. Its company page reports more than $78 million in funding. That is a later company-reported total; the $65 million attached to its 2023 round belongs to that earlier moment. The business has continued beyond the milestone that made many of its headlines.
The ambition remains tied to making retirement arrangements work for the people living with them and the institutions underwriting them. It is a demanding pairing. A family wants practical value. A financial partner wants an arrangement it can maintain. Nahir’s company has chosen to make its case to both, with a product that travels through the relationship between them.
The office full of parents and grandparents offers a fitting place to leave him. There was a business to explain, and an audience with reason to care about the explanation. Nahir had already helped build technology for the small screen. His next company gave him something to discuss with people thinking much further ahead.