YesPress / Dispatch
Sean Duffy rings Nasdaq bell as Omada Health debuts under ticker OMDA IPO prices at $19 per share, June 5 2025 Co-founders Adrian James & Andrew DiMichele launched Omada with Duffy in 2011 Roughly 850 employees, ~$260M annual revenue at time of listing Started life inside Rock Health's Chinatown coworking space, San Francisco Harvard MD/MBA dropout. Former IDEO intern. Former Google. Hobby of note: builds and flies FPV drones Sean Duffy rings Nasdaq bell as Omada Health debuts under ticker OMDA IPO prices at $19 per share, June 5 2025 Co-founders Adrian James & Andrew DiMichele launched Omada with Duffy in 2011 Roughly 850 employees, ~$260M annual revenue at time of listing Started life inside Rock Health's Chinatown coworking space, San Francisco Harvard MD/MBA dropout. Former IDEO intern. Former Google. Hobby of note: builds and flies FPV drones
Profile / Founder Files / No. 042

Sean
Duffy

He pocketed a Harvard acceptance, then mailed back a polite goodbye. Fourteen years later he rang the Nasdaq bell with Omada Health.

Sean Duffy
Sean P. Duffy · photo via Omada Health

A patient builder in a category that punishes patience.

On the morning of June 5, 2025, the digital-health world watched a fourteen-year-old startup ring the Nasdaq opening bell. The ticker said OMDA. The man holding the gavel was Sean Duffy, who once owned a Harvard Medical School ID badge and gave it back.

Omada Health priced its IPO at $19 a share, square in the middle of its expected range, and stepped onto the public markets with roughly 850 employees behind it. In a category where companies hit the bell young, brassy, and unprofitable, Duffy did the unfashionable thing. He waited. "Today is the right moment for us," he told CNBC the morning after, which is a CEO sentence and also a fourteen-year sentence.

What Omada sells is not exactly software. It is not exactly a clinic. It is a virtual-first care model for people living with chronic conditions, built around the unsexy thesis that healthcare needs to follow patients home. That thesis - and the company - was born in a coworking office above a Chinatown dim sum joint, where Rock Health's first cohort of digital-health hopefuls were squeezed onto folding tables.

Duffy was 26. He had a neuroscience degree from Columbia, a stint at Google, an internship at IDEO, and a half-finished joint MD/MBA from Harvard. The half-finished part is the part he likes to talk about.

While interning at IDEO between his first and second years of medical school, Duffy read about the Diabetes Prevention Program, a 2002 clinical trial that quietly proved something stunning: structured lifestyle change could cut a high-risk patient's chance of developing type 2 diabetes by more than half. The trial was a decade old. Almost no one had figured out how to deliver it at scale. Duffy thought he saw a way. He went back to Boston, finished the year, and then in 2011 wrote the email no parent of a Harvard medical student wants to read.

He co-founded Omada Health that spring with Adrian James, a designer he had met at IDEO, and Andrew DiMichele, an engineer. The three split equity, set up shop in San Francisco, and started building. James and DiMichele have since moved on to other ventures. Duffy stayed.

He has been the only CEO Omada has ever had.

2011
Year Omada was founded
~850
Employees at IPO
$19
IPO price per share
14 yrs
Founder to listing

The IDEO summer that ruined a perfectly good medical career.

Most people enter Harvard's MD/MBA program already plotting an exit ramp into industry. Duffy's exit ramp arrived in San Francisco, in the form of a design firm summer. IDEO does what IDEO does, which is to put very smart people in rooms with whiteboards and ask them to redesign things that other smart people had already given up on.

The thing Duffy was asked to look at was chronic disease. He came back to medical school with a particular fact rattling around in his head: a trial had shown that for prediabetic patients, lifestyle change beat metformin. Lifestyle change. Group classes, a coach, a scale. Not a molecule. Not a stent. Behavior, delivered on a schedule.

The problem was that the clinical version of the program required a building, a clinician, and patient compliance over 16 weeks of in-person sessions. It worked. It also barely scaled. Duffy wanted to know what it would look like to deliver the same intervention through a phone, a connected scale, and a remote coach. He thought he and a small team could build it. He turned out to be right about that, eventually.

Before Omada there were smaller experiments. He had built an interactive Microsoft Excel training tool called Excel Everest. He had written for Medgadget, a medical-technology blog. The pattern was clear in hindsight: a person who liked teaching, liked products, and was not particularly content to stay in any single lane.

From a Chinatown desk to a company you can buy on Robinhood.

The Series A scare

Duffy has said publicly that he did not think the Series A would come together. A commercial deal fell apart mid-raise. An investor spooked. The round closed anyway. The company kept moving.

The CDC stamp

Omada secured CDC recognition for its diabetes prevention program, the kind of regulatory cred that converts a clever app into a billable medical service. Insurers started returning calls.

Expansion beyond diabetes

The platform widened over the years into hypertension, weight management, musculoskeletal care, and behavioral health. The model stayed the same: coach + connected device + curriculum + data.

The bell, June 5 2025

Omada priced at $19 in the middle of its range. TechCrunch noted the listing avoided the "down-round" trend hammering late-stage health-tech peers. Duffy stayed CEO throughout.

A career that reads slower than it lived.

2006
Graduates Columbia with a BA in neuroscience.
Pre-2009
A stretch at Google. Resume keeps quiet on the details.
2009
Begins the joint MD/MBA program at Harvard.
2010
IDEO internship. Encounters the Diabetes Prevention Program.
2011
Co-founds Omada Health with Adrian James and Andrew DiMichele. Leaves Harvard.
2014
Named to JPMorgan's "100 Most Intriguing Entrepreneurs."
2015
SF Business Times "40 Under 40."
2014 (Omada)
Named one of Fast Company's 50 Most Innovative Companies.
2025
Rings the Nasdaq bell. OMDA prices at $19.

The Omada arc, sketched in revenue.

Public filings put annual revenue at roughly $260M leading into the listing. The chart below is a rough visual of category presence over the life of the company - not a precise revenue chart, but an honest sketch of trajectory.

2012
seed
2015
growth
2018
scaling
2021
expansion
2023
~$200M+
2024
~$260M
2025
IPO
"Today is the right moment for us." — Sean Duffy, on CNBC the morning after Omada's IPO debut, June 2025

Three small facts that say more than a bio paragraph.

Hobby

He builds and flies first-person-view drones in his spare time. The man who sells calm, ambient health monitoring spends his Sundays piloting tiny aircraft through trees.

First product

Before Omada, he built Excel Everest, an interactive training tool for Microsoft Excel. The throughline: teach people to do hard things in small repeatable steps.

Origin perch

Omada was in the very first Rock Health cohort. The accelerator office sat above a Chinatown dim sum spot. Multiple founders interviewed have mentioned the smell.

Lists he's been on, in chronological order.

JPMorgan, 2014

Named to the "100 Most Intriguing Entrepreneurs of 2014." A useful early signal that the financial-services world had clocked him.

Diabetes Forecast, 2014

"Diabetes All Stars." A nod from the patient-advocacy world that the program was clinically real.

SF Business Times, 2015

"40 Under 40." Standard local-press anointment for any Bay Area founder who has stopped being a rumor.

Why Omada looks slow up close and fast from far away.

Most digital health companies that filed S-1s in the last cycle were three to seven years old. Omada was fourteen. The math is not flattering to anyone in a rush, but it is informative.

Duffy's bet was always that chronic disease is a thirty-year problem and that the company that solves a piece of it has to be built to last thirty years. That requires real clinical evidence, the kind that takes time to accumulate. It requires contracts with employers and payers, which are not impulse purchases. It requires not blowing up.

For most of the last decade, the digital-health press cycle ran ahead of Omada. Telehealth was hotter. AI was hotter. Wearables were hotter. Duffy kept his head down and ran the company. That is the boring story. It is also why the bell rang in 2025.

In the Norwest blog "Built to Bend the Curve," Omada's earliest investor recounts a CEO who, more than anything, refused to confuse a press release with a result. Duffy wanted the studies. Then he wanted the renewals. Then he wanted the contracts. Then he wanted the cohort retention. Then, fourteen years in, he wanted the listing.

He got it.

What comes next is the part founders rarely talk about in advance. A public company has a different metabolism than a private one. Quarterly. Lumpy. Watched. The Sean Duffy who left Harvard to find a way to scale a 2002 trial is now the Sean Duffy who has to explain a 90-day window to a room of analysts. The drones might have to wait.

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