Healthtech startup Even Healthcare has reportedly cut around 350 jobs, which is about 30–35% of its total workforce. The move comes at an important point for the company as it changes the way it wants to build its healthcare business.
Even started with a model that placed a strong focus on health insurance and healthcare access. Over time, the company has moved closer to a model where it has more control over hospitals, clinics, diagnostics and patient care.
The job cuts are therefore not only about reducing costs. They also show how Even is changing its priorities. The company now wants hospitals and direct healthcare services to play a much bigger role in its future.
The exact number of job cuts has been reported by media outlets and has not been publicly confirmed by Even in a detailed statement. However, reports place the number at around 350 people, or about 30–35% of the workforce.
A Major Change in Strategy
Even Healthcare’s earlier model had insurance at its centre. The company offered healthcare access through a combination of insurance and healthcare services. This approach helped Even build a customer base, but the company has faced the same challenge that many healthtech firms face: how to create a business that can grow while also keeping healthcare costs under control.
The new approach gives hospitals a much bigger role.
Instead of only helping customers pay for healthcare, Even wants to have a stronger role in the actual delivery of care. This means the company can have greater control over the patient experience, treatment costs and the services that patients use.
This is often called a vertically integrated healthcare model. In simple terms, it means one company takes care of more parts of the healthcare journey instead of depending on several outside companies.
For Even, that can mean a patient comes to its platform, gets care at an Even facility and uses other services within the same network.
The Hospital Has Become Central to the Plan
Even’s first hospital in Bengaluru is an important part of this change. The hospital opened in May 2025 and, according to earlier reports, reached operating break-even within six months.
That result is important because hospitals usually need large amounts of money before they can become profitable. A hospital requires doctors, nurses, equipment, technology, support staff and physical space. It also needs a steady flow of patients.
Even’s reported ability to reach operating break-even within six months gives the company a reason to put more attention on this part of its business.
The company has also operated two clinics in Bengaluru. These facilities can work with the hospital and help create a larger care network.
The larger goal appears to be the creation of a healthcare system where Even has a direct role in patient care rather than acting mainly as a healthcare financing platform.
Insurance Is Still Part of the Story
The shift does not mean Even has completely left insurance behind.
In May 2026, Even received approval from the Insurance Regulatory and Development Authority of India, or IRDAI, to enter the retail health insurance market.
This is an important detail because it shows that Even’s strategy is more complex than a simple move away from insurance.
At the same time, the company has introduced Even Infinite. The product is designed as a hospital-services programme rather than a traditional insurance product.
The difference matters.
Traditional health insurance mainly helps cover medical expenses under a policy. A hospital-services model can give the company more control over where and how care is provided.
This can create a closer relationship between the company, the hospital and the patient.
Why the Job Cuts Matter
A cut of around 350 jobs is large for a startup. A reduction of 30–35% of the workforce can affect many teams and parts of a business.
Such a move can happen when a company decides that some parts of its old model are no longer as important as they were before.
In Even’s case, the cuts come as the company places more attention on hospitals and direct healthcare delivery. Some roles that were useful for an insurance or membership-focused business may not have the same importance under the new model.
The company may also want a simpler structure as it puts more money into physical healthcare assets.
For employees, however, a large layoff is a serious event. It can affect people across different functions and comes at a time when the company itself is still in the process of defining its next phase.
A Push for New Capital
The strategic shift also comes as Even looks for more money to support its next stage.
In July, reports said the company was raising around $50 million at a possible valuation of about $300 million. A later report based on company filings put the current Series B fundraise at about ₹208 crore.
Fresh capital could give Even the money it needs to expand its hospital network, improve its technology and build more healthcare services.
Hospitals are expensive businesses to build. Unlike a software company, a healthcare provider cannot scale only by adding more users to a digital platform. It needs buildings, medical equipment, doctors and other professionals.
That makes access to capital especially important for Even’s new strategy.
The Bigger Healthcare Opportunity
Even’s move also reflects a wider change in the healthtech sector.
For several years, many healthtech startups focused on digital platforms, insurance, subscriptions and online consultations. These models can reach a large number of people, but they can also face pressure from high customer acquisition costs and difficult margins.
Healthcare delivery offers another path.
If a company can control more of the care process, it may be able to reduce waste, manage costs better and build a stronger connection with patients.
But this model also brings new risks. Hospitals require heavy investment and can be difficult to operate. Quality of care must remain high. Doctors and medical staff are critical to success. A company also has to deal with strict healthcare and insurance rules.
So Even’s new strategy could offer greater control, but it also comes with greater responsibility.
What Comes Next for Even
The biggest test for Even will be whether it can turn its hospital-led model into a large and profitable business.
Its first hospital’s reported operating break-even within six months is a positive sign. But one hospital is very different from a large hospital network.
Even currently has one hospital and two clinics in Bengaluru. The company has previously spoken about plans for a much larger hospital footprint.
The success of that plan will depend on how quickly Even can attract patients, control costs and maintain good medical care.
Its insurance approval also gives the company another possible source of growth. This could allow Even to combine insurance with its own healthcare network instead of treating the two as separate businesses.
A Company at an Important Crossroad
The reported 350 job cuts mark a major moment for Even Healthcare. A workforce reduction of 30–35% is significant, but the larger story is the business change behind it.
Even is moving toward a model where hospitals and direct healthcare services have a central place. At the same time, it has not completely abandoned insurance. Its IRDAI approval shows that insurance can still remain part of the company’s long-term plans.
The company is now trying to bring these pieces together into one healthcare business.
The next few years will show whether this strategy can work at scale. If Even can make its hospitals profitable, build a strong patient network and use insurance in a way that supports its own care system, it could create a very different kind of healthtech company.
For now, the layoffs are a clear sign that Even is entering a new phase. The company is not simply trying to become a bigger version of its old business. It is making a much deeper change in how it wants to deliver healthcare.:::
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