Hadi Curtay, former CEO of FitnessForce and now MD at Daxko
As FitnessForce folds into US-based Daxko, the extra fascinating story just isn’t the deal itself however what occurs after it. Can an organization constructed across the messy realities of India and the Gulf preserve its product edge inside a bigger US software program group?
On this edited Q&A with e27, Hadi Curtay, former CEO of FitnessForce and now Managing Director at Daxko, argues that the corporate’s worth was by no means about hype. It was constructed round localisation, operational element, and software program for health operators operating throughout a number of websites and markets. He says India and the GCC stay the corporate’s strongest territories, whereas Southeast Asia is promising however uneven.
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Curtay additionally addresses a well-known founder nervousness after acquisitions: the workforce stays, the data will get transferred, and the product slowly fades into any person else’s roadmap.
The fundraising journey in rising markets might be tough. Did regional VCs actually perceive the issue you had been fixing?
Not likely, and that formed how we constructed FitnessForce. Most traders understood the broad market story. It was not laborious to see that health in India, the Center East, and Southeast Asia was rising on the again of rising incomes, urbanisation, and better well being consciousness. The tougher half was explaining the type of firm we had been constructing.
We weren’t one other client app chasing hundreds of thousands of customers. We had been constructing operational software program for health companies with a number of places, franchise layers, and lots of shifting elements. On the time, that didn’t match neatly into the frameworks many traders had been utilizing.
The individuals who bought it quickest had been often from adjoining industries corresponding to hospitality, franchising, or multi-site operations. They understood how troublesome it’s to run one location properly, not to mention a whole bunch throughout international locations. In the long run, we spent extra power constructing with clients than chasing capital, and that self-discipline most likely helped us.
Founders usually fear concerning the acqui-hire entice. How did you keep away from turning into simply one other workforce absorbed into a bigger platform?
I feel that concern is totally honest. I’ve seen it occur. A founder joins, the data will get absorbed, the roadmap quietly loses momentum, and a 12 months later the product is little greater than a function buried in an even bigger system.
My co-founder, Quaid Jawadwala, and I had been very clear from the start that we weren’t on the lookout for a traditional exit. We needed a companion that might allow us to preserve constructing and scale the enterprise additional, not one which merely needed our workforce or buyer record. That dominated out lots of conversations fairly shortly.
What stood out with Daxko was that it didn’t method the enterprise as one thing to flatten into one generic stack. It runs purpose-built platforms and places actual operators in command of them. My position is an working position, not a ceremonial title. Quaid can also be deeply concerned in enlargement, engineering, and product. We didn’t be part of handy over the keys. We joined to maintain constructing.
India is a fragmented market. The place are you genuinely strongest, and the way massive can that chance develop into?
We’re strongest within the mid-market and premium finish of the health trade in India. That ranges from bold single-site operators to giant franchise teams and multi-location manufacturers. These companies don’t need software program constructed for some solely completely different market after which awkwardly pressured on to them.
What issues in India is not only function depth however operational match. Funds, taxation, compliance, franchise buildings, and buyer behaviour all have native specifics. Our product has completed properly as a result of it handles these realities whereas nonetheless supporting world working requirements. That issues extra as worldwide manufacturers enter India and want programs that respect how they already run elsewhere however can nonetheless adapt regionally.
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We now have additionally invested closely in areas corresponding to multi-location administration, central reporting, automation, franchise operations, and governance. These capabilities develop into extra beneficial as operators go from a handful of websites to dozens or extra. I nonetheless suppose the market is early, particularly as organised chains proceed to develop.
Are you able to level to at least one market the place getting native particulars proper actually made or broke a buyer relationship?
Saudi Arabia is the clearest instance for me. It taught us early that localisation just isn’t a translation train. Lots of software program corporations thought including Arabic and native cost assist was sufficient. It was not.
Operators there wanted ZATCA-compliant invoicing. They wanted correct right-to-left workflows, not translated labels dropped right into a product designed for left-to-right use. Additionally they relied closely on WhatsApp, not as a secondary instrument however as a core channel for renewals, confirmations, receipts, and day-to-day member communication.
I keep in mind one buyer coming from a European platform the place employees had been successfully operating key workflows outdoors the software program. Renewals had been tracked manually, confirmations had been despatched individually, and administration had poor visibility as a result of an excessive amount of was occurring in disconnected processes.
We approached that in a different way. We constructed WhatsApp into the membership journey, strengthened Arabic and right-to-left experiences, and backed it with local-language assist groups. Adoption moved shortly as a result of we had been supporting how operators already labored quite than asking them to adapt to any person else’s assumptions.
Which markets do you lead in at this time, and the place are you continue to earlier within the journey?
India and the GCC are the place we’ve the strongest footing at this time. In India, the product has been formed by a really fragmented and operationally demanding market, which pressured us to develop into sensible and resilient. Within the GCC, particularly in markets such because the UAE, Saudi Arabia, Kuwait, and Bahrain, we earned traction by localising correctly throughout language, tax, funds, communication habits, and assist.
Australia and Southeast Asia are extra combined. We’re making progress, however I might nonetheless describe them as earlier in contrast with India and the GCC. The demand is there. Operators have gotten extra subtle, and franchise development is making a clearer want for enterprise-grade software program. However these markets aren’t all shifting on the identical velocity or in the identical manner.
The US is completely different once more. It’s a mature market with increased expectations and harder competitors, however Daxko offers us a a lot stronger place there than we’d have had on our personal.
What does the Southeast Asia go-to-market technique really appear to be? Direct gross sales, companions, or following world franchises into the area?
It’s a combine, and the steadiness adjustments by nation. One of many quickest paths into Southeast Asia is thru world franchise manufacturers already increasing throughout the area. These operators desire a platform that may transfer with them throughout borders with out forcing a contemporary implementation each time they enter a brand new market. That performs to our strengths.
On the identical time, I don’t suppose you may deal with Southeast Asia as one market. The regulatory surroundings, cost rails, and health tradition fluctuate considerably from nation to nation. That’s the place lots of enlargement plans go mistaken. Individuals speak concerning the area as if it behaves like a single working market, and it merely doesn’t.
So sure, world franchise enlargement is a crucial entry level, however native execution nonetheless issues. It’s good to respect what’s completely different in every market quite than making use of one template and hoping for the perfect.
FitnessForce constructed greater than 1,100 APIs and leaned right into a headless structure. Was that strategic, or was it pressured on you by buyer complexity?
It was each, however the strategic view got here first. Quaid had a powerful conviction very early that the platform needed to be API-first. That was not a pitch-deck determination. It got here from the idea that severe operators would finally want flexibility, integrations, customized member journeys, and the flexibility to attach programs throughout markets.
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Then actuality strengthened the purpose. When you assist operators throughout India, the GCC, Southeast Asia, Australia, and past, you shortly run into completely different cost programs, compliance necessities, communication habits, and workflows. A closed platform would have meant saying no far too usually.
So the API depth grew from each imaginative and prescient and necessity. A precept we stored was that the APIs we use internally must also be accessible to clients. Headless shouldn’t imply a couple of token integrations on the aspect. It ought to imply the product is genuinely extensible.
What’s the trustworthy model of what might nonetheless go mistaken after the deal?
The trustworthy reply is that the most important danger just isn’t hidden in a clause someplace. It’s a values mismatch. In most acquisitions, if the 2 sides suppose in a different way about clients, merchandise, folks, or decision-making, the authorized protections solely carry you up to now.
That was the primary factor I paid consideration to. We spent lots of time understanding how Daxko makes selections, the way it treats clients, and what sort of firm it desires to be. The extra time we spent collectively, the extra aligned we appeared.
That doesn’t imply there is no such thing as a danger. Any integration has execution danger. Priorities can drift, communication can break down, and good intentions don’t routinely produce good outcomes. I’m simply much less frightened concerning the traditional founder worry of being absorbed and sidelined, as a result of this didn’t really feel like becoming a member of an organization that needed to erase what made us work within the first place.
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