The Story
CureMeAbroad has raised $1.1 million in a pre-seed round led by SteerX Ventures, a healthcare-focused venture fund, with existing investor AIRA participating. It follows a $600,000 round in April from Unacademy co-founder Roman Saini, former Cars24 India chief executive Himanshu Ratnoo, EMotorad co-founder Kunal Gupta, Devaiah Bopanna, Vikrant Potnis and AIRA, taking total funding to about $1.7 million.
Aditya Oza and Mikhail Bohra, who are cousins, founded the Pune company in June 2025. It operates as Luxora Health Care Experiences Private Limited. Oza is chief executive and Bohra chief marketing officer.
CureMeAbroad helps international patients find, compare, verify and book treatment at hospitals abroad, combining discovery, treatment planning, cost estimates and patient assistance. Its partner network spans more than 400 accredited hospitals and clinics across six countries, including India, Turkey, Thailand, Mexico and Georgia, and its main patient source markets are the United States, the United Kingdom, Australia and Canada. Its directory lists more than 6,000 hospitals across 47 countries, and a medical advisory team of doctors in Turkey, Mexico and India supports patients. It holds a medical travel facilitator certification from Global Healthcare Accreditation.
Cosmetic and aesthetic procedures are among its highest enquiry categories, particularly from the US and Australia, and in recent months it signed agreements with cosmetic providers in Thailand and Mexico.
The platform draws more than 22,500 visitors a month. The company says it is running at $4.8 million a year in patient treatment bookings and is targeting $100 million by FY2028.
The money goes into expanding the hospital network, entering new patient source markets, strengthening its AI tools and building its operations and technology teams. It also plans to move into non-elective specialties such as orthopaedics and oncology, and to explore physical experience centres in key international markets.
It competes with Bookimed, PlacidWay, The Medical Tourism Company and Medical Departures, and in India with Vaidam Health.
Why It Matters
Most Indian medical tourism companies are built to bring patients into India. CureMeAbroad is built to send them wherever the procedure makes most sense, and India is only one of the places it sends them.
That reflects how the market actually works. A patient in Texas pricing a knee replacement, a woman in Sydney considering a cosmetic procedure and a man in Leeds waiting for a hip are making different calculations. For Americans the driver is usually price: surgery in the United States can cost several times what it does in Mexico, India or Turkey, and many patients carry a large share of it themselves. For British, Canadian and Australian patients in public systems, the driver is more often time, because waiting lists for elective surgery stretch into months. Each destination has become known for something: Turkey for hair transplants and dentistry, Mexico for cosmetic surgery within reach of the American border, Thailand for aesthetic procedures, India for complex surgery at low cost.
What patients lack is a reliable way to choose. The decision is made largely through social media, forums and agents paid by hospitals, and a patient on another continent has little means of checking a surgeon's record or a clinic's accreditation. Oza describes the gap as the absence of a Booking.com for medical treatment, and it is a real one: an estimated 14 million people a year travel for treatment, and most of them navigate it with less dependable information than they would use to choose a hotel.
That makes the trust layer the product. Accreditation checks, cost estimates before travel, doctors on an advisory team and someone coordinating the trip are what a platform can add, and they are exactly the things a first-time patient is least able to assess alone.
The Strategic Read
Start with what the $4.8 million is. It is the value of treatment booked through the platform, not CureMeAbroad's revenue. Facilitators are typically paid a commission by the hospital, so the company keeps a fraction of that figure, and the $100 million target for FY2028 is also a bookings number. Growing bookings roughly twentyfold in under two years is the claim; what the company earns on each booking has not been disclosed.
The commission is also where the Booking.com comparison needs care. Booking.com is paid by hotels and ranks them, and that works because a bad night is cheap, recoverable and reviewed by thousands of guests within weeks. Surgery is the opposite. Each patient buys once, the stakes are high, and the outcome may not be clear for months, so reviews are few and arrive late. A platform paid by the provider and advising the patient has to show that its rankings follow quality rather than payout. The company says that is exactly its point of difference, and the proof will come from how it handles complaints and complications, not from its listings.
Complications are the hardest part of this business, and the move into orthopaedics and oncology makes them harder. Cosmetic surgery is elective, cash-paid and largely self-contained, which is why it has been the entry point for most medical tourism platforms. A knee replacement needs months of rehabilitation at home; cancer care needs ongoing treatment and monitoring that one trip cannot provide. When something goes wrong after the patient flies home, it lands on a doctor who was not involved, and British plastic surgeons have long warned about complications from cosmetic surgery abroad ending up in NHS hospitals. A facilitator selling non-elective care has to answer for continuity across borders, which is a far heavier promise than a booking.
The cap table hints at how the founders intend to grow. The early angels include operators from consumer marketplaces, among them a former Cars24 India chief executive, and this round is led by a healthcare fund. A medical tourism platform is won on trust and acquisition cost in the source markets, which is why physical experience centres abroad are in the plan, and also why they will be expensive.
What works in its favour is that it is destination-agnostic. A platform that only sells India has to persuade every patient that India is the answer. One that offers Turkey, Mexico, Thailand, Georgia and India can recommend whichever fits, which is a more credible position for a business that wants to be trusted, and a more resilient one if any single destination's reputation turns.
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