Sprinter Health

Sprinter Health made an unfashionable bet: that the way to fix preventive care isn't another app, it's a person at your door. It pairs a W-2 field workforce it calls Sprinters, phlebotomists hired from the neighborhoods they serve, with a virtual team of nurses, doctors, pharmacists, and care navigators who join by video. The Sprinter does the hands-on work in the home; the clinicians handle the judgment calls remotely.

Max Cohen and Cameron Behar started it during the pandemic, both coming out of Google and Facebook, and the operational DNA shows. They describe the model as the last-mile logistics of DoorDash pointed at a blood draw. The company says it has served more than 2 million patients across 22 states and run over 130,000 in-home visits, with a fresh $55M Series B in 2025 funding the next stretch of that map.

The flagship is the Care+ visit: a Sprinter shows up with a bag of diagnostics and knocks out a dozen-plus screenings in one sitting, from blood draws and 12-lead ECGs to diabetic retinal exams, colorectal cancer kits, and blood pressure checks. A virtual nurse practitioner joins to validate findings, order follow-ups, and tie each result to an actual care plan.

What makes it more than a mobile lab is the loop it closes. Before a visit, Sprinter pulls a patient's HIE, claims, lab, and pharmacy records into one longitudinal profile, so clinicians walk in knowing what to look for and can skip false-positive care gaps. After, care navigators route results back to the patient's doctor and reconnect them to primary care. Visits run about 20 minutes and, for eligible members, cost the patient nothing.

Sprinter's whole reason for existing is a number it repeats in every job posting: nearly 30% of Americans skip preventive or chronic care because they can't get to a clinic, and for many the ER becomes the first touchpoint, driving more than $300B in avoidable costs a year. Rural access is even worse, with roughly 80% of rural America designated medically underserved and more than 150 rural hospitals closed since 2010.

Traditional fixes miss these people. Mailed screening kits get returned maybe 5 to 10% of the time; Sprinter says its in-person hand-holding pushes that to 40%. The company's pitch is that trust and presence, not another portal, are what actually re-engage patients who the system has repeatedly failed.

Sprinter sells to health plans and health systems, not to patients directly. The buyer is a plan chasing quality performance on HEDIS, RAF, and CAHPS measures and needing to reach members who never answer the phone. Sprinter says it works with 6 of the 10 largest US health plans and covers Medicare, Medicaid, and Marketplace lines of business.

The end user is the member: often older, lower-income, rural, or otherwise disengaged from primary care. That two-sided setup is the point. The plan gets its care gaps closed and its risk documentation cleaned up; the patient gets a clinician at the kitchen table instead of a bill and a waiting room.

Sprinter is unusual in that the product is a medical practice and the software that runs it, not a tool it sells to someone else. Care+ visits are the front end; behind them sit a care-navigation layer, a medication support workflow, and a mobile care-delivery platform that guides Sprinters through each visit with checklists, inventory management, and route optimization.

The visit itself is broad by design, addressing 20-plus quality measures in a single stop so a plan can replace a stack of point solutions with one house call. The screenings range from vitals and blood draws to diabetic foot and retinal exams, depression and fall-risk screening, and social-needs assessment.

Sprinter runs a B2B services model: health plans and health systems contract for in-home preventive visits, and eligible members pay nothing out of pocket. The value it sells back to the plan is measurable quality lift, gap closure across HEDIS, RAF, and CAHPS, plus audit-ready risk documentation that turns risk capture into real care coordination.

There is no public pricing page and no self-serve tier; contracts are struck plan by plan. That keeps the ICP firmly enterprise and means growth is a function of signing plans and expanding into new states rather than acquiring individual users.

Sprinter's edge is that it owns the whole chain: its own employed clinical workforce, its own virtual care team, and the routing software that connects them. That lets it argue against two incumbents at once, the point-solution vendors a plan otherwise stitches together, and the mailed-kit approach whose return rates it says it quadruples with in-person follow-up.

The bet it keeps making is that hybrid beats pure telehealth for the hardest-to-reach patients. As one of its own leaders put it, for many people the leap from no care to virtual care is too far, too fast, and a clinician in the living room is the bridge.

The traction Sprinter leads with is operational: 2 million-plus patients, 130,000-plus in-home visits, 22 states, and a patient NPS it reports at 90-plus (92 in its latest job postings). It claims an 80% care-gap closure rate and 98% on-time arrivals, the kind of reliability metrics a health plan actually underwrites against.

One case study makes it concrete. Working a multi-state Medicaid population, Sprinter hit a 36% member booking rate and, among people largely disengaged from care, flagged uncontrolled A1c in 31% and diabetic retinopathy in 10%. Those are exactly the findings that justify the visit.

The recurring praise, across Glassdoor and the company's own patient and Sprinter testimonials, is unusually consistent: the work feels meaningful, leadership is accessible, and people say every voice gets heard. Patients describe Sprinters as kind, professional, and occasionally life-changing, and the field staff echo it about the workplace.

The recurring gripe is just as clear. Compensation runs low relative to the industry, and the startup pace brings long hours, shifting priorities, and thin training. One field role in particular, patient engagement, gets flagged as far more sales-driven and metric-pressured than its title suggests. Roughly 72% of reviewers say they'd recommend the place, which reads as a mission that carries a lot of weight.

Sprinter has raised more than $125M since launching during the pandemic, capped by a $55M Series B in May 2025 led by General Catalyst. The backer list is a who's-who: Andreessen Horowitz's Bio + Health, Google Ventures, Accel, and the Regents of the University of California all hold stock.

The raise came on the back of revenue the company says grew sixfold in a year, and it's earmarked for exactly what the model needs to prove out, more states and more Sprinters. Management talks openly about multi-year runway and a pre-IPO trajectory, which is also the equity story it uses to hire.

Sprinter has the pieces that make health plans comfortable: strong quality metrics, a full-stack practice, real reliability numbers, and blue-chip investors betting it can keep growing. The next act is geographic, pushing Care+ visits from roughly half the states toward national coverage while adding Medicare, Medicaid, and Marketplace lines.

The hard part is the same thing that makes it work. This is a people-heavy, trust-heavy model, and trust, as its own CMO says, is built at the speed of kept promises. Scaling a W-2 clinical workforce nationally without breaking that, or the comp complaints, is the wager investors are underwriting.

Sprinter frames itself as a place where technologists and clinicians actually sit at the same table, and the leadership bench reflects it, a founder team out of Google and Facebook alongside a deep roster of MDs and RNs in the C-suite and VP ranks. The company describes a flat, high-ownership culture where people take real PTO and every voice is heard.

The two halves of the workforce live different realities. Corporate and engineering roles are hybrid out of San Francisco and Menlo Park with remote flexibility, while Sprinters are full-time W-2 field staff who work close to home on reliable weekly schedules, get cross-trained beyond phlebotomy, and, as the company likes to say, are home in time for dinner.

Comp here leans on the whole package rather than base. Disclosed ranges are all USD and split between salaried corporate and product roles and hourly field and clinical work, with engineering the widest band. The candid read from employees is that base pay trails the industry, so the equity and benefits do a lot of the work.

What stands out is the benefits: medical, dental, and vision covered 100% for the employee and dependents, meaningful pre-IPO equity on most roles, a 16-week parental leave for birthing parents (8 for everyone else), 401(k) with match, HSA and FSA contributions, flexible PTO, and perks like free daily lunch in office and a learning stipend.

Sprinter Health, Inc. operates the platform, while care is delivered through affiliated medical practice entities including Sprinter Medical, PLLC and Sprinter Medical West, PC, which is the HIPAA-covered entity behind its privacy notices. Patient health information is handled under HIPAA, and the company states it never sells patient data or shares it for marketing without written authorization.

On the security side the program is early and honest about it. Sprinter is hiring its first dedicated security engineer to build toward HIPAA, SOC 2, and HITRUST readiness, so those frameworks are targets in progress, not certifications earned. Its stack runs on AWS and GCP with Okta and Auth0 for identity.

Most of Sprinter's press clusters around two beats: the May 2025 Series B, which drew coverage from TechCrunch, Fierce Healthcare, MedCity News, and MobiHealthNews, and its steady state-by-state expansion of Care+ visits, now reaching about half the country. General Catalyst published its own investment thesis alongside the raise.

The company also runs a thoughtful blog and podcast on rural health and care access, and its clinical leaders show up on industry stages like ViVE, which fits the mission-forward posture it markets to health-plan buyers.