Our story

We come from the field of continuous quality improvement, which requires a gritty, action-oriented mentality. You have to be comfortable “failing toward progress,” understanding that you must define a change, assess its impact, and then use that feedback to design the next version of the change. And you may need to do this multiple times—bringing all those people who are most familiar with the problem along for the ride—before you come to the right solution.

This is a philosophy and methodology we drew upon in redesigning systems of clinical care, but it has deep roots in other industries as well—one of the most famous examples being the Toyota Production System. When an organization is trying to improve the performance of a system, we believe this iterative process is mandatory.

Before we formed Ursa Health, when we were trying to generate the analytics necessary to apply this methodology in a complex, integrated health system, we had a revelation. When we prepared the data to answer the organization’s many complex questions, we took the same gritty, action-oriented approach. We brought together the clinical teams with the data teams. We set up feedback systems and went through multiple iterations. And it worked.

We learned a few other lessons along the way. Because healthcare is complex, clinical and business users may not actually know what question they need answered from the outset, and their clarity is greatly enhanced through this iterative process. And, often, data programmers are the ones who surface incompleteness or patterns in the data that inform the “right” definition of the question. Conversely, data professionals can’t always anticipate the messiness of healthcare data from the outset. Over the course of preparing the data, they will need to make decisions about how to interpret fields from source systems or inclusion/exclusion criteria for the analysis, and these are best informed by the clinician/business end user.

Together, each helps the other succeed in their respective domains through a process that involves creating a rough, first pass at an analysis (e.g., the list of eligible cases or of adverse outcomes), assessing for adequacy (e.g., false positives), adapting the logic based on the feedback, and repeating. At the end of the cycle is knowledge that the organization can trust to guide innovation initiatives.

Our breakthroughs were a set of best practices and programming techniques that elevated the entire innovation team. Analytics consumers were engaged in validating the data transformation decisions, and analytics generators were freed up to facilitate this tight-knit collaboration. We created an organized approach to forming the data and SQL transformation code into reusable components, with each hard-earned asset saved centrally and usable in future reports.

Our development team had no single solution to facilitate this adaptive approach. Instead, we patched together different tools, saved common logic in shared folders, maintained the ETL dependency manually in spreadsheets, and set up the analytic output into the health system’s visualization tools. It worked, but not without a lot of muscle and additional time.

That was the genesis of Ursa Health and our fully no-code analytics development platform. We wanted to make it easier for people with good ideas to bring them to fruition.

Ursa's values


Do the harder thing

We’re in this to have a meaningful impact on healthcare. That requires us to build products from which our customers derive authentic, long-term value. Value for us means successfully delivering not just what our customers ask for but what they truly need.

Embrace thoughtful failure in the service of continuous improvement

Failure is an inevitable stop on the path to success. We have the courage to ask questions when we don’t understand something, admit when we don’t have an answer, voice and try new ideas, and be honest when they don’t work. And we act quickly to incorporate the lessons we learn along the way.

Prioritize a calm, respectful workplace

Deep work requires us to be rested and have space to think, so we keep meetings to a minimum and our hours balanced. Treating our co-workers and customers with kindness and empathy avoids the crazy and keeps us focused on what matters.

The Ursa team

Chief Executive Officer
Chief Product Officer
Chief Technology Officer
Chief Administrative Officer
Executive Vice President, Marketing
Senior Vice President, Operations
Vice President, Insights
Senior Director, Advanced Analytics
Director, Technical Services
Director, Operations
Senior Manager, Development Operations

Interested in our mission?

Do you share our values? Want to be part of a team that’s making it easier for healthcare innovators to do their best work? Reach out to us at jobs@ursahealth.com. And don't forget to visit our News & Insights page to get to know us a little better.  


Want to talk?

We’d love to hear your ideas about innovating in your organization and see if we can help ease you past your pain points.