Aarshreprohealth.com · Bangalore, India
A venture for the conditions people struggle to say out loud — endometriosis, fertility, sexual health, hormonal and mental wellbeing — taken from ideation to live in four months.
01 — Founder Perspective
Draft — pending founder approval
Our family's fight with endometriosis took a long time to name and longer to treat, and there was nowhere that dealt with the whole of it — the pain, the fertility questions, the mental strain, and the silence around all of it.
When we decided to build something so other families would not start where we started, we had conviction and lived experience, but no plan. First500days turned that into a strategy and an execution plan, and then into a working product.
Four months from where we began, Aarsh is live. Someone made the idea executable.
02 — Executive Summary
Aarsh ReproHealth supports people living with endometriosis, adenomyosis, PCOS, fertility difficulty, erectile dysfunction, premature ejaculation, hormonal imbalance and the sexual and mental health concerns that travel with them. It exists because its founders lived one of those conditions themselves.
Preetam Petkar came to First500days at ideation stage. The intent was clear and the lived experience was real, but the business was not defined and no product existed — the point at which most purpose-driven health ventures stall.
First500days worked on two fronts: building the business strategy and execution plan, then designing and developing the platform itself — a user panel for patients, a doctor panel for practitioners and an admin panel for the company.
Four months later Aarsh ReproHealth is live. Patients can find and book verified specialists and wellness experts across eight specialty areas, consult them online, follow structured wellness programmes, and see the clinics and labs available near them.
03 — The Venture
Endometriosis, adenomyosis, PCOS, infertility, erectile dysfunction, hormonal imbalance — these conditions are common, and they are among the least openly discussed in Indian healthcare. The cost of that silence is delay: people wait, self-diagnose, cycle through the wrong departments, and often reach the right specialist years after the first symptom.
Aarsh ReproHealth is built around that delay. It brings the specialists, the wellness experts, the clinics and the labs into one place; verifies who is on it; and treats the condition as a whole — clinical, sexual and mental — rather than as a single appointment. Confidentiality and multilingual access are stated up front, because for this category they are the entry conditions, not features.
The venture also carries an unusual credential: its founders have been writing publicly about their own endometriosis journey since 2018. The company that operates the platform, EndoDaylights India Pvt. Ltd., is named after it.
Discovery, booking, consultation and follow-through in one place — with verification underneath all four.
04 — Where They Started
Aarsh ReproHealth arrived with the thing that cannot be manufactured — a founding team who had lived the problem — and none of the things that can be.
Already in place
At ideation
This is the specific failure mode of purpose-led health ventures: the conviction is genuine and the need is real, but neither converts on its own into something a patient can open.
05 — The Challenge & Our Response
The engagement was deliberately narrow: strategy and product. Nothing else could be sequenced until those two existed.
The intent was clear but the business was not. There was no defined model, no scope and no sequence — and in reproductive health the scope question is unusually hard, because the need spans clinical care, sexual health and mental wellbeing at once.
We built the business strategy and the execution plan: what Aarsh would offer, who it would serve, which parties had to be on the platform for it to work, and the order in which it all had to be built.
At ideation there was nothing to show a patient, a practitioner or an investor. In a category built on trust, a service that cannot be opened and used is only a promise.
We designed and developed the platform: a user panel for patients, a doctor panel for practitioners and wellness experts, and an admin panel for the company — developed and launched in three months.
06 — The Venture-Building Journey
Before any design work, the idea was converted into a business strategy and an execution plan. In a category this broad, the decision about what not to build first is the one that determines whether anything ships.
The platform was designed and developed against that plan — all three panels together, because a patient surface without a practitioner surface and an administrative layer is a directory rather than a service.
Aarsh ReproHealth went live and is running: specialists and wellness experts listed and verified, appointments bookable, consultations online, and wellness programmes available to follow.
07 — What We Built
Where patients find and book verified specialists and wellness experts, consult online, and follow structured programmes.
Where practitioners and wellness experts hold their verified profile, qualifications, specialisations and availability.
Where the company manages verification, listings, appointments, programmes and content across the platform.
Around those three panels sit the parts a health service needs to actually be usable: specialist and wellness-expert discovery with the clinics and labs nearby, online consultation, an "Aarsh Verified" credential check, structured wellness programmes and packages, a knowledge hub — and a corporate channel, Aarsh Engage, for employer-run health drives and awareness sessions.
08 — Business Outcomes
Beyond the build: a defined business model where there was intent, and a live service where there was a conviction. Patients can now reach verified specialists and wellness experts for conditions that most healthcare journeys handle slowly and awkwardly.
No patient numbers, consultation volumes, practitioner counts or revenue figures are claimed on this page. This engagement covered strategy and product — the outcome is the platform and the plan behind it, stated as of May 2025.
09 — Before → After
10 — The Lesson
Aarsh ReproHealth began where many of the best health ventures begin: with a family who had already been through it, and did not want the next family to start where they started.
Living the problem tells you it is real. It does not tell you what to build first, who to serve, or what to leave out. That gap is where purpose-driven ventures stall — and closing it was the whole of phase one.
Patients, practitioners and the company each needed their own surface. Building the patient side alone would have produced a directory; the service only exists because all three shipped together.
Ideation to live in four months, three of them building. Speed is not the boast here — it is what stops a necessary idea from remaining a conversation about starting one.
The conditions Aarsh treats are common. The silence around them is what makes them harder to treat.
Every founder starts at zero — the first 500 days decide what you are standing on at the end of them.
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