What risks should founders be aware of when developing digital platforms?

Which risks should founders of digital platforms be aware of?

 exali: What was the original idea behind NaviCare Now?

Julia Camara:
The original idea behind NaviCare Now was to digitise care processes and provide a comprehensive orientation system.

Over the past ten years, I have worked in many different healthcare settings. During that time, I have repeatedly observed that healthcare professionals rarely fail due to a lack of competence. Instead, they struggle with structural overload. Information is fragmented, processes are inconsistent, and responsibilities are often unclear.

Therefore, our core question became: how can we support care teams in the areas where the system is most vulnerable — during critical moments such as patient admissions, risk assessments, and liability-relevant documentation? We did not want to develop just another feature. Our goal was to support entire processes and provide a more holistic structure.

How do founders adjust their business strategy?

exali: You recently changed your strategy. Was there a particular moment or insight that prompted this change?

Julia Camara:
Since November 2025, we have been taking part in the Now2Next accelerator programme alongside the aeduco team. As part of the programme, we have received close mentoring and worked systematically on developing our business model. As part of this process, we have started to challenge our assumptions more rigorously and formulate hypotheses about our target groups, value proposition and potential for growth.

It quickly became clear that our greatest leverage initially lies not in the broader healthcare ecosystem, but in stationary care organisations specifically. Several important factors converge there: high time pressure, staff shortages, and complex documentation requirements. At the same time, these organisations face immediate liability risks. This creates a strong need for structural support.

Therefore, the strategic shift was not a spontaneous change of direction, but the result of systematic validation.

exali: What made you decide to focus specifically on admissions, risk assessments, and professional standards?

Julia Camara:
This is where the most critical decisions are made. The first few days after a new patient is admitted are a very sensitive time for care organisations. Within a very short time, information must be collected, risks assessed, and care plans prepared. All of this often happens under significant time pressure. At the same time, these processes are highly relevant to quality and liability. If risks are not identified early enough, or if measures are not clearly defined, uncertainty arises. This can lead to follow-up corrections or, in the worst case, gaps in care.

Professional standards provide the technical and scientific framework for these processes. Rather than representing theoretical concepts, they reflect the current state of professional care practice. However, their structured implementation is not always easy in everyday operations — not because professionals lack competence, but because of structural constraints.

Our focus was therefore a deliberate decision to address the areas of greatest responsibility and urgency.

Where are the limits and risks of digital platforms?

exali: Digital platforms can streamline processes and highlight potential risks. Where, in your opinion, do they reach their limits?

Julia Camara:
Although digital systems can structure processes, they cannot make decisions. One of the biggest risks associated with digital platforms is that people have unrealistic expectations and believe that technology can replace professional expertise. This is not the case. While digital solutions can provide guidance, identify patterns and prioritise risks, the final responsibility must always remain with a qualified professional.

Algorithms should never replace well-informed professional decisions. Without context, data can be misinterpreted, and when questions of liability are not clearly defined, digital platforms quickly reach their limits.

This is why we see our role as providing structured support, not as a decision-making authority.

exali: In practice, risks often arise from incorrect assumptions about the impact of technology. What expectations have you encountered?

Julia Camara:
We usually encounter two extreme views. Some people believe that digitalisation will solve our staffing problems. Others fear that digital systems will only create more work.

Neither assumption is correct. While technology can streamline processes, it cannot replace qualified care professionals. Digital systems only create additional workloads when they are poorly integrated into existing workflows.

Our approach is therefore to actively take responsibility for processes, rather than merely providing tools. This means that the platform does not create extra documentation tasks, but aims to provide real relief for care teams.

How can a strategic shift alter a company’s risk profile?

exali: Has your company's strategic repositioning also changed the way you assess risks?

Julia Camara:
Yes, on several levels. The more we delved into topics such as admissions, risk assessments and professional standards, the more apparent it became just how sensitive this field is. We are not dealing with convenience features, but with core processes that are directly linked to liability.

This has sharpened our perspective. We deliberately defined the role we want to play as a platform, establishing where our responsibility begins and ends. It was important for us to avoid grey areas. Digital solutions in healthcare must not create the impression that they replace professional decision-making or shift responsibility.

Our strategic shift was therefore also a commitment to clarity. We see ourselves as a system that provides structured, professional support, not as a replacement for on-site professional care decisions. This clear definition of roles was an important step in our company's development.

Why can scaling up too quickly pose a risk to platforms?

exali: What lessons did you learn from this strategic shift? What advice would you give to other founders?

Julia Camara:
The most important lesson is that responsibility must always come before scaling. In healthcare, for example, growing too quickly or prioritising efficiency over professional standards can be dangerous.

My advice to other founders would be to take the time to truly understand the regulatory framework of their industry. Consider liability issues from the outset and consult practitioners early in the process. Innovation in healthcare should not be pursued at any cost. It should mean responsible development that is aligned with real needs and regulatory requirements.