The CEO of Naluri turned personal adversity into a mission, crafting solutions that bridge the gap between physical and mental health

This story is one of nine on The Peak Singapore’s Power List. The list is an annual recognition that celebrates and acknowledges individuals who have demonstrated exceptional leadership, influence, and impact within their respective fields and the broader community. 

Our theme for this year is Joy, honouring business leaders who have contributed to spreading happiness, enhancing well-being, and uplifting the spirits of those around them. This theme responds to recent global challenges, highlighting the need for resilience, compassion, and, most importantly, joy in our lives to navigate uncertainties with grace and efficiency.

It’s 4pm in balmy Kuala Lumpur when I sat with Azran Osman-Rani, CEO and co-founder of Naluri, a digital health startup that aims to make healthcare accessible to all. We immediately delved into his journey, exploring how he arrived at this fulfilling moment, leading a company that revolutionised corporate healthcare in Southeast Asia.

It wasn't a straight path but a series of calculated risks and a relentless pursuit of a purpose beyond just building a business.

Witnessing his father's struggle with healthcare, Azran was compelled to address both physical and mental health holistically. A turning point came during a reunion trip to California. Reconnecting with an old classmate, Adrian James, who co-founded Omada Health, sparked a realisation within Azran.

“As he was describing the intersection between chronic diseases like diabetes and behavioural patterns, that’s when the seed was planted. I recalled my father's experience and reflected on today's healthcare system, which is just focused on his physical care,” he shares.

Lessons learned in crisis

However, the journey wasn’t paved with roses. Over 100 investors initially rejected his vision, unable to grasp the potential of a localised healthcare platform in Southeast Asia. Yet Azran persevered, eventually finding an investor with 500 Global who recognised the service’s unique needs.

Today, Naluri, which means instinct or intuition in Malay, boasts a presence in Indonesia, Malaysia, Singapore, Indonesia and Thailand, with Philippines on the horizon. The company has expanded its reach beyond initial corporate clients to encompass insurance companies, hospitals, and even pharmaceutical companies.

With over 120 employees, the organisation offers a comprehensive solution — assessments to identify risk factors, digital coaching programs, and access to medical professionals through various channels.

Beyond profit, Naluri’s goal lies in data collection. By capturing the impact of their interventions on employee health, they aim to convince insurance companies to cover preventative mental and physical healthcare.

This, in turn, would lead to a healthier workforce, ultimately reducing the burden of expensive medical treatments down the line. “Today, you either have to pay out of pocket or, if your company's generous, it has to pay for it. It's not part of the health insurance package,” Azran adds.

In times of crisis, facts and figures often take a backseat. Effective communication hinges on building trust and demonstrating genuine support. This valuable lesson proved instrumental in navigating the challenges posed by the Covid-19 pandemic.

“Suddenly, it’s the year 2020, and Covid hit us. Large companies are coming to us because their employees’ health and well-being are impacted. Employees were resigning and, in some cases, have attempted or committed suicide,” Azran recalls. They needed a solution that had to be digital because everyone was working remotely.

“Suddenly, we were in the right place at the right time. Initially, 100 per cent of our sales came from our sales team talking to CEOs. Today, 20 per cent of our sales come from insurance companies.”

A journey of calculated risks and big dreams

Reflecting on the past seven years, Azran acknowledges the rapid technological advancements as a source of excitement. Generative AI, for instance, allows for automating tasks like case note summarisation, freeing up psychologists to focus on personalised care. However, the current high interest rate environment poses a significant hurdle, forcing entrepreneurs to work ten times harder to secure funding.

Another profound lesson came during the AirAsia X crisis, where Azran was the founding chief executive officer. Witnessing the airline industry plummet in the wake of international tensions instilled the importance of empathy in leadership. 

When asked about his definition of joy in the context of work, the father of three emphasises curiosity and the thrill of new connections. He believes that fostering joy within his team starts with active listening.

By understanding individual passions and aspirations, he can create a work environment where personal and professional goals converge. He views himself less as a leader barking orders and more as a coach, guiding employees to develop the skills necessary to achieve their goals and find meaning in their work. 

“If there was one corresponding word to equate joy, it's curiosity. For me, it’s the novelty, adventure, and new connections — that spark of discovery. Joy is probably less meaningful if you can't share,” he says.

For more stories on The Peak Power List, visit here.