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Scan.com matches patients to imaging centers through a single API, booking in days where fax machines used to take weeks – and just raised $220M to expand into the US.
ENTRY ANGLES
Build B2B API infrastructure for mental health, physical therapy, or dental capacity matching · Create price-transparency and prior authorization tooling for specialty care referrals · Build the clearing layer for post-acute care placement (SNFs, home health, rehab)
VERTICALS
CAPABILITIES
B2B API integration with health plans and employers, Healthcare pricing data normalization, Regulatory and HIPAA compliance, Network building across fragmented supply (care centers)
An MRI that should take three days to schedule takes three weeks because no one in the referral chain knows where the idle capacity is. The imaging center with a Thursday opening at 2pm does not broadcast availability to the referring physician's office; the physician's office does not check. Both parties rely on phone calls and faxes to coordinate a transaction that the entire healthcare system agrees is broken and that nobody has yet fixed at scale.
Scan.com was founded in 2017 by a team led by CEO Charlie Bullock, COO Oliver Knight, and clinicians Dr. Khalid Latief and Jasper Nissim, who encountered the referral coordination problem directly. The platform operates on an API-first architecture: an employer, a health plan, or a digital health app connects to imaging capacity nationwide through a single integration, and patients get matched to imaging centers based on availability, clinical subspecialty, geography, and price. The price is visible before the appointment is scheduled – an unusual property in US healthcare, where imaging costs can vary by a factor of ten across facilities within the same ZIP code.
Eighty-five percent of US imaging referrals still run through fax or phone, which is the total addressable market for what Scan.com is building. The company has established market position in the UK, and the September 2026 round – $90 million in equity led by Noteus Partners, with Aviva, Concord Health Partners, YZR Capital, and Oxford Capital participating, plus $130 million in debt – funds the US expansion. Total capital raised reaches $220 million.
The debt structure is worth noting. Imaging center capacity is a predictable asset: facilities have fixed opening hours, known equipment, and established billing relationships with major payers. Debt financing against contracted imaging center capacity signals that Scan.com is not just a marketplace but a volume-committed network with predictable cash flows. The equity-plus-debt capital structure mirrors what hospital staffing and contract research organizations have used to finance predictable-volume service businesses – it is not the capital structure of a startup uncertain about its unit economics.
Price transparency in medical imaging is more complex in the US than in the UK. Hospital outpatient departments, free-standing imaging centers, and academic medical centers all bill differently for identical procedures, and insurance fee schedules create a second layer of pricing that varies by payer. Navigating that complexity is harder than matching on availability alone; it is also what creates the data asset that Scan.com accumulates as it processes transactions. A platform that records actual transacted prices across geographies and payer types possesses something insurance companies and hospital systems are each currently paying to generate separately.
The competitive context includes RadNet, the largest US imaging network operator, which has moved toward direct scheduling and price transparency, and patient-facing scheduling tools like Zocdoc that include imaging. Scan.com's differentiator is the API-first, B2B distribution model: the platform sells to the entity that controls patient referrals – the employer, the health plan, the PCP network – rather than acquiring patients directly. That distribution path avoids the consumer marketing spend that makes direct-to-patient health platforms expensive.
Medical imaging is one category in a broader class of healthcare services where fragmented supply and opaque pricing create a matching problem that hasn't been solved at the infrastructure layer. The structural problem is the same across diagnostics: lab testing, physical therapy, specialist consultations, and post-acute care all have clear patient demand, fragmented and partially-idle supply, and coordination infrastructure that hasn't changed since the fax machine became available.
The investment thesis that works in this category is not a consumer-facing booking app. It is the B2B layer that institutional referrers use to route patients: the employer HR platform, the health plan prior authorization system, the hospital discharge planner. Those buyers have large covered populations, predictable referral volumes, and procurement processes worth navigating once rather than requiring individual patient acquisition.
The entry angle worth pursuing is any diagnostic or post-acute care category where a major commercial payer or self-insured employer has already prioritized cost management and is actively looking for price-transparent alternatives to the hospital outpatient channel. Mental health, physical therapy, and dental all share the same structural properties as medical imaging – fragmented supply, opaque pricing, fax-based coordination – and none of them have Scan.com-equivalent infrastructure at national scale yet.