Riken Shah

Founder & CEO OSP Labs

Last Reviewed: September 19, 2026

Executive Summary

Riken Shah is the founder and chief executive of OSP, formally OSP Labs, a healthcare software firm he started in 2009 and has run for more than sixteen years without taking outside investment. OSP does not sell a product; it builds them to order — EHR and EMR integrations, telehealth platforms, medical billing and revenue-cycle-management systems, interoperability layers and compliance tooling — for hospitals, clinics, payers and digital health companies. That is a deliberately unfashionable position in a market that rewards platform stories, and Shah has been explicit that it is a choice rather than a fallback: his stated thesis is that most healthcare technology fails not on the engineering but on the collision with real clinical workflow and regulatory reality, and that the way to build a durable business is to take on problems requiring deep domain expertise rather than to chase disruption. The company reports more than 700 delivered projects, around 300 staff and offices in four US states plus Mumbai.

Career Highlights

• Founded OSP in 2009 and has led it as CEO ever since — more than sixteen years in the same seat.
• Delivered 700-plus healthcare software projects for 57-plus clients worldwide, per the company’s own figures.
• Grew the business to roughly 300 people entirely on retained earnings; OSP has no recorded outside funding.
• Holds ISO 9001:2015, ISO 27001 and AICPA SOC 2 Type II certifications, and AWS Select Tier Services Partner status.
• Built a five-office footprint across Los Angeles, Irving, Hollywood, Silver Spring and Mumbai.
• Writes under his own byline in healthcare trade press on revenue-cycle-management and interoperability.

Professional Journey

Shah’s account of why OSP exists starts from a failure pattern rather than an opportunity. “I saw too much great tech fail to survive real-world clinical execution,” he has said of the period before founding the company — software that demonstrated well and then did not survive contact with the way clinicians actually work or with what regulators actually require. The specific problem he fixed on was data fragmentation: that “data silos were actively slowing down patient care”, with clinical, billing and administrative systems each holding a partial view and none able to hand off cleanly to the next. That is a diagnosis that points towards integration work rather than towards a new destination platform, and it set the shape of the company he built.

OSP was founded in 2009 and took the services route deliberately. Shah has framed the alternative he rejected in plain terms — rather than “creating another generic platform”, the aim was to build tools that “speak the language of clinicians and regulators, making their daily lives easier while ensuring total compliance”. In practice that meant a custom development and integration business: EHR and EMR work, medical billing and revenue cycle management, telehealth, healthcare app development, and the interoperability plumbing between them. The commercial consequence is a business that compounds through expertise and repeat work rather than through a land-grab, and Shah has offered that as general advice to founders: “Choose a problem that requires high expertise and delivers a measurable outcome; don’t just ‘disrupt’ for the sake of it.”

The most telling structural fact about his tenure is what OSP has not done. Over sixteen years the company reached roughly 300 employees with no recorded outside funding. For a healthcare technology firm founded in 2009 — through the HITECH Act’s EHR incentive wave, the digital health funding boom of 2014-2021 and its subsequent collapse — declining institutional capital across that entire arc is unusual and structurally significant. It means growth had to be paid for out of delivered work, which favours long client relationships and repeat engagements over rapid headcount expansion, and it means the company was not exposed to the down-round and shutdown cycle that removed much of the 2021 digital health cohort. The 700-plus projects and 57-plus clients the company reports are the accumulation of that model rather than the output of a scaling push.

Alongside the delivery business, Shah has invested in the trust infrastructure that healthcare buyers require before they will hand over protected health information. OSP carries ISO 9001:2015 for quality management, ISO 27001 for information security and an AICPA SOC 2 Type II attestation, and holds AWS Select Tier Services Partner status. For a mid-sized services firm competing against both offshore development shops and the professional-services arms of much larger vendors, that certification stack is a substantive part of the sales proposition rather than a badge exercise — SOC 2 Type II in particular requires an audit period rather than a point-in-time assessment.

The geographic build-out follows the same logic. OSP operates from Los Angeles, Irving in Texas, Hollywood in Florida and Silver Spring in Maryland — the last placing it inside the Washington DC healthcare-policy and federal-contracting orbit — with a delivery office in Mumbai. That is a US client-facing front end with offshore engineering capacity behind it, the standard structure for the category, and it explains why sources disagree about where the company is “based”: there is no single answer that is wrong. More recently Shah has positioned the firm around AI-driven healthcare software for enterprises, and he has become a recurring bylined voice in trade press, including an August 2026 piece for HIT Consultant on what he characterises as a silent breakdown in revenue cycle management.

Education

No education record was found for Riken Shah in any source reviewed, including the company’s own materials and a full-length published interview. The field is left empty rather than estimated.