Get Set Healthy Labs builds and operates NODEs — biosafety-compliant units carrying diagnostics, pharmacy, therapeutic food and the shared infrastructure beneath them — bound into one network by the LABS framework, writing to one interoperable record.
Three service lines inside one perimeter share one reception, one registration, one logistics run, one cold chain, one waste contract and one compliance obligation.
Clinical laboratory and pathology. Routine at every node, specialist scope at hubs.
Therapeutic clinical nutrition. Prescribed diets and discharge nutrition.
Formulary-led dispensing, built from what the host actually prescribes.
The layer beneath all three. Built once, used by every line.
You hold patient flow, premises and institutional trust. Start at the deal.
Screening programmes and tenders. Start at deployment models.
Specialist review, reference work, formulary and logistics. Start at services.
Get Set Healthy Labs builds, capitalises and operates standardised clinical units inside institutions that already have patients and premises. The institution keeps its patients, its name and its clinical authority. We carry the capital, the licences and the operating risk.
We do not build branches beside institutions and compete with them for the same patients.
A node carries its own regulatory perimeter — licences, containment and quality records sit with us, not the host.
We operate physical clinical capability. The record it writes to belongs to the wider ecosystem.
The Integrated Interoperable Medical Environment — data layers, systems, standards, record.
Seven products across four environments of care. Where programmes are run.
This tier. Where samples are taken and results are made.
Not a list of virtues. Each of these is a consequence of the structure, and each is substantiated somewhere on this site.
A node is an instance of a specification, not an independently designed facility.
Investigation, medicine and diet ordered against the same clinical episode.
FHIR R5, LOINC and ABHA, so node output is readable outside the institution.
Five LABS modules covering containment, integrity, cold chain, waste and specialist review.
A hub carries specialist scope for its spokes, so no spoke needs a resident specialist.
Built inside infrastructure that already exists and already has patients.
Preventive care is what this infrastructure is for. It is one of four environments of care across the wider Get Set Healthy ecosystem, and the one this tier is built to serve.
Waits for symptoms. Diagnoses late. Treats what has already progressed. Costs the most at the point where it can do the least.
Assesses risk before symptoms. Screens on evidence. Detects early. Intervenes while the condition is still reversible.
The outcome, produced by everything else working in sequence.
Routine panels at the right interval on the right person, with a result that reaches a clinician.
Laboratory and pathology examination, and the specialist interpretation that turns a value into a finding.
A series rather than a data point. The reason the record has to persist.
A NODE is a physical or distributed point of preventive screening, diagnostics and disease-risk evaluation. It is defined by what it does and what it connects to, not by the building it sits in.
A node is an instance of a specification. The same build set, containment protocol, chain-of-custody scheme and quality system at every site.
| Element | Specification |
|---|---|
| Footprint | Approximately 3,200 sq ft within the host setting |
| Containment | Biosafety Level 2 core; directional airflow; Class II Type A2 cabinets |
| Laboratory — spoke | Collection, clinical biochemistry, haematology, routine serology |
| Laboratory — hub | As spoke, plus microbiology, molecular, histopathology, specialist review |
| Pharmacy | 3,000–4,000 line formulary-led range; Schedule H and H1 controls; pharmacist per shift |
| Therapeutic kitchen | Renal, diabetic, cardiac and paediatric capability; FSSAI-licensed; HACCP-aligned |
| Cold chain | Dual-compressor units with continuous telemetry and deviation alerting |
| Waste | Categorised segregation, barcoded weighing, automated manifest to the treatment facility |
| Effluent | Dedicated treatment prior to discharge; state pollution board consent |
| Connectivity | Redundant links; FHIR interface to the record; ABHA linkage at registration |
| Automation | LABS modules LA-1 to LA-5 |
| Hours | 14 hours daily at spoke nodes; 24 hours at hub nodes |
| Staffing | 11–14 at a spoke node; 22–26 at a hub node |
The hospital configuration is the first deployment model. It is not the definition of the business, and the others follow the same specification.
| Model | Setting | Status |
|---|---|---|
| Hospital deployment | Inside an existing hospital | Designed |
| Healthcare institution | Medical colleges, polyclinics, institutional settings | Designed |
| Government programme | Public health and screening programmes | Planned |
| Outreach and home collection | Distributed collection connected to the network | Planned |
Approximately 3,200 square feet inside an existing hospital, carrying diagnostics, pharmacy and a therapeutic food unit on one shared cost base and one compliance perimeter.
Patient flow, premises and institutional trust already exist. The node supplies capital, automation and operating capability against demand already occurring.
Its patients, premises, name and clinical authority, and a contracted receipt for premises and access on arm's-length terms.
Spoke scope by default; hub scope where the site carries the specialist roster.
The same specification deployed into medical colleges, polyclinics and other institutional settings. The node does not change; the host does.
Footprint, opening hours, and whether the site runs as hub or spoke.
Build specification, containment, chain of custody, quality system and telemetry.
The economics rest on demand already present inside the institution, not on demand the node has to create.
Public health and government screening programmes need diagnostic capability at a scale and unit cost a conventional laboratory network struggles to reach.
Government and corporate social responsibility funded diagnostics tenders are an identified opportunity aligned to the institutional host profile.
A procurement route, a defined programme scope and a public health counterparty. None is in place.
Public procurement increasingly requires demonstrated conformance. See the policy page.
A distributed point of collection connected to the same network and writing to the same record. Evaluation happens at a node or hub; only the collection moves.
Connection to the network and chain of custody from the moment of collection — not the presence of a building.
LA-2 specimen integrity applies identically to collection away from the node.
Routing, scheduling, courier logistics and the operating model for distributed collection are not specified and are not claimed.
LABS is the operating and standardization framework applied at every deployment. It is why a group of nodes is one standardized, quality-driven, auditable network rather than a collection of separate facilities sharing a name.
One approved drawing set, reused.
Custody and exception flagging, collection to result.
Telemetry and network redistribution.
Segregation, weighing, automated manifest.
Specialist scope centralised once.
At every site, whoever hosts it.
Every laboratory built from scratch is a fresh set of drawings, a fresh containment argument and a fresh approvals negotiation. LA-1 removes all three by treating the node as a product.
Reused at every site rather than redesigned
Biosafety Level 2 core, directional airflow, Class II Type A2 cabinets
The same submissions in the same order, with known lead times
Build to opening modelled at 200 days against 310 without the framework
Most laboratory error is pre-analytical and happens before an analyser is involved. LA-2 governs the interval between collection and analysis, which is where samples are actually lost.
Sorting and labelling before anything reaches an analyser
From the moment of collection, including collection away from the node
Deviations surfaced where they occur rather than at reporting
Pre-analytical error rate modelled at 0.6 per cent against 2.4 without the framework
Reagents and medicines are the second largest consumable cost and the easiest to waste. A network can move stock; a single laboratory can only watch it expire.
Reagent and medicine storage monitored without manual logging
Excursions raised in time to act rather than discovered at audit
Stock moved from the hub across the network before expiry
Wastage modelled at 1.7 per cent against 4.1 without the framework
Biomedical waste is where a clinical facility is most often found non-compliant, and where the evidence burden is continuous rather than periodic.
At the point of generation, per the Biomedical Waste Rules 2016
Each category weighed and recorded rather than estimated
Generated for the common treatment facility without manual preparation
Environmental and accreditation evidence held continuously rather than assembled annually
A specialist is the most expensive thing in a laboratory and the least divisible. LA-5 makes the specialist a network resource rather than a site resource.
Specialist reporting and validation delivered from the hub to the spokes
A spoke node requires no resident specialist
Specialist scope is centralised once rather than staffed everywhere
Requires the common quality system and chain of custody from LA-1 and LA-2
Engineering objectives for a node built under the complete framework, against one built before the stack is finished. No node is operating and none of these figures has been observed.
| Measure | Without the framework | Under the full framework | Driver |
|---|---|---|---|
| Design and approval effort | Full redesign per site | Approved set reused | LA-1 |
| Build to opening | 310 days | 200 days | LA-1 and LA-4 |
| Laboratory technicians per node | 7 | 4 | LA-2 |
| Resident specialist required | Yes | No | LA-5 |
| Pre-analytical error rate | 2.4% | 0.6% | LA-2 |
| Reagent and stock wastage | 4.1% | 1.7% | LA-3 |
| Accreditation evidence | Assembled annually | Generated continuously | LA-2 and LA-4 |
The four pillars are not four businesses sharing a landlord. They share reception, registration, sample logistics, cold chain, waste handling, billing, records and compliance — which is what makes the unit viable at the scale of a single site.
Clinical laboratory and pathology. Routine at every node, specialist scope at hubs.
Therapeutic clinical nutrition. Prescribed inpatient diets and discharge nutrition.
Formulary-led dispensing built from host prescribing, with Schedule H and H1 controls.
Reception, logistics, cold chain, waste, billing, records, compliance perimeter.
Every node collects and runs routine work. Specialist scope is centralised at hub nodes and delivered back to spokes through distributed review.
| Capability | Where |
|---|---|
| Sample collection and pre-analytics | Every node |
| Clinical biochemistry | Every node |
| Haematology | Every node |
| Routine serology | Every node |
| Microbiology | Hub |
| Molecular diagnostics | Hub |
| Histopathology | Hub |
| Specialist review and validation | Hub roster, delivered to spokes |
Therapeutic clinical nutrition. The kitchen produces prescribed inpatient diets rather than catering, ordered against the clinical episode rather than the bed.
Renal, diabetic, cardiac and paediatric capability, ordered against the episode.
The same regime continued after the person leaves — where most of the clinical value and recurring contact sits.
A hospital pharmacy does not need a retail chain's twelve thousand lines. It needs the three to four thousand its own prescribers write.
Built from the host institution's actual prescribing pattern.
Schedule H and H1 controls; registered pharmacist on every shift.
Dispensing recorded as FHIR MedicationDispense, closing the loop from order to fulfilment.
Specialist capability is expensive to staff and inexpensive to share. A hub carries microbiology, molecular, histopathology and the specialist roster for the spokes around it.
Every node writes to the same record.
LABS, applied identically.
Hub-scope accreditation extending to spokes.
Written from the person's side. This is the designed pathway; no step is in service yet.
The person, or the programme reaching them, recognises evaluation is due.
History, demographics and risk factors establish what is worth looking for.
Evidence-based screening rather than an undifferentiated panel.
Samples collected at the node or a distributed point. Custody barcoded from that moment.
Automated sorting, labelling and exception flagging under LA-2.
Routine work at the node. Microbiology, molecular and histopathology route to the hub.
A specialist validates — resident at a hub, or from the hub roster if the person is at a spoke.
The result enters the record as a FHIR DiagnosticReport, LOINC-coded, without transcription.
Medication dispensed and written back; therapeutic diet produced against the same order.
The next evaluation opens against a record containing the last. Deterioration is identified before it becomes clinically significant.
Node systems write into the shared record of the Get Set Healthy ecosystem through the interfaces below. Get Set Healthy Labs does not run a separate technology estate.
| Interface | Standard | Purpose | Status |
|---|---|---|---|
| Analyser to laboratory system | ASTM and HL7 v2 | Instrument connectivity | Designed |
| Result to record | FHIR R5 DiagnosticReport, Observation | Result reaches the record without transcription | Designed |
| Result coding | LOINC | Required for reporting and NABL conformance | Designed |
| Patient identity | ABHA | Links activity to the national health identifier | Planned |
| Dispensing record | FHIR MedicationDispense | Closes the loop from prescription to fulfilment | Designed |
| Node telemetry | Event bus | Utilisation and turnaround across the network | Designed |
Conformance is usually presented as a compliance burden. Read in sequence it is the only route by which preventive diagnostics becomes fundable rather than charitable.
The Ayushman Bharat Digital Mission provides the national digital health architecture and the ABHA identity.
Node output written as FHIR R5, LOINC-coded and ABHA-linked, readable outside the institution that produced it.
The Strategy for Artificial Intelligence in Healthcare for India — the national governance framework for responsible adoption of artificial intelligence in health.
The Benchmarking Open Data Platform for Health AI — the national mechanism for testing and validating models before deployment at scale.
Tools that have passed benchmarking can be deployed against real diagnostic workflow rather than in pilot conditions.
Deployment at scale generates real-world evidence that is currently held in institutional silos and never aggregated.
Evidence is what public procurement requires. Without it, preventive diagnostics cannot enter a tender on equal terms.
The end of the chain. Preventive expenditure currently has no reimbursement pathway and stays unfunded despite demonstrable return.
Both were launched by the Ministry of Health and Family Welfare in February 2026. Get Set Healthy Labs is not an artificial intelligence developer and makes no autonomous diagnostic claim. Its relevance to both is as infrastructure.
Node output is FHIR R5, LOINC-coded and ABHA-linked by design. Benchmarking needs structured comparable data; most laboratory output is neither.
Benchmarking across a heterogeneous laboratory network is close to intractable. Across nodes built to one specification, it is a defined problem.
Conformance is becoming a precondition for public procurement. A network that conforms from the outset does not retrofit.
Compliance badges mean little without status. The register separates what the specification is designed to, what must be applied for, and what cannot exist until a node has been operating.
| Approval | Authority | Lead time | Applies to | Status |
|---|---|---|---|---|
| Clinical Establishments Act registration | State health authority | 2–4 months | Every node | Apply before opening |
| Drug licence, Forms 20 and 21 | State drugs controller | 2–3 months | Where pharmacy applies | Apply before opening |
| FSSAI licence | FSSAI | 1–2 months | Where nutrition applies | Apply before opening |
| Consent to establish and operate | State pollution control board | 2–3 months | Every node | Apply before opening |
| Common treatment facility agreement | CBWTF operator | 1 month | Every node | Apply before opening |
| Institutional Biosafety Committee | DBT notification | 2–3 months | Hub nodes | Apply before opening |
| Biosafety Level 2 containment | ICMR / DBT specification | — | Every node laboratory | Designed |
| Biomedical Waste Rules 2016 | State pollution control board | — | Every node | Designed |
| DPDP Act 2023 | Statutory | — | All personal data | Designed |
| HL7 FHIR R5 and LOINC | Interoperability specification | — | Network reporting | Designed |
| ABHA linkage | ABDM | 3–6 months | Platform | Apply before opening |
| SAHI conformance | Ministry of Health and Family Welfare | — | Any artificial intelligence at a node | Designed |
| BODH benchmarking | National Health Authority and IIT Kanpur | Not applied for | Partnered model validation | Planned |
| NABL ISO 15189 | NABL | 12–18 months after opening | Hub; spokes under hub scope | After opening |
| ISO 27001 | Certification body | 9–12 months | Group platform | After opening |
The initial deployment model is designed around charitable and institutional hospitals, where the structural fit is strongest — but the node itself is agnostic about who hosts it.
Investigations and prescriptions are already generated inside your building every day.
You hold space that is idle or used below its capacity.
People accept a service inside your walls that they would question outside them.
Analysers, cold chain and a compliant fit-out are not what your capital is for.
Running an accredited laboratory and a licensed pharmacy is a specialist trade, not an adjacent one.
For a trust, direct commercial exploitation of surplus capacity carries governance exposure.
The fit-out and equipment capital; the LABS framework; licensing, accreditation pathway and compliance management; the operating team and the specialist roster behind it.
Your patients, premises and clinical authority. A contracted receipt on arm's-length terms. No commercial operating risk. A regulatory perimeter around the node, separate from yours.
Different enquiries need different material. Choosing accurately saves a round trip.
Hospitals, trusts, medical colleges and healthcare institutions considering a node.
Screening programmes, tenders and public deployments.
Specialist reviewers, reference laboratories, formulary and logistics partners.
