The Zarminali Playbook: A $40M Bet to Disrupt Children's Health

ATLANTA, GA – December 11, 2025 – The opening of two new pediatric clinics in Atlanta’s Buckhead and Perimeter neighborhoods might typically register as a minor event in a sprawling metropolitan healthcare market. But the company behind them, Zarminali Pediatrics, is not a typical local practice. Launched just over a year ago and already backed by $40 million in seed funding, the company’s arrival in Georgia marks its tenth clinic opening across four states—a rapid-fire expansion that signals a deliberate and well-capitalized strategy to disrupt the national pediatric care landscape.

This is not merely about adding more waiting rooms. Zarminali's leadership is executing a playbook honed in other healthcare sectors, betting that a new operating model—one that integrates technology, multispecialty services, and a deep focus on clinician support—can solve the endemic problems of fragmentation and burnout that plague pediatric medicine. The move into Atlanta, a market with over a million children and a dominant incumbent provider, represents the company's most significant test yet.

The Blueprint for Integrated Care

At the heart of Zarminali's strategy is a model designed to remedy what its founder experienced as a broken system. Danish Qureshi, a serial entrepreneur with a track record of scaling healthcare companies, founded Zarminali Pediatrics in 2024 after navigating the disjointed and stressful process of seeking care for his young daughter’s autoimmune disease. "I founded Zarminali Pediatrics because I saw firsthand the challenges parents face in getting the care they need for their children," Qureshi stated, articulating a mission to bring "connected, compassionate, and coordinated care" to every community.

This vision translates into a tangible business model that diverges sharply from the traditional siloed structure of pediatric medicine. The company is building a nationwide, multispecialty practice group that uses a "hub-and-spoke" framework. Centrally located specialist clinics (the hubs) will support a network of primary and urgent care clinics (the spokes) within a given metro area. Critically, all facilities operate on a single, unified Electronic Health Record (EHR) system, designed to eliminate the information gaps that force parents to become the primary coordinators of their child's care.

This integrated structure aims to provide a seamless patient journey. Families can access primary care check-ups, same-day sick visits, virtual consultations, and, eventually, in-house specialty services without the administrative and logistical hurdles of navigating multiple, unaffiliated provider networks. Technology is woven throughout the experience, from online booking and check-ins to telehealth options, all intended to enhance convenience for modern families and, crucially, to reduce the administrative workload on clinicians.

A Calculated Gamble in Atlanta's Crowded Market

Zarminali's choice of Atlanta for its fourth state is a bold and strategic one. The region’s large pediatric population presents a significant market opportunity, but it is far from an open field. The landscape is dominated by Children's Healthcare of Atlanta (CHOA), one of the largest and most respected pediatric health systems in the nation. With three hospitals, dozens of outpatient locations, and a physician group of over 900 providers covering more than 60 specialties, CHOA is a formidable incumbent.

Beyond this giant, the market is a diverse mix of established private practices, high-touch concierge services, and Federally Qualified Health Centers (FQHCs) that serve a vital role for underserved communities. For a new entrant to succeed, it must offer a clear and compelling value proposition. Zarminali is betting that its integrated, tech-forward model is that differentiator. By promising to alleviate the coordination burden that even families within large systems can experience, the company aims to capture a segment of the market frustrated with the status quo.

While some industry veterans are cautiously optimistic, others question the novelty of the approach. Some experts note that established health systems like CHOA already employ integrated models with unified EHRs and care coordinators. However, Qureshi argues that in many systems, care coordinators are often understaffed and overwhelmed, leaving the core problem of fragmentation unresolved. Zarminali's success in Atlanta will hinge on its ability to execute this coordinated vision more effectively and consistently than its competitors, proving that its model is not just redundant, but a genuine operational improvement.

Scaling with Speed: The Playbook of a Serial Disruptor

Zarminali's aggressive growth—scaling to ten clinics in a year—is not accidental; it is a direct reflection of its founder's experience. Danish Qureshi previously co-founded and served as COO of LifeStance Health, which he helped build into the nation's largest provider of outpatient mental healthcare, with thousands of clinicians across hundreds of clinics. This background in rapid, national scaling of healthcare services provides Zarminali with a proven playbook and significant investor confidence, as evidenced by its $40 million seed round led by General Catalyst.

That capital is fueling a dual-pronged expansion strategy that includes both building new clinics from the ground up, as in Atlanta, and acquiring small, independent practices, as it did to enter the Michigan market. This hybrid approach allows for both speed and the integration of established community relationships. With plans to enter the top 30 most populous states within the next few years, the company is operating on a venture-backed timeline that is unusual for the traditionally slow-moving healthcare industry.

This rapid expansion is not without risk. Maintaining clinical quality, a consistent patient experience, and a strong company culture across a quickly growing national footprint is a significant operational challenge. The key to managing this, according to the company's leadership, lies in its fundamental approach to its workforce.

Empowering Clinicians as a Business Strategy

Perhaps the most critical component of Zarminali's model is its focus on its own clinicians. In an era of widespread physician burnout, the company has identified clinician support as a core competitive advantage. "At Zarminali, we believe that incredible patient care goes hand in hand with supporting the clinicians who deliver it," said Dr. Amanda Furr, the company's Chief Medical Officer. This philosophy is embedded in the operational design, where technology and streamlined workflows are explicitly used to minimize administrative tasks.

By freeing doctors and nurses to focus more of their time on patient care rather than paperwork, Zarminali aims to create a more sustainable and rewarding work environment. This is not simply an altruistic goal; it is a strategic imperative. In a tight market for clinical talent, being the employer of choice is essential for scaling. A happier, more engaged clinical workforce is more likely to lead to lower turnover, higher quality of care, and better patient outcomes—all of which are crucial for building a trusted national brand.

As Zarminali continues its national rollout, its success will offer a powerful case study on whether a business model centered on integration, technology, and clinician empowerment can truly transform an established industry. For business leaders and healthcare professionals, its journey is a clear signal that the forces of disruption are no longer just nibbling at the edges of healthcare, but are now aiming squarely at its core.