Kapare is trying to make healthcare data usable across systems by giving organizations one partner accountable for coordinating it.
Ajay Kapare is president and CEO of ELLKAY, a healthcare data company that helps organizations connect systems, migrate records, and retire legacy applications. His background combines computer engineering with healthcare product, marketing, and business strategy.
From Engineering to Healthcare Strategy
He studied computer engineering and later earned an MBA in marketing. In a September 2026 Pulse 2.0 interview, he described the combination as a way to understand both the technology and the business and clinical problems it needs to solve.
Before ELLKAY, he held product, marketing, and strategy roles at Sunquest Information Systems and CompuGroup Medical. Those positions involved product strategy, sales enablement, industry relationships, and partnerships, giving him experience across the organizations that create and use healthcare software.
Leading ELLKAY’s Next Stage
Kapare became president and CEO in March 2025 after serving as president and chief strategy officer. Founder and former CEO Kamal Patel moved into an advisory role. The official appointment announcement describes Kapare as a long-serving member of the leadership team.
His work now extends beyond moving information between applications. In the Pulse 2.0 interview, he described a broader responsibility for making data timely, trustworthy, and ready for clinical and operational use. “One of my favorite things about my role is listening and learning,” he said, connecting the company’s direction to conversations with customers and its own staff.
Accountability Across Data Projects
Kapare’s examples include a health system moving to Epic while preserving legacy records and building connections to laboratories and other applications. The recurring theme is coordination: a data migration, an archive, and a continuing interface each have to support the organization’s daily work.
He also described learning from projects that do not meet expectations. His account of leadership emphasizes open conversations with customers and giving employees room to test ideas, linking product development to the difficulties organizations encounter when their systems change.