The vision behind FicusBridge comes from its founder, Dr. Tanvi Dalal. With a clinician background and an MBA from Melbourne Business School, Tanvi’s career has spanned national and executive leadership roles. From National Talent Acquisition Manager at Estia to General Manager of Funding at Signature Care, where she oversaw funding operations across multiple commissioning homes.
These experiences gave Tanvi a unique perspective. She not only understands the workforce challenges of aged care but also the critical financial levers that determine sustainability. Tanvi now takes on her biggest role yet as founder of FicusBridge.
Tell me about the day when you thought, “Okay, I’m really doing this”
It started when a few stand-alone, community-based aged care providers approached me to review their AN-ACC funding. These were good operators. Some were already working with well-known funding management firms and paying for their top-tier services. On paper, they should have been performing well.
But as I dug deeper, I found a very different story. They were under-claiming hundreds of thousands of dollars in revenue, their staff were exhausted, and care outcomes were being compromised because of financial pressure. That was the moment it clicked for me, there was a real knowledge and capability gap in the market, even among those who claim to be funding gurus and no one was solving it from the inside-out.
When a third provider approached me with the same issues, it was my validation. I knew I had the expertise and insight to make a real difference. So one day in Sept 2023, I took the leap. I came home, told my husband I am doing this, if I don’t I will regret it. We were both scared but he fully supported me.
Next day I told my CEO that I am resigning. He said “I am not surprised”, apparently he always knew I was going to do something more. I am very grateful by the support I have received from my colleagues.
What problems/challenges were you solving?
I realised that most aged care providers, especially the small, stand-alone ones were being left behind in the funding reforms. AN-ACC was meant to make things fair and transparent, but in reality, it’s complex, data-heavy and constantly changing.
Many providers don’t have dedicated funding specialists. Instead, clinical or finance staff are expected to “figure it out” on top of their day jobs. Even organisations paying for external funding support were still missing out on significant revenue because the advice wasn’t translating into real-world outcomes.
At the same time, staff were burning out trying to keep up with documentation, care minute targets, and compliance requirements with no clear visibility of how their efforts linked back to funding or care outcomes. So the problem wasn’t just financial, it was structural.
A lack of practical tools, guidance and visibility was costing providers both money and morale. FicusBridge was born to change that. To simplify AN-ACC, star rating and care minutes, give teams clarity and control, and help providers thrive instead of just survive.
And how does your product/service solve it?
At FicusBridge, I wanted to bring together the best of both worlds expert advisory and smart technology to help aged care operators get the highest possible return on investment. When I started, I knew that every provider’s challenges were different. Some needed someone to take over their entire funding management function; others just needed a strategic partner to bounce ideas off and guide them through complex decisions.
That’s why our advisory work ranges from full end-to-end management to light-touch strategic support. I’m also deeply invested in clinical documentation education. It’s something I personally run because I’ve seen firsthand how the right documentation can completely change a home’s funding outcomes and, more importantly, the quality of care. All of this is underpinned by our analytics platform, the bridge that brings everything together 🙂
It gives real-time insights, helps identify funding opportunities, and takes the guesswork out of managing care minutes and compliance. Our advisory and tech services are perfect for small to medium-sized providers who don’t have a dedicated funding manager, while our SaaS platform is used by larger, more mature organisations that want to work smarter. Across both, the results speak for themselves. Our clients regularly see an ROI of over 1000%.
What room did you first work from?
My home office. And I am still sitting in it while I type these responses.
How did you initially fund the business?
The business has been self funded from day one and continues to do so. The advisory arm funds the technology development.
How/why did you come up with your brand name?
When I was searching for a name, I wanted something that reflected strength, care, and support, the values at the heart of both aged care and what we do at FicusBridge.
I came across a story from the villages of North East India where communities train the living roots of ficus trees over generations to form natural bridges across rivers. These bridges are living, sustainable, and incredibly resilient. They take decades to grow but last for centuries.
The moment I read that story, I knew it was the perfect metaphor. It captured exactly what I wanted FicusBridge to stand for: strong foundations built on knowledge and experience, supportive pathways that make complex journeys possible, and sustainable solutions that last well beyond a quick fix.
On a personal note, the image of those interwoven roots reminded me of my grandmother’s hands, strong, wrinkled, and steady, guiding me through crowded streets when I was little.
That memory stayed with me because it captured the feeling I wanted our clients to have – that sense of safety, confidence, and direction, even in uncertain times.
What is your core purpose/belief of your brand?
At its heart, FicusBridge exists to make aged care simpler, fairer, and more sustainable. We believe that every provider, no matter their size or location, deserves the same opportunity to deliver great care without being buried under the weight of complex funding systems.
Our purpose is to bridge the gap between clinical care, funding, and operations so providers can focus on what truly matters, their residents and their teams. We believe in empowering people through clarity and knowledge. When funding makes sense and data becomes useful, it changes everything. Staff feel more confident, care improves, and providers become financially stronger.
For us, it’s not just about numbers or technology. It’s about building trust, capability, and long-term resilience in an industry that desperately needs all three.
What were/are your biggest mistakes/regrets?
I genuinely see every mistake as an important learning experience. Had I not made them, I wouldn’t have grown into the person or entrepreneur I am today. I know it sounds like a cliché, but it’s absolutely true. Every misstep has taught me something valuable. Although if I had to pass on one lesson to someone starting out, it would be this: trust yourself and stay authentic. People can feel when something is genuine. You might not grow your revenue as fast, but you’ll grow your reputation, and that’s far more valuable in the long run.
Who was your first client?
Warramunda Villages, and they continue to be our client today. We have built a fantastic relationship over the years and I rally feel like a core part of their team. That organisation will always be very special to me.
How did you market/sell your business?
Honestly, I have never ‘marketed’ my business. Our growth so far has been through word of mouth. Our work speaks for itself and it is amazing to see that out clients wholeheartedly recommend our product and services to others. In no other industry we see so much collaboration among competitors.
What was the biggest marketing budget you ever had?
There was a $5000 one-off amount.
Who were/are your mentors? Who do you look up to? Why?
Honestly, there are so many people, especially women in aged care who continue to inspire me every single day. This industry is full of incredibly passionate, and kind people who care deeply about making a difference.
A few who have personally guided and inspired me are Cynthia Payne, Fleur Hannen, Pearl Forrester, Payal Kapoor, Amal Croft and Piyush Verma. Their knowledge, empathy, and generosity of spirit are unmatched.
They’ve always been approachable, encouraging and willing to share practical advice whenever I’ve needed it. What I admire most is how genuinely they support others, not out of obligation, but because they truly want to see people succeed. I feel so lucky to have them in my corner.
When starting out, what was your biggest challenge?
In the beginning, it was all the little things that no one really prepares you for. Setting up the right company structure, sorting out accounting, building an IT setup, managing contracts and compliance.
Each task on its own seemed small, but together they felt overwhelming. Coming from a corporate background, I was used to having teams and systems already in place. Suddenly, I was the legal team, the IT department, sales & marketing, and the accountant, all rolled into one!
What are you most passionate about?
At the heart of it, I’m passionate about making life easier for the people who work in aged care and improving the experience for the residents they care for. Having recently gone through a difficult palliative journey with my dad, I gained a much deeper understanding of what good care really means and how challenging it can be for both families and staff when systems get in the way.
That experience made my purpose even clearer. I want to use what I know best: simplifying complex funding systems like AN-ACC, building smart prediction engines, and creating user-friendly workflow platforms to make aged care more sustainable and human.
If operators are financially strong and staff have the right tools, they can focus on what truly matters: providing quality care with time, dignity, and compassion. That’s what drives everything I do.
When you first started, what did success look like?
In the beginning, success looked very clear in my mind. I wanted a fully functional, commercial funding management platform, a growing team, and $1 million in revenue within the first year.
That dream was quickly humbled. I completely underestimated what it takes to build a great tech product, especially without external funding. Every feature, every line of code, every piece of feedback took time, patience, and persistence.
What I’ve learned since is that success isn’t just about growth metrics or revenue targets. It’s about building something that genuinely solves a problem, earns trust, and creates value that lasts.
What does it look like now? has it changed?
It has changed completely. In the beginning, I measured success in numbers: revenue, growth, new clients.
Now, it’s the quiet moments that matter most: a funding manager saying our platform made their day easier, or the big smile on a care managers face when they see amazing progress notes after our education session. That kind of feedback fills me with far more pride than any sales milestone ever could (of course numbers matter, I am running a business after all).
Over time, I’ve learned to slow down and trust the journey. I often remind myself of a Hindu philosophy I grew up hearing “Karm kar, phal ki chinta mat kar,” which means “Do your duty, without worrying about the outcome.”
It’s become my guiding principle. When you pour your heart into meaningful work, the results have a way of finding you in their own time and ways.
Tell me about the time you hired your first employee/s?
Not an employee, but my first co-worker/CTO/business partner/co-founder was Piyush Verma – my childhood bestie. We have known each other since 1995.
He is an extremely experienced and successful tech entrepreneur, described as Virat Kohli of tech. I went to San Francisco in 2022 and discussed the problem with him, he said that it can be solved through a great product and we started working on it. He is still very much part of the business and drives the technical strategy.
Who are your main competitors?
To be honest, I don’t focus on them. They are there of course and if you’re in the industry you know who the obvious ones are.
Do you consider your brand to be an industry Leader or Follower? Why?
I’d say FicusBridge is quietly leading, not by being the loudest, but by being the most thoughtful. We lead through depth, not noise.
From day one, we’ve taken a very different approach to aged care funding. Instead of building a tech product in isolation, we built it hand-in-hand with funding managers, clinicians, and operators who live the complexity of AN-ACC every day.
That’s why our platform feels intuitive it’s been shaped by real people and real problems. Our advisory work is different too. I personally invest lot of time and effort to manage funding for each client and deliver tailored training which is why we are able to deliver better results than any of our competitors (yes, I can confidently say that).
We don’t chase trends or compete to look innovative. We focus on creating genuine impact, simplifying what’s complex, and helping providers do better work with less stress.
If leadership is about setting a new standard for clarity, empathy, and results in aged care funding, then yes, FicusBridge is absolutely a leader.
What does your morning routine consist of?
Haha, I have a five-year-old, so you can probably imagine how that goes! Being a true Melburnian, my day has to start with a flat white, made by my dear coffee-nerd husband on our overly expensive coffee machine (worth every cent on school mornings).
Then it’s the usual chaos: stressing over healthy lunch ideas, convincing my son to brush his teeth and get dressed, and trying to stay calm while pretending I’m not running late. Kids can sense stress, right?
And I definitely can’t afford an 8 a.m. tantrum. Once school drop-off is done, I finally sit down at 9 a.m. with my coffee, a deep breath, and a peaceful mind ready to start the day.
How would you describe your managerial style?
I’m very intentional about who I hire, and once they’re on board, I trust them to do their job. I believe in giving people autonomy and space to make decisions, while always being available for support or guidance when they need it.
I’m a big believer in upskilling and education, so I invest a lot in helping my team grow. The better equipped they are, the more value they can deliver to our clients and that benefits everyone.
I also understand that people have full lives outside of work: families, passions, hobbies, and I wholeheartedly encourage them to pursue those. I’ve found that when people feel trusted, supported, and balanced, they naturally bring their best selves to work.
What do you think is the biggest threat to the world?
Lack of empathy.
What do you think is the biggest threat to your business?
Aliens.
(Editor’s note: This is a great example of Tanvi’s humuor. We also think Aliens will be a threat to business in the future when they see what we have done with the place.)
Would you start a new business today at the same age/time?
Yes absolutely.
What’s the biggest piece of advice you would give to someone starting up or running a small business?
1. Try not to do it alone. It’s a really tough journey and it can be very lonely.
2. Make sure you know your ‘why’. It really matters, you need to have a true passion for what you do because it’s a huge time and energy investment.
Why do you think you have lasted this long in business?
The industry is going through big changes, big changes bring instability and instability needs support. I have the right knowledge and skills to support these reforms. My clients are very loyal, we have a strong ARR and our product has a very strong potential. There is no reason for me to stop what I am doing.
If you could change anything in the world, what would it be?
Putting an end to wars – Gaza, Ukraine, Sudan etc.
(It’s really sad that I have to say etc in this sentence)
What’s your favourite pastime/gadget?
Listening to podcasts and audiobooks.
What is your favourite brand/celebrity/actor?
One of my favourite brands is Canva. I love how it has completely democratised design. Making something that once felt intimidating, simple and joyful for everyone.
Their focus on usability, creativity, and constant innovation really resonates with me because that’s what we try to do at FicusBridge with AN-ACC take something complex and make it beautifully simple. And I use it all the time!
As for people, I really admire Melanie Perkins, Canva’s co-founder. She built a global company from Australia and led with purpose.
What kind of chocolate do you prefer? White, Dark or Milk?
Dark – 80%
Did we go to the moon?
Yes, on a Hollywood set.
Do you ever take time off? How do you relax/wind down from work?
Yes. Three times a week I take Taekwondo classes. It’s a great way to shut off the world but also keep my fitness levels up using my whole body and mind.
What’s next for you and FicusBridge?
Keep improving the product, keep understanding and solving problems. Long term goal is to one day get acquired so I can actually take some proper time off.
