September 8, 2026
The Fidaris co-founder and CEO is building around a simple conviction: the most valuable people inside a health-insurance brokerage should spend more of their day advising clients, making strategic decisions, and growing the business, rather than carrying repetitive work that technology can handle.
In-Woo Park believes expert attention is one of the most constrained resources inside a strong health-insurance brokerage. As co-founder and CEO of Fidaris, he is building an AI platform designed to give brokerage teams more of that capacity by taking repetitive and time-consuming work off their plates. His goal is to help experienced professionals spend more of the day where their judgment carries the most value while allowing firms to expand without stretching those people thinner.
“The people who understand the client should not be buried in work that does not require that understanding,” Park said. “If you can give them that time back, you create room for better advice, stronger relationships, and growth.”
That belief shapes how Park thinks AI should enter insurance brokerage. Many firms know they need to respond to the rapid adoption of artificial intelligence, but Park is less interested in whether a brokerage can say it uses AI than in what changes after the technology is introduced. A system that writes an email or summarizes a document may save a few minutes. He is focused on whether technology can remove enough recurring work to change what the team itself is capable of handling.
Fidaris is being built around that operating question. The platform works alongside brokerage teams and handles parts of the day-to-day workload that consume capacity. Work that requires judgment, strategic decisions, or conversations with clients returns to a person. Park sees that division of labor as essential because the value of a brokerage still depends on people who understand the employer, the history of the relationship, and the consequences of the choices being made.
“I do not want AI adoption to become another thing the team has to manage,” Park said. “The standard should be whether people actually get meaningful time back and can use it on work that depends on their expertise.”
That point of view emerged from Park’s earlier work across healthcare. His experience includes pharmacy, drug-shortage technology, healthcare software, and AI product development. He worked on problems involving pharmacists and drug shortages, contributed to an algorithm for predicting those shortages with professors at the University of Toronto, and later worked as a product engineer at MedMe Health, where he helped build AI voice agents for pharmacies.
What stayed with him was the importance of the advice surrounding healthcare decisions. When Park began studying employer health benefits, he saw brokers and consultants occupying a consequential position between employers and the plans they ultimately choose. He also saw how much time brokerage teams spend on manual and repetitive work around that advisory responsibility. That combination gave him the conviction that technology could matter most by creating more room for the people whose judgment already shapes those decisions.
“I kept coming back to the same question,” Park said. “What happens if the people giving important advice have more capacity to actually focus on giving it?”
Park has since built Fidaris around that question. The company’s premise is that strong brokerage teams should be able to take on more work without forcing their most experienced people to spend a growing share of the day on repetitive tasks. Fidaris is intended to create that room while preserving the quality of service clients expect.
The idea is already being tested in the market. Fidaris is working with brokerages across the industry, including one of the ten largest brokerages in the United States. The company is also backed by Entrepreneurs First, whose investors include former Google CEO Eric Schmidt, Meta board member Charlie Songhurst, Stripe founders John and Patrick Collison, and Google DeepMind founder Demis Hassabis. In 2025, Park was one of 32 people selected internationally for the Masason Foundation’s AI & Business track, funded by Masayoshi Son, the CEO of Softbank.
Those proof points matter because Park is making a bet in a service industry where technology has to fit human relationships rather than simply demonstrate technical capability. He argues that insurance brokerage, like law or accounting, is difficult to automate well because the work depends on context, clients, and expertise that cannot always be reduced to a standardized process. A useful system has to fit into how those professionals operate and make them more effective rather than forcing them to reorganize their work around another tool.
“AI can be impressive and still be useless to the person doing the job,” Park said. “The real test is whether it gives the team more capacity without taking away the things clients value them for.”
That is also why Park frames Fidaris as more than an efficiency product. Health-benefits decisions affect employers and the people covered by their plans. He wants strong, employer-centered brokerages to be able to serve more organizations without weakening the quality of advice that made those clients trust them in the first place. More time for strategy and expert work, in his view, can eventually positively influence the quality of the benefits decisions themselves.
Park plans to continue expanding Fidaris’s work with brokerage firms while keeping that principle intact. The company is being built to increase what strong teams can take on, but his conviction remains centered on where human attention should go once that capacity is created.
“I want the broker’s expertise to become more valuable because less of their day is consumed by work that does not require it,” Park said. “That is the kind of capacity I want Fidaris to create.”
