DarioHealth (DRIO) stock price is $4.50, down 6.64% on the day, as of Oct 19, 2026. It has a market cap of $42.75Mn, and is classified in the Healthcare IT industry (Technology sector).
Enterprise Value
Margins
P/FCF
Key Stats
Market Cap42.75 Mn
P/E-1.20
P/S2.04
Div. Yield0.00
Total Debt (Qtr)31.06 Mn
Revenue Growth (1y) (Qtr)-3.58
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About
DarioHealth Corp is a vertically integrated health intelligence platform that delivers a whole person digital health solution. The company combines FDA cleared hardware devices that generate continuous physiological data with proprietary artificial intelligence and behavior change coaching to support chronic condition management mental health and musculoskeletal wellness.
DarioHealth generates revenue primarily through a subscription model that charges per member per…
DarioHealth Corp is a vertically integrated health intelligence platform that delivers a whole person digital health solution. The company combines FDA cleared hardware devices that generate continuous physiological data with proprietary artificial intelligence and behavior change coaching to support chronic condition management mental health and musculoskeletal wellness.
DarioHealth generates revenue primarily through a subscription model that charges per member per month or per engaged member per month for its digital health offerings. The company sells products such as Dario Connect for well being Dario Mind for mental health Dario Health for diabetes and hypertension Dario Health for weight management and GLP 1 support and Dario Move for musculoskeletal care. These subscriptions may be bundled or sold individually and can include milestone based payments or performance guarantees. Revenue is earned from direct to consumer users as well as from business to business customers including employers health plans and pharmaceutical companies.
The company operates through the following segments: Direct to Consumer Employer Health Plan Pharmaceutical.
The Direct to Consumer segment offers digital self care tools and connected devices to individuals who pay out of pocket for wellness and chronic condition management. It serves as a testing ground for new features and builds engagement through personalized content and coaching.
The Employer segment provides medium to large employers with workforce health solutions that target diabetes hypertension weight management and musculoskeletal pain. It includes direct sales broker and consultant channels and often uses value based pricing tied to employee engagement and clinical outcomes.
The Health Plan segment supplies national and regional health plans with programs that support members across chronic disease mental health and preventive care. Delivery is through the plan s own sales force and through partners and may incorporate fee for service or subscription payments.
The Pharmaceutical segment works with global drug makers to provide disease awareness medication adherence support and patient journey analytics. It uses the platform to help find new patients improve therapy persistence and generate real world evidence for research and development.
DarioHealth holds a strong position in the digital health market by offering a fully integrated platform that combines hardware data analytics and coaching across multiple conditions. This whole person approach differentiates it from pure software competitors and from narrow point solution vendors such as Omada Health Vida Health Virta Health and Teladoc Health. The company s competitive advantages stem from its direct to consumer roots which drive high engagement its proprietary AI trained on over a decade of device generated data and its ability to bundle services while preserving customer flexibility. These factors enable DarioHealth to deliver returns on investment that frequently exceed five to one for employers health plans and pharmaceutical partners.
DarioHealth serves a diverse customer base that includes individual consumers who purchase products directly as well as large employers health plans and pharmaceutical firms. Specific customers mentioned in the filing are three of the five largest global technology companies one of the two largest employers in the United States five of the nation s largest health plans and a dozen global pharmaceutical companies including Eli Lilly and Novo Nordisk.
Sectors:Technology·HealthcareSector rationaleThe company's primary revenue model is a subscription-based digital health intelligence platform utilizing proprietary AI and data analytics, which falls under Technology (Healthcare IT/AI Platforms). A secondary sector of Healthcare is justified because the company manufactures and sells FDA-cleared medical hardware devices and provides clinical chronic condition management and coaching services.Industries:Healthcare ITHealthcare ITPrimaryDarioHealth provides a health intelligence platform for chronic condition management, mental health, and musculoskeletal wellness, utilizing proprietary AI and data analytics. Its revenue is primarily derived from subscriptions for digital health offerings like Dario Connect and Dario Mind sold to employers, health plans, and pharmaceutical companies.TelehealthTelehealthSecondaryThe company delivers clinical care and chronic condition management remotely through a combination of connected devices and behavior change coaching. It earns revenue via per-member-per-month contracts from health plans and employers to provide virtual care for diabetes, hypertension, and mental health.Medical DevicesMedical DevicesSecondaryDarioHealth sells FDA-cleared hardware devices that generate continuous physiological data as part of its integrated solution. These are medical-grade regulated wearables/devices used for clinical monitoring of chronic conditions.Classified using BQ-MICSCIK: 0001533998
Bull & bear
Investment Thesis
▲ Bull case
DRIO is positioned to capitalize on a structural shift toward value-based care through its deepening integration into clinical workflows, leveraging over 100 peer-reviewed clinical studies and a proprietary dataset of 13 billion real-world data points to enable outcomes-based reimbursement models. The company’s transition from pure digital engagement to direct care delivery via partnerships like GreenKey Health for sleep apnea screening and intervention positions it to capture revenue tied to clinical outcomes and medical spend, a shift management emphasized as a core strategic pillar. This evolution is not merely incremental but foundational, as Dario’s vertically integrated model—spanning FDA-cleared hardware, proprietary data generation, and AI-driven analytics—creates a defensible moat that cannot be quickly replicated by competitors reliant on third-party data or non-proprietary algorithms. The recent expansion of the hypertension program with Solera, which now covers pre-hypertensive to Stage 2 hypertension and more than doubles the addressable market within that network, exemplifies how Dario is scaling high-value, chronic condition management through established channel partners. With over 80% of revenue already derived from partner-driven channels and access to 175 million covered lives following the new Northeastern hospital network partnership, the company is building scalable infrastructure that minimizes incremental sales costs per new life covered. The pipeline of $127 million across 241 opportunities, including 11 state-level initiatives under the Rural Health Transformation Program and 7–10 active proposals with health systems targeting 2027 Medicare Advantage and Medicaid business, indicates a robust pipeline of high-intent, government-aligned opportunities that could accelerate revenue recognition beyond current expectations. Furthermore, the $30 million in contracted ARR from 2025 deals, with several large accounts expected to launch by mid-2026, provides a near-term catalyst for revenue acceleration in the second half of the year, directly supporting management’s confidence in “more significant growth” ahead. The DTC MSK segment’s 42% YoY growth, driven by global demand and spillover into B2B clinic channels, adds a resilient, high-margin revenue stream that diversifies exposure beyond enterprise sales cycles. Critically, the company’s financial trajectory shows improving operating leverage: non-GAAP gross margin remains stable at ~80% for B2B2C revenue, OpEx declined 21% YoY, and cash runway extends to May 2028 under the Callodine facility, reducing near-term financing risk while enabling reinvestment into growth initiatives. The ongoing strategic review process with Perella Weinberg Partners, while not yet yielding a transaction, underscores external validation of Dario’s asset value—particularly its data moat and clinical validation—which could unlock significant shareholder value through a future sale, merger, or partnership that the market may be underestimating as a near-term catalyst. DRIO
DRIO is positioned to capitalize on a structural shift toward value-based care through its deepening integration into clinical workflows, leveraging over 100 peer-reviewed clinical studies and a proprietary dataset of 13 billion real-world data points to enable outcomes-based reimbursement models. The company’s transition from pure digital engagement to direct care delivery via partnerships like GreenKey Health for sleep apnea screening and intervention positions it to capture revenue tied to clinical outcomes and medical spend, a shift management emphasized as a core strategic pillar. This evolution is not merely incremental but foundational, as Dario’s vertically integrated model—spanning FDA-cleared hardware, proprietary data generation, and AI-driven analytics—creates a defensible moat that cannot be quickly replicated by competitors reliant on third-party data or non-proprietary algorithms. The recent expansion of the hypertension program with Solera, which now covers pre-hypertensive to Stage 2 hypertension and more than doubles the addressable market within that network, exemplifies how Dario is scaling high-value, chronic condition management through established channel partners. With over 80% of revenue already derived from partner-driven channels and access to 175 million covered lives following the new Northeastern hospital network partnership, the company is building scalable infrastructure that minimizes incremental sales costs per new life covered. The pipeline of $127 million across 241 opportunities, including 11 state-level initiatives under the Rural Health Transformation Program and 7–10 active proposals with health systems targeting 2027 Medicare Advantage and Medicaid business, indicates a robust pipeline of high-intent, government-aligned opportunities that could accelerate revenue recognition beyond current expectations. Furthermore, the $30 million in contracted ARR from 2025 deals, with several large accounts expected to launch by mid-2026, provides a near-term catalyst for revenue acceleration in the second half of the year, directly supporting management’s confidence in “more significant growth” ahead. The DTC MSK segment’s 42% YoY growth, driven by global demand and spillover into B2B clinic channels, adds a resilient, high-margin revenue stream that diversifies exposure beyond enterprise sales cycles. Critically, the company’s financial trajectory shows improving operating leverage: non-GAAP gross margin remains stable at ~80% for B2B2C revenue, OpEx declined 21% YoY, and cash runway extends to May 2028 under the Callodine facility, reducing near-term financing risk while enabling reinvestment into growth initiatives. The ongoing strategic review process with Perella Weinberg Partners, while not yet yielding a transaction, underscores external validation of Dario’s asset value—particularly its data moat and clinical validation—which could unlock significant shareholder value through a future sale, merger, or partnership that the market may be underestimating as a near-term catalyst. DRIO
DRIO’s path to profitability remains uncertain despite improvements in operating metrics, as the company continues to report substantial GAAP and non-GAAP losses, with Q1 2026 net loss at $8.2 million and non-GAAP net loss at $6.3 million, indicating that core profitability is still distant even after cost-cutting measures. The reliance on future revenue conversion from contracted ARR—particularly the $30 million in mid-year launches and $13 million in 2025 closed deals—carries execution risk, as management acknowledged the complexity of onboarding large enterprise accounts, including technical, operational, and data integration hurdles that could delay or reduce expected revenue contribution. While the company cites progress in implementations, it provided no concrete timelines or revenue benchmarks for these conversions, leaving investors to rely on qualitative assurances rather than quantifiable milestones. The expansion into care delivery through partnerships like GreenKey Health introduces new operational and regulatory complexities, including potential liability exposure, reimbursement uncertainty under evolving value-based models, and dependency on third-party partners for clinical execution—factors management did not adequately address when discussing the scalability or profitability of these new revenue streams. The company’s dependence on channel partners for distribution creates concentration risk, as evidenced by the outsized impact of the Solera hypertension expansion; any deterioration in key partner relationships or changes to their formulary or reimbursement policies could disproportionately affect Dario’s revenue trajectory. Furthermore, the DTC MSK growth, while impressive at 42% YoY, may be cyclical or driven by temporary demand spikes, with no clear indication of sustainable unit economics or customer acquisition cost trends to support long-term scalability, especially given the competitive landscape in direct-to-consumer digital health. The company’s cash position of $20 million, while sufficient to avoid near-term liquidity concerns given the May 2028 debt maturity, reflects a significant decline from prior quarters and does not account for potential future cash burns if growth initiatives underperform or if the strategic review process leads to a transaction that requires additional funding. The ongoing strategic review, while signaling potential optionality, also introduces uncertainty that could distract management or deter investment, particularly as no timeline or likelihood of outcome was provided, and the lack of updates may suggest limited buyer interest or valuation gaps. Macro risks such as potential reimbursement policy shifts in Medicare Advantage or Medicaid programs—areas highlighted as key targets for 2027 business—could undermine the value of the pipeline if federal or state payment models evolve away from outcomes-based contracts. Finally, the company’s reliance on non-GAAP metrics to showcase progress (e.g., non-GAAP gross margin of 80%, non-GAAP OpEx decline) obscures the true cost structure, as stock-based compensation and amortization remain substantial, and the gap between GAAP and non-GAAP losses suggests that underlying profitability is weaker than presented, making it difficult for investors to assess the true economic sustainability of the business model. DRIO
DRIO’s path to profitability remains uncertain despite improvements in operating metrics, as the company continues to report substantial GAAP and non-GAAP losses, with Q1 2026 net loss at $8.2 million and non-GAAP net loss at $6.3 million, indicating that core profitability is still distant even after cost-cutting measures. The reliance on future revenue conversion from contracted ARR—particularly the $30 million in mid-year launches and $13 million in 2025 closed deals—carries execution risk, as management acknowledged the complexity of onboarding large enterprise accounts, including technical, operational, and data integration hurdles that could delay or reduce expected revenue contribution. While the company cites progress in implementations, it provided no concrete timelines or revenue benchmarks for these conversions, leaving investors to rely on qualitative assurances rather than quantifiable milestones. The expansion into care delivery through partnerships like GreenKey Health introduces new operational and regulatory complexities, including potential liability exposure, reimbursement uncertainty under evolving value-based models, and dependency on third-party partners for clinical execution—factors management did not adequately address when discussing the scalability or profitability of these new revenue streams. The company’s dependence on channel partners for distribution creates concentration risk, as evidenced by the outsized impact of the Solera hypertension expansion; any deterioration in key partner relationships or changes to their formulary or reimbursement policies could disproportionately affect Dario’s revenue trajectory. Furthermore, the DTC MSK growth, while impressive at 42% YoY, may be cyclical or driven by temporary demand spikes, with no clear indication of sustainable unit economics or customer acquisition cost trends to support long-term scalability, especially given the competitive landscape in direct-to-consumer digital health. The company’s cash position of $20 million, while sufficient to avoid near-term liquidity concerns given the May 2028 debt maturity, reflects a significant decline from prior quarters and does not account for potential future cash burns if growth initiatives underperform or if the strategic review process leads to a transaction that requires additional funding. The ongoing strategic review, while signaling potential optionality, also introduces uncertainty that could distract management or deter investment, particularly as no timeline or likelihood of outcome was provided, and the lack of updates may suggest limited buyer interest or valuation gaps. Macro risks such as potential reimbursement policy shifts in Medicare Advantage or Medicaid programs—areas highlighted as key targets for 2027 business—could undermine the value of the pipeline if federal or state payment models evolve away from outcomes-based contracts. Finally, the company’s reliance on non-GAAP metrics to showcase progress (e.g., non-GAAP gross margin of 80%, non-GAAP OpEx decline) obscures the true cost structure, as stock-based compensation and amortization remain substantial, and the gap between GAAP and non-GAAP losses suggests that underlying profitability is weaker than presented, making it difficult for investors to assess the true economic sustainability of the business model. DRIO