The woman behind the billion-dollar brain surgery breakthrough
Nora Nseir’s startup, Nurami Medical, is pioneering a new approach to meningeal tissue repair.
Nora Nseir, the founder and co-CEO of Nurami Medical, knows that the Haifa-based biomed company's groundbreaking product may not seem particularly impressive at first glance. It looks like a plain white bandage, just 5 cm in width and length, but if everything goes according to plan, it could fundamentally change the way doctors treat brain and spinal cord injuries. The product's ability to regenerate meningeal tissue after complex neurological surgeries sets it apart. So far, $16 million has been invested in Nurami, and the company is now completing another funding round—this time for $30 million. There is still a long road ahead, but the market in which the company operates is so vast that if the product succeeds, Nurami could reach a valuation in the billions of dollars.
Nseir, who holds a bachelor's degree in biomedical engineering and a master's degree in biomechanical engineering from the Technion, founded Nurami with her partner, Dr. Amir Bahar. The two met in 2011 while working together on developing a hemostatic agent for Bioline. "Amir has a doctorate from the Weizmann Institute and had just returned to Israel after seven years at Mount Sinai Hospital in New York," she says. "We worked on the project together, but at some point, Bioline discontinued it due to shifting priorities and cost-cutting. We thought our paths would diverge, but then we decided to start something of our own. Academia moved at too slow a pace for me—I'm a results-driven person. Amir and I have great chemistry at work, so I felt that launching a startup together would help me fulfill my dream."
They discovered the problem they set out to solve during a conversation with Prof. Sagi Harnof, head of the neurosurgery department at Beilinson Hospital. "We were initially looking into bleeding-related challenges, but he explained that this wasn't his biggest concern during surgery," Nseir recalls. "He told us bluntly: 'I have a problem with cerebrospinal fluid leakage. It's something I can't control with existing products. The leakage rate remains high.'"
After Nseir and Bahar reviewed the medical literature and confirmed that there was no satisfactory solution to the problem, they set out on their journey. "We didn't know how to solve the problem, what a patent was, how to write one, how to raise money, and we had no experience in entrepreneurship. But we found that 30% of neurosurgical patients experience cerebrospinal fluid leakage post-surgery. Even with existing solutions, the leakage rate remains at 15%. That means the available treatments aren't good enough—and that’s unacceptable because leaks can extend hospital stays and even lead to fatalities. This issue needed to be solved."
You were two academics with no business experience. How did you move forward?
"We were working out of a Haifa-based accelerator that hosted us. In 2013, they offered us an investment of 250,000 shekels. This surprised us because at that stage, we didn't even have a prototype. We were flattered that they believed in us, but we realized that this amount wasn’t enough to make significant progress, so we said, 'Thanks, but not right now.' I found a biomed incubator in Nazareth, and in 2014, within six months, we officially established the company as part of the incubator program. We secured a grant from the Innovation Authority, later raised $16 million, and started working. Amir brings expertise in animal testing, while I have a deep understanding of tissue engineering. This combination was essential for developing a product from scratch and obtaining FDA approval. Last year, after a decade of work, we achieved regulatory approval for our first product."
What exactly does your product do?
"We have two products. The first looks like a piece of paper, but it's actually made of nanofibers arranged in a spiderweb pattern, with an internal gel seal that activates once implanted in the body. Skilled surgeons can anchor the patch with just a few stitches, and over time, it naturally degrades.
"Our second product is the real breakthrough—it's 'suture-free.' We designed one adhesive side, allowing it to replace the damaged meningeal tissue until new, healthy tissue grows. It’s a game-changer. There are currently no comparable products on the U.S. market, and its potential is enormous, which is why investors were so drawn to this funding round."
Can you explain the patent behind the second product?
"We developed a proprietary cocktail of adhesive biomaterials embedded into our nanofiber structure. This combination creates strong adhesion and withstands extremely high pressures—something that was previously impossible. We started working on it in 2019, and last year, we finally achieved an ideal, stable formulation. We're currently in the animal testing phase, with human trials next. But in this field, the process isn't truly complete until we receive FDA approval."
The journey in biomed entrepreneurship is long and arduous compared to high-tech startups.
"That’s true, but the work is incredibly rewarding. Knowing that we’re developing something that can transform patients' lives and neurosurgical practices keeps us going. It took Amir and me 10 years to bring our first product to market, and now we’re embarking on the next challenge with just as much enthusiasm. Nurami is a company focused on innovation, and that’s what we’ll continue to do."
If the second product succeeds, you could see a huge financial windfall. Have you thought about an exit?
"Sometimes. But for now, I’m enjoying the journey."
You recently completed a $30 million funding round. How will that impact the company?
"This will allow us to nearly double our workforce, build a commercial manufacturing facility and a new R&D lab, and set up high-grade clean rooms to support production of our first product. These facilities will enable us to manufacture 40,000 units per year. We are evolving from a development company into one that develops, manufactures, and markets. The infrastructure for the first product will also prepare us for large-scale production of the second product from day one."
How big is the market for these products?
"The primary market—neurosurgical procedures—comprises about one million operations per year and is valued at $1 billion. However, the second product has even greater potential because it can be used for additional clinical indications. We’re also demonstrating its effectiveness in stopping bleeding, which extends its application beyond meninges repair. This opens the door to a market worth tens of billions of dollars—it’s massive."
Nseir, originally from Nazareth, is the daughter of an optometrist father and a mother who gave up her career in accounting to raise five children. "She never had the chance to pursue her ambitions, which made her a strong feminist. She made sure to correct that through us. She told us, ‘No one in my family will get married before 27, and my daughters will all go to college.’ She also believes one or two children are enough—and that’s what we did. She always says she’s very proud of me. My sisters and I grew up in an environment where choosing our own paths was a bit rebellious—it wasn’t about conforming to societal expectations."
Was it difficult to advance in academia?
"I grew up in Nazareth, and when I arrived at the Technion, I barely spoke Hebrew. I was shy, hesitant to ask questions because I didn’t want to seem ignorant, and my first semester was tough. To this day, I remember my terrible grade in Calculus 1."
How did you overcome such a major challenge?
"A group of students from Nazareth supported each other. The Technion assigned us a mentor, and what helped was realizing that not everyone speaks perfect Hebrew—many students come from diverse backgrounds. Over time, I gained confidence. My master’s advisor, Eyal Zusman, was incredibly supportive. At every stage, someone believed in me and nurtured my potential."
Do you feel Israeli society is open to integrating Arab professionals?
"It’s easier in northern Israel. The Technion has 20% Arab students, and they’re building programs to support their integration. But cultural gaps still exist. For instance, employees with military service tend to have more confidence than those without. That’s why I make an effort to integrate Arab employees, even when it requires additional resources. I also founded a forum a decade ago to encourage Arab girls to study science—so they have the role model I never had."
