Meira is an operating system for US organ donation and transplant. Three products built on shared compliance-native infrastructure: workforce, payments, and federal data intelligence. Built for the OPOs, traveling coordinators, and transplant teams who carry the work.
MeiraWorks, MeiraPay, and Atlas operate as one platform on the same compliance-native engineering foundation. Every AI-mediated interaction passes through Somabase's gateway.
Workforce coordination
Direct workforce coordination across U.S. organ donation. Traveling coordinators work directly with the OPOs they serve, with portable credentials, faster payment, and case history that travels between assignments. OPOs get direct access to verified professionals: credentialing, scheduling, and payments in one platform. No agency in the middle.
See MeiraWorks →Payments and reconciliation
The payment rail across U.S. organ donation and transplant. AI-generated invoices with CMS-216 line-item categorization performed at the transaction level. OPO finance teams stop reconstructing cost reports retroactively. Vendors stop maintaining separate invoicing relationships with 55 OPOs and 200+ transplant programs.
See MeiraPay →The ontology layer
Federal data intelligence across U.S. organ donation and transplant. Every OPO, every hospital, every transplant program, every referral, mapped to one operational layer with provenance tracking.
See Atlas →MeiraWorks is opening with a small first cohort of OPO partners and traveling coordinators. Sign up by track.
If you operate an OPO and are interested in evaluating MeiraWorks with your coordinator workforce, the cohort program runs through Q3 2026.
Apply to the cohort →If you work as a traveling coordinator (FSC, ORC, HC, perfusionist), join the early-access list. Portable credentialing rolls out alongside the OPO cohort.
Join the list →The United States recovers fewer than 17,000 organs each year from an estimated 35,000 to 40,000 potential donors. Under CMS outcome metrics, top-performing OPOs convert more than 6 donors per 100 potential donors while the lowest fall below 2: a more than threefold variance on the same potential-donor population. The clinical protocols downstream of the operating room are mature, standardized, and governed by national algorithms.
The variance that produces the donor gap does not originate inside any single organization. It accumulates where organizations meet, at the thousands of moments each year when coordinators, hospital staff, and families have to align across institutions with different jobs, different time pressures, and only partly overlapping interests, often without shared tools, shared protocols, or shared data.
Those interfaces have no national protocols, no standardized training, and no universal interoperability standards. Referral automation remains point-solution rather than infrastructure. Roughly 60 percent of recovery outcomes are determined inside the first 24 hours after a hospital referral, a window that demands real-time coordination between people who answer to different organizations. Almost no software has been built for that work.
The supply problem is a coordination problem, and the work that solves it is human work.
None of this is unsolvable. The interfaces are countable. The workforce is finite. The federal data exists. What's missing is the operational layer that lets the field's institutions coordinate at the scale this work requires, and that layer is buildable now.
