# Growth-Stage Healthcare Technology Leadership Growth-stage healthcare companies face a particular kind of pressure: the need to build trust with demanding enterprise customers, scale platforms that weren't initially designed for scale, and mature technology organizations that may have grown faster than the processes supporting them — all while navigating the regulatory complexity of operating in healthcare. The engagements below represent a range of the work I've done with growth-stage healthcare firms. In each case, the goal was the same: help the organization reach its next stage of growth with a stronger technology foundation, a more capable team, and greater confidence in its ability to execute. | Firm | Scope & Wins | | :--- | :--- | | **THREAD Research** | *(PE-backed clinical research SaaS platform)*<br><br>Scope: engineering, software quality, cloud operations, program management, corporate IT, technical support, and client-facing support. Sponsored a full redesign of the firm's SDLC to double release cadence and improve product/engineering collaboration. Led requirements, vendor selection, and program planning for a complete rebuild of the firm's mobile apps — the primary data collection interface for clinical trial participants, representing more than half of 2023 revenue. | | **Central Logic / ABOUT Healthcare** | *(VC-backed patient logistics SaaS, marketed to health systems)*<br><br>Scope: engineering, product, client success, and infrastructure. Delivered new core product releases after a 2-year hiatus driven by delivery failures and quality missteps. Implemented process and infrastructure improvements to mature the engineering organization and remediate client service failures. Led the vision and execution of a new analytics-driven 'command center' product to address emerging market demand. | | **Zipnosis** | *(White-labeled SaaS telehealth platform, marketed to health systems — now part of Fabric)*<br><br>Scope: engineering, product, PMO, account management, and client implementation. Built a strong PMO and client implementation playbook; established a formal customer support model; matured product planning and release processes; and expanded the platform into phone, video, and service extension offerings. Doubled the team while maintaining culture and cohesion. Supported 40% revenue growth and a successful Series A. | | **Ascension Health** | *(Startup venture within one of the nation's largest non-profit health systems)*<br><br>Scope: CIO of an internal startup venture. Technology vision, strategy and execution, platform architecture, vendor evaluation, service delivery definition, and M&A assessment. Secured investment commitments from external partners based on the strength and maturity of the execution plan. | | **Health Startup — closed** | *(B2C chronic condition management startup focused on prescription fulfillment and patient information)*<br><br>Scope: engineering, operations, and product. Interim engineering and operational leadership during a period of financial recovery. Talent evaluation for exec leadership across engineering, ops, and product. Comprehensive product evaluation with recommendations for pivot and a supporting operational plan. | | **Health Startup — closed** | *(Home health startup offering in-home and telehealth visits to employer groups)*<br><br>Scope: engineering and product. Full technical and operational due diligence including tech stack, automation, integrations, and compliance. Led a Board-directed wind-down of the firm in a fully compliant manner, including EHR and data archival, ongoing vendor agreements, and customer communications. | | **Medica Health Plans** | *(Large MN-based regional payer — joined during spin-off from health system parent)*<br><br>Scope: all technology functions including IT strategy, infrastructure, operations, software development, business intelligence, PMO, security, and portals. Built a new IT department and complete technology infrastructure from the ground up to support a $2B payer spin-out — including staff, data center, data warehouse, network infrastructure, business systems, customer support, web portals, and disaster recovery. Grew the team from ~25 to 200+ with an annual technology budget of $150M. | > [!tip] Contact Scott > > [email](mailto:[email protected]) > >[linkedin](https://www.linkedin.com/in/scottbooher/)