Healthcare technology leadership isn't a one-size-fits-all problem. The challenges facing a growth-stage telehealth company are different from those facing a PE-backed SaaS platform preparing for exit — and both are different from a large payer building net-new capabilities. These are the situations where fractional and interim CTO leadership tends to create the most value.
A buyer's-eye view, not a checklist. Platform architecture, SDLC maturity, technical debt, compliance posture, leadership assessment, and the platform's ability to support projected growth — over 20 engagements across healthcare and adjacent sectors.
Where the work compounds — building enterprise-grade trust while scaling platforms and organizations that weren't designed for their current demand. Selected fractional CTO, COO, and interim engagements at venture- and PE-backed digital health firms.
Built before growth exposes the gaps. Process maturity, governance, and cultural infrastructure that supports the next order of magnitude. Teams up to 200+, budgets up to $150M annually.
Architectural decisions made early have a long half-life. Newco development within large enterprises, product and strategic planning for venture-backed digital health, and architecture for firms navigating complex regulatory and stakeholder environments.
M&A, vendors, and the dependencies that follow. Strategic staffing and outsourcing, Newco development, BPO relationships, technology M&A evaluation, and go-to-market partnerships across enterprise and growth-stage organizations.
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Most engagements begin with a conversation. Here's how that typically works.