Venture building in healthcare.

What this means in practice

Venture building, in my context, is not a label. It is the work of getting an early opportunity to a state where it can be tested, funded, or staffed. That work changes by setting.

For a corporate: securing internal sponsorship, scoping the wedge, protecting the venture from being absorbed into the parent business too early.

For a startup: tightening the thesis, sharpening the buyer logic, deciding which use case ships first.

For a research-led team: translating science into a commercial story sharp enough for a TTO, a clinical partner, or a founding team. Research to spin-off.

For a diagnostics company: building service, software, or new-category business around an existing portfolio. Diagnostics innovation.

Where it tends to fail

Healthcare ventures rarely fail because the idea is wrong. They fail at the layer above the idea: who the buyer actually is, who signs first, what evidence that buyer needs, which clinician adopts, which payer pays, which sponsor protects. That layer is what I work on.

Where this comes from

15+ years across Digital Health, MedTech, Diagnostics, and Life Sciences. Mandates with Roche Diagnostics, Bayer, BIOTRONIK, Thermo Fisher Scientific, BIH/Charité, Sandoz, Helios, Boehringer Ingelheim. Co-founded G4A / Grants4Apps with Bayer — the first digital health accelerator launched by a pharmaceutical company.

Common entry points

Sometimes the work starts before a company exists: an unmet need, an early concept, a research asset, or a corporate growth question. Sometimes it starts later: a pilot with no commercial path, a product with no clear buyer, or a venture with too many use cases in play. The throughline is the same: shape the thesis, narrow the wedge, and build a believable route into traction.