“Strategic planning is the continuous process of making present entrepreneurial (risk-taking) decisions systematically and with the greatest knowledge of their futurity…” In the mergers and acquisitions world in which we live, there is a longstanding syllogism among some that the best predictor of future behavior is past behavior. This philosophy is not limited to those in m&a. In “The Tempest” Shakespeare has a character remark that “what’s past is prologue”, and we know many people who subscribe to that theory when evaluating business opportunities. We, however, prefer to rely on Peter Drucker – who once said “strategic planning is the…
The first half of 2016 was the strongest on record for digital health companies. According to StartUp Health, there was nearly $4 billion invested in over 150 early stage deals. For 1H16, the top digital health investment category was patient/consumer experience at $958 million, or nearly 25% of invested capital. StartUp Health notes that over 7,600 startups around the world are working on digital health. And that’s just the startups.
We love to advise companies with high levels of recurring revenue, robust renewal rates and strong potential for profit. In many cases, this describes companies that deliver solutions through a centrally hosted Software as a Service (SaaS) model. Many founders and entrepreneurs believe that a pure SaaS model is one of the best ways to quickly create value. Sometimes that’s true; sometimes it’s a solution looking for a problem.
Nearly every day we meet entrepreneurs who have developed or enhanced technology that is designed to improve the efficiency and effectiveness of healthcare. Whether it is technology to better diagnose problems, manage treatments, monitor progress, coordinate patient care, communicate among and between patients, providers and payers, or designed to solve any of a dozen other real world problems, a common complaint is the slow rate of adoption.