Leadership hiring when the cost of getting it wrong is measured in months, not resumes
Growth-stage health tech and life sciences companies don’t fail searches because of access.
They fail when ownership fragments, specs drift, and real market signal arrives too late.
Building Blocks provides senior-led leadership hiring for companies where execution, domain judgment, and accountability matter more than volume.
Every search is owned end to end by a single operator with deep experience across health data, analytics, and commercialization—so decisions are made early, course corrections happen in real time, and outcomes are predictable.
Why leadership searches stall—even when the talent is there
Most searches don't fail because of access. They fail because too many people are involved and nobody owns the decision.
One group writes the spec. Another runs the search. Someone else lives with the outcome. The spec drifts, feedback loops are slow, and the process moves without the decision ever getting made.
It's not unusual. It's just what happens when hiring is treated as a handoff instead of a decision.
I do it differently. One operator. Start to finish. Domain judgment, market signal, and accountability in the same loop.
What changes when one person owns the decision
Troy Frank | Managing Principal
25 years across health tech and life sciences. 150+ leadership searches. I work with growth-stage CEOs, PE operating partners, and VC talent leaders on the hires that shape what happens next.
92% completion rate
95% retention rate
45–60 days to offer
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Typical retained fees: $50K–$75K
Who this is for
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Private equity and venture-backed companies
Operating partners and talent partners bring me into portfolio companies when a leadership hire needs to be managed deliberately, not delegated.
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Company leadership
CEOs at growth-stage health tech and life sciences companies — typically Series A through C — where the next senior hire shapes execution and trajectory.
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Most searches are VP and SVP-level heads of function across commercial, product, clinical, analytics, and market access. The layer where execution strategy gets built.
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When the decision model is tested
These are examples of leadership decisions made under real constraints.
PE-backed life sciences company | SVP Global Sales
We needed to rebuild our sales organization post-acquisition—moving from a relationship-driven EU model to a high-velocity U.S. enterprise motion. The real risk was hiring someone who looked right on paper but couldn’t execute the shift.
Troy pressure-tested what would actually transfer and placed our SVP in 10 weeks. That hire led the commercial transformation and we completed the rebuild on schedule.
— CCO, PE-backed life sciences company
Series C RWD analytics company | Principal Data Scientist
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We didn’t have a job description. We had a problem. The role needed deep oncology expertise, real coding ability, and the credibility to work directly with C-suite customers.
Troy helped us define what the role needed to be before going to market. The first hire became the template for our customer success science team.
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— VP, Data Products, Series C analytics company
PE-backed digital health platform | VP Product (M&A Integration)
We were merging a consumer health asset with a B2B analytics platform—two completely different business models. The risk was hiring someone strong in one who couldn’t bridge both.
Troy found a leader who unified product strategy across the portfolio. They built the team, delivered the integrated roadmap, and positioned us for the next market shift.