About Building Blocks
Most of the companies I work with come to me in one of two situations: either they're about to start a critical search and want to get it right the first time, or they've been running one for months and it's stalled. The reason is usually the same — the hiring team never actually agreed on what they were looking for.
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I fix that before the search starts. It's uncomfortable work. It surfaces disagreements nobody wanted to name. But it's why my searches close in 45-60 days instead of dragging for six months.
92% completion. 95% retention. 150+ searches.
I work with PE Operating Partners, VC Talent Partners, and CEOs at Series A through C companies. I run a limited number of searches at a time. Every one is led by me personally — no handoffs, no junior associates.
Troy Frank | Managing Principal
I've spent 25 years in health tech and life sciences. Not as a generalist who dabbles in healthcare — as someone who's been inside this ecosystem long enough to know who's where, what's real, and what actually transfers across markets.
I place senior leaders at growth-stage companies serving payors, providers, and life sciences organizations. VP and SVP-level. The roles where execution strategy gets built and where a wrong hire costs you a year, not just a fee.
Markets I Know
Health tech and life sciences is broad. Here's where I go deep:
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Technology and platforms selling to health plans and payor organizations
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Digital health, care enablement, and software selling to hospital systems and provider groups
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Pharma/biotech services, RWD/RWE analytics, clinical trial platforms, and life sciences intelligence tools
I understand where these markets overlap, what skills transfer between them, and where a hire that looks great on paper will flame out in practice. Horizontal search firms miss these nuances. I don't.
Who this is for
We work directly with CEOs at growth-stage health tech and life sciences companies, typically Series A through Series C, where senior hires shape execution and trajectory.
We also support private equity Operating Partners and VC Talent Partners who bring us into portfolio companies when leadership risk requires deliberate management.
Typical engagements involve VP and SVP-level heads of function across go-to-market, product, clinical, analytics, and market access.
This is not C-suite placement and not junior hiring. It’s the layer where execution strategy gets built.
What it looks like in practice
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.