Could you share your journey on what led you to co-found Norn Ventures? What excited you about this opportunity?
Sure! I’m a displaced American who has spent more of my life abroad than in the States, which wasn’t part of a grand plan but more about following opportunities. After graduating from university, I moved to Chicago, and not long after, I relocated to Hong Kong, where I worked for a boutique consultancy. During my time there, I had the opportunity to work with some prestigious companies, helping to shape their strategies. From there, I transitioned to London in the mid-90s, where I became involved in a tech-driven project for the World Insurance Network, and that’s how I really started diving into the health and insurance sector.
Over the years, I’ve worked with global players like Aon, Mercer, and various startups. Each of these experiences helped me understand the significant opportunities and challenges in health, insurance, and technology. Eventually, after serving in various advisory roles and seeing how startups struggle with scaling and accessing the right networks, I met my co-founders, and we formed Norn Ventures to help solve those challenges. We’re not just providing capital; we’re actively engaged in the growth process of these businesses, leveraging our deep networks and expertise.
"We’re not just providing capital; we’re actively engaged in the growth process of these businesses, leveraging our deep networks and expertise."
And the leadership positions you’ve held—how did these roles prepare you for co-founding Norn Ventures?
I’ve worked in both large corporations, like Aon and Mercer, and entrepreneurial startups. What I found is that while Fortune 500 companies offer stability, structure, and vast resources, they also suffer from bureaucracy and a slow-moving pace, which can stifle innovation. On the other hand, startups are nimble and disruptive, but they often lack the resources and connections to scale effectively.
At Norn Ventures, we’re blending the best of both worlds. We provide the structure and resources that a large corporation would offer, but with the agility and innovative mindset of a start-up. This approach allows us to help companies grow quickly while navigating the challenges that come with scaling.
You specialise in the fusion of health, insurance, and technology. How do you see these sectors evolving together, and what are the key challenges and opportunities in this space?
The fusion of these sectors is already happening, but I believe we’re only scratching the surface. In the UK, the challenges are different from those in the U.S. due to the presence of the NHS. The NHS is under immense pressure, with long waiting lists and limited funding, which has led to more collaboration between the private and public sectors. There’s also a growing appetite for private health insurance, driven by the strain on the NHS.
In the U.S., private healthcare dominates, and technology is enabling companies to provide more personalised and efficient healthcare services. One of the key challenges in both markets is scaling innovative technologies, particularly within a system as complex as the NHS. However, with the right partnerships and strategies, we see massive opportunities in bringing innovative health tech solutions into mainstream healthcare. At Norn, we’re uniquely positioned to help companies bridge the gap between innovation and commercialisation.
You’ve lived and worked in many countries. How has your international experience shaped your approach to business, especially in the health tech and insurance sectors?
There are significant differences. In the U.S., healthcare is predominantly driven by private insurers and employers, who are focused on keeping employees healthy and at work. In the UK, the NHS plays a central role, which creates different challenges, especially given the underfunding issues the system faces. In Asia, particularly in markets like Hong Kong, there’s a mix of public and private healthcare, and the emphasis is often on efficiency and speed of delivery.
For businesses looking to scale globally, it’s important to understand these nuances. You can’t take a one-size-fits-all approach. The key is to adapt to the regulatory environments and market demands in each region. This is something we’ve been able to help our portfolio companies navigate.
As someone who has advised many health tech startups, what do you think is critical for early-stage companies to succeed?
Connections are critical, but it’s not just about knowing people, it’s about having the right insights and experience to know what to do with those connections. Often, people think about strategy in isolation, but in my experience, tactics dictate strategy. You need to understand the decision-making process within healthcare organisations and have the operational experience to navigate challenges.
For early-stage companies, having access to the right networks—whether it’s for clinical trials, commercialisation, or partnerships—is essential. On top of that, they need to have a clear product-market fit and a compelling value proposition that speaks to the pain points in the healthcare sector. At Norn, we provide that combination of strategic insight and access to our network to help startups succeed.
Can you share an example of a project or partnership that made a significant impact?
One example is my work with Expert 24. We helped shift their approach by embedding wraparound technologies, transforming them into a digital triage tool for primary care. This led to early-stage pilots with Care UK and a large provider supporting 111 services in London. It was a game-changer because we not only understood their core technology but also identified adjacent technologies that could enhance it. Our ability to commercialise it through key contacts made a real impact. Another case is with Fruitful Insights, where we connected them with a partner that brought the necessary skills to bring their idea to life.
Another example would be our work with GetMet, an innovative orthopaedic technology. We were able to bring the technology into our network, partner with hospitals, and push it toward commercialisation.
What are some key strategies you’ve employed to drive transformation in both startups and large organisations?
It’s about understanding where the bottlenecks are and having the experience to remove them. In large organisations, it’s often bureaucracy that slows things down, whereas in startups, it’s a lack of resources or connections. In both cases, transformation starts with clear decision-making and an actionable plan.
For example, in startups, you need to be incredibly tactical. It’s about understanding where the company is positioned and where it can quickly make the most impact. In larger organisations, transformation often involves changing the culture, processes, or operational systems to enable innovation to thrive. That’s a skill I’ve honed through years of working in both worlds.
"Whether it’s in the UK or globally, we have the contacts and partnerships in place to help businesses get their products to market effectively."
What role do you see Norn Ventures playing in shaping the future of health tech, and how does the firm support companies looking to innovate in this space?
One of the key ways we add value is by helping companies prioritise what’s most important. In the early stages of development, it’s easy to get caught up in the complexity, but focusing on the right areas is critical. Then, of course, there’s the element of commercialisation. It’s about understanding price points, competition, and what makes your product unique. Why are you different, and how do you back that up?
There’s an entire ecosystem out there, and companies need to be aware of that and know how to navigate it. At Norn, we’re structured to help them do just that. We have three core initiatives that underpin our support. First, we’re raising funds, making sure there’s capital available for companies that fit within our wheelhouse. We focus on innovative technologies in the life sciences, often related to medicines or laboratory diagnostics, as well as health tech solutions aimed at improving operational efficiency or generating data insights.
Beyond funding, we accelerate growth by working closely with management teams, providing insight, innovation, and our extensive network of connections. We help them understand the market landscape, refine their strategy, and connect with the right people. Lastly, we offer distribution support—whether it’s in the UK or globally, we have the contacts and partnerships in place to help businesses get their products to market effectively.
Norn Ventures has a distinctive model compared to other venture capital firms. Could you elaborate on how owning a private hospital gives you a competitive edge?
I think what really sets Norn Ventures apart is that we’re not just providing capital—we’re actively driving commercialisation. By owning a private hospital, we can introduce innovative technologies directly into clinical trials and early-stage commercialisation. It’s about putting our money where our mouth is, and I truly don’t know any other VC doing this.
The hospital gives us the ability to take these technologies and accelerate their path to market, ensuring they have real-world impact. Combined with the networks and expertise that Simon, Chris, and I bring, we offer startups something truly unique: the ability to turbocharge their growth through not only funding but connections and real-world validation.
What trends or innovations in health and technology are you most excited about, and how do you think they will impact businesses and consumers over the next decade?
I’m particularly fascinated by developments in longevity. Maybe it’s because of the age I’m at, or seeing how things have impacted my own family, like my mother’s dementia. There’s a mix of hereditary and lifestyle factors involved, but what excites me most is the rise of regenerative medicines and biologics that are not only extending life but also addressing major issues like immune system disorders.
From a trend perspective, we’re seeing incredible progress in technologies that prevent or delay the need for invasive procedures. It may seem counterintuitive, especially in healthcare systems that are often paid by activity, but innovations that allow us to avoid or delay surgery are game-changing. For example, you might not need to cut someone open as often, but instead use advanced treatments to prolong their health.
Diagnostics also play a big role here. Most people are diagnosed and receive follow-up care in a hospital setting, so there’s a lot of potential in how we can integrate new technologies into that process. These are the areas that really interest us at Norn—exploring how we can use these innovations to support and extend people’s lives, while also reshaping traditional healthcare pathways.
If you’d like to connect with our team and learn more about how we can support your life science venture, we’re here to help you thrive. Whether you’re exploring investment opportunities, seeking expert guidance on navigating the UK, European, and North American markets, or simply have questions about our services, we’d love to hear from you. Reach out today to discover how Norn Ventures can help bring your innovations to life.