Meet the Norn team: Simon Checkley

January 30, 2025

Meet the Norn team: Simon Checkley

From leading multi-million-dollar portfolios at Johnson & Johnson and Stryker to founding six start-ups, Simon Checkley has built a career at the intersection of corporate leadership and healthcare innovation. Now, as a co-founder of Norn Ventures, he’s focused on bridging the funding gap for life sciences start-ups. In this interview, he shares insights on his journey, lessons learned, and the future of healthcare innovation.

Could you tell us about your journey from the corporate world to becoming a successful entrepreneur and co-founder of Norn Ventures?

My career started in the corporate world at Johnson & Johnson (J&J), where I held various sales and marketing positions, eventually moving to European marketing in Hamburg. After J&J, I joined Stryker, managing their spine portfolio for Europe, leading a team of 150 people and overseeing a $150 million budget. However, corporate life lost its appeal for me over time, which led to my transition into entrepreneurship. I ventured into start-ups, establishing The Regenerative Clinic—a stem cell-focused business—and then expanded into acquiring and managing hospitals, along with other healthcare-related businesses. Meeting Chris and Mindy, my Norn Ventures co-founders, felt like the perfect next step, as they, too, had significant entrepreneurial experience. Together, we saw a shared vision to connect healthcare innovators with funding and commercialisation pathways, leveraging each of our networks and industry backgrounds.

"Together, we saw a shared vision to connect healthcare innovators with funding and commercialisation pathways, leveraging each of our networks and industry backgrounds."

With a career that spans corporate leadership and start-up ventures, how have these experiences shaped your approach to innovation in healthcare and medical devices

Corporate roles provided a solid foundation—a “schooling” of sorts—in organisational best practices. It taught me to recognise what good governance and structured processes look like, which I’ve carried into the start-up world. However, I’ve found start-up environments far more dynamic and entrepreneurial, where you have to think on your feet and be more agile. There’s also the flexibility to innovate faster without the bureaucratic limitations often found in larger corporations. I enjoy the challenge of applying that corporate discipline to the more fluid environment of start-ups, allowing me to help companies achieve success through a blend of structure and creativity.

You held senior positions at both Johnson & Johnson and Stryker, including overseeing a $100m P&L. How did these roles prepare you for leading in the start-up world?

My time in corporate roles, especially managing a $100 million P&L, was invaluable in teaching me the operational and financial aspects of running large organisations. It showed me how to set realistic goals, manage large teams, and understand market dynamics—all essential skills in any business, large or small. However, start-ups demand an “all-hands-on-deck” approach. Unlike corporate settings with clearly defined roles, in start-ups, you might be doing everything from securing funding to handling day-to-day logistics. I learned to bring the same rigour from corporate roles to start-ups, which has been instrumental in driving growth and scaling new ventures.

What motivated your transition from the corporate sector to founding start-ups, and how did your experience with Series A funding and acquisition influence this decision?

I’ve always enjoyed fundraising and building relationships with investors, which are vital components of start-up success. The corporate sector was rewarding but felt limiting after a point, which led me to seek out new challenges. With start-ups, I not only had the chance to create something new but also learned that fundraising could be more than just securing capital—it’s about forming strategic partnerships. I seek out investors who offer more than funding, ideally with some link to healthcare or complementary expertise. This approach has been key in my own ventures and is something we bring to Norn Ventures as well.

You’ve founded six start-ups, what do you believe are the key factors that contributed to their success?

Hard work and resilience have been foundational. There are constant knockbacks, but success often hinges on never taking no for an answer and being willing to adapt and persevere. A critical factor is staying focused on the core mission rather than chasing revenue. When you focus on delivering exceptional service or patient care, the financial rewards typically follow. Building each of my start-ups with this purpose-driven approach has been crucial.

What were some of the biggest challenges you faced when transitioning from corporate environments to the more dynamic world of start-ups?

In the start-up world, everything becomes your responsibility, from big-picture strategy to day-to-day tasks. Unlike in corporate settings, where roles are clearly defined, start-ups require you to wear many hats. One minute you’re meeting with potential investors, and the next, you might be taking care of routine administrative tasks. This need to handle every aspect of the business can be challenging but also immensely rewarding, as it forces you to be both flexible and resourceful.

With medical device experience across many sectors, how do you see the current landscape evolving, and what areas are you looking to disrupt?

There’s a real opportunity to disrupt how care is delivered, particularly for the 90% of the population without private health insurance. We aim to offer a direct-to-consumer model, allowing patients to bypass traditional bottlenecks and access specialist care more easily. Similar to what I accomplished with The Regenerative Clinic, I’m interested in building solutions that enable patients to avoid costly, invasive procedures by focusing on alternative, more conservative treatments.

"I enjoy the challenge of applying that corporate discipline to the more fluid environment of start-ups, allowing me to help companies achieve success through a blend of structure and creativity."

As someone who has led both product distribution and service provision in healthcare, what do you think is essential for improving efficiency and patient outcomes in today’s health systems?

I believe giving patients greater control over their healthcare choices is key. The analogy I use is similar to the travel industry’s shift from travel agents to more self-service models. We’re seeing more patients who want to navigate their healthcare paths, picking and choosing services that best meet their needs rather than sticking strictly to traditional channels. By offering a range of choices, patients can avoid long NHS wait times and access quality care faster, ultimately leading to better outcomes.

What led you to co-found Norn Ventures, and what vision do you have for its impact on the life sciences and medical device sectors?

Norn Ventures emerged from our shared belief that there was a significant funding gap for promising start-ups seeking between £1 and £5 million but not yet EBITDA positive. We wanted to create a fund that would support exactly these types of companies, helping to bridge that “valley of death” that many start-ups face. With our experience and networks, our goal is to be the partner that provides not just capital but also strategic support, enabling these companies to scale quickly and make a meaningful impact.

How does Norn Ventures approach supporting start-ups, and what do you see as the most important criteria for success in life sciences innovation today?

We focus on start-ups that are in need of both financial backing and strategic guidance. For us, the sweet spot is a company with a well-developed technology, a clear pathway to market, and a product we believe we can help turn within three to five years. It’s not just about the financial investment; it’s about leveraging our networks and expertise to position these companies for a successful exit or further growth.

What excites you most about the future of healthcare and medical devices, and where do you think the most significant advancements will come from over the next decade?

The digitisation of healthcare, particularly patient records and diagnostic processes, excites me. I see AI playing a huge role in enhancing diagnostic accuracy, supporting doctors, and minimising errors. This, coupled with an expansion of private clinics offering affordable services outside of the NHS, is where we’re headed. This hybrid model could improve accessibility and efficiency, with AI technology and semi-private clinics working together to provide patients with faster, high-quality care.

What is the most rewarding project or milestone in your career, and how has it influenced your approach to building and investing in start-ups at Norn Ventures?

Norn Ventures is certainly the most rewarding project to date. Its potential to accelerate healthcare innovation and improve patient outcomes is what I’m most excited about. Our model—focused on combining expertise with funding—has proven effective in helping start-ups bring their products to market faster. It’s fulfilling to know that our work can significantly impact patients’ lives by enabling healthcare innovations to reach those in need sooner.

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.