Dossier NOW/VN — Current Ventures
Dan's current work is concentrated in early-stage health and medtech ventures where commercialization is the missing piece: finding the first buyers, payers, and partners before a product has a long list of reference customers. He is involved in four efforts at different stages, in roles that range from commercial co-founder to business development lead.
These are early-stage efforts, and each entry below says plainly where things stand. The experience behind them — insurance, healthcare policy, and building ventures across borders — is documented under Earlier Work.
Dossier Summary
In Motion
Building the enterprise healthcare pipeline for an AI-enabled health engagement platform: opening conversations with payers, health systems, and employer-facing channels, and growing a network of referral partners who bring qualified introductions. The work is early and the pipeline is still being built; no contracts are announced.
Leading commercialization strategy for a digital health and medtech company. The go-to-market is centered on payers as the primary buyer, with rural hospitals and community health centers as access partners, and the work includes the commercial deck, product demo, and project plan that investors and partners will see. Current priorities are payer partnerships and customer letters of intent.
Signed on in September 2026 as commercial co-founder of a healthcare workforce-scheduling startup. Building the go-to-market from scratch: defining target segments among rural and multistate provider practices, working through provider associations and lunch-and-learn education channels, and setting up early product demos. The focus is first pilots.
Advising on the commercialization of an emerging medical device for clinical settings, including channel strategy and provider outreach.
What the Work Involves
Early-stage companies need someone to do the commercial work first and build the function around it afterward. That is the common thread across all four efforts.
Defining who the first buyer is, what they will pay for, and what proof they will need, before there is a team in place to execute it.
Building relationships with insurers, hospitals, and community health centers: the buyers and access partners early-stage health companies depend on.
Growing partner and association channels that bring warm introductions rather than cold outreach.
Reading regulation and public funding programs, including rural health initiatives, to decide where and how a product is sold. This draws directly on the legislative work under Earlier Work.
