Brenton Fargnoli, M.D.

🚨 MIDI HEALTH HITS $1 BILLION VALUATION 🚨 Midi Health has become the latest women’s health unicorn, reaching a $1 billion valuation following a $100 million Series D round led by Goodwater Capital💰. Founded by Joanna Strober, Midi began as a telehealth platform focused on menopause care and is now expanding into weight loss and branded supplements. Crucially, the ambition is clear: to build the biggest consumer brand in women’s health 🌍 For those of us in life sciences executive search, this moment matters 👇 It reflects a broader shift in the market: • Women’s health moving from underserved to investable at scale 📈 • Consumer-first healthcare brands becoming credible category leaders 🏆 • Founder-led vision shaping businesses built for long-term impact, not quick exits 🚀 Midi has now raised $250 million in total funding. Strober has been clear she is not looking to sell. Instead, she is focused on building something truly large and, in doing so, inspiring more women to build and lead ambitious companies ✨👩‍💼 As investors, boards and leadership teams look ahead, this is a powerful reminder that representation at the top shapes entire markets 💡 #WomensHealth #FemaleFounders #Leadership #LifeSciences #HealthTech #ConsumerHealth #ExecutiveSearch #WomenInLeadership #LuminaryGroup

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Mary Claire Haver, MD is betting on a unicorn. Today, the board-certified OB-GYN and menopause specialist joined Midi Health as 𝘊𝘩𝘪𝘦𝘧 𝘈𝘨𝘦𝘞𝘦𝘭𝘭 𝘖𝘧𝘧𝘪𝘤𝘦𝘳. Midi Health is the telehealth platform that recently surpassed a $1 billion valuation, reaching unicorn status in a space where women's health receives only 6% of private health care investments. Dr. Haver reaches millions of women primarily on social media, offering them advice, talking through her latest research, and providing guidance around menopause and hormone therapy. Her appointment comes as more prominent Gen X voices join growing companies as leaders and innovators. Read the full deep dive by Alexa Mikhail here: https://lnkd.in/eA7T8wJt

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OneImaging, a Miami-based startup rolling out a new radiology platform, has raised $38 million in Series A financing, the company announced Tuesday. Founded in 2022, OneImaging seeks to simplify radiology appointments for patients and providers, connecting them with a nationwide network of accredited centers. The company claims it can reduce radiology costs by up to 80%, also delivering transparent pricing and “seamless” reimbursement.

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Atlantic Health and K Health have launched PatientGPT, described as New Jersey's first AI-powered digital front door for patients. The tool is integrated with the health system's electronic health record and MyChart portal, so responses are based on a patient's own medical history rather than general search results. Patients can ask health questions in plain language, get guidance on the appropriate level of care, and be routed to a same-day virtual primary care appointment if needed. It's launching in beta and will roll out gradually across New Jersey over the coming months. K Health has built similar systems for Mass General Brigham, Mayo Clinic, and Northwell. The tool is positioned as a supplement to physician care, not a replacement. As with other clinical AI deployments, real-world adoption will depend on patient trust and measurable impact on access and outcomes — not the initial announcement. #DigitalHealth #PatientExperience #HealthcareAI #AccessToCare https://lnkd.in/guSUmKGx

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Healthcare investing continues to evolve. Pitchbook's recent H1 2025 report shows PE consolidating strength while VC splits between life sciences and healthtech. It seems AI-driven, capital-light models are leading the next wave. A good breakdown of where investor momentum is shifting is on our blog: https://lnkd.in/g_spkr2V #HealthcareInvesting #PrivateEquity #VentureCapital #Healthtech #DigitalHealth #LifeSciences #HealthcareInnovation #AIinHealthcare

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The Ethics of Profit in Healthcare Private Equity Can profit and patient care truly coexist? The Profit Paradox Most private equity-backed healthcare ventures follow this pattern: - Secure substantial capital - Promise aggressive returns - Scale rapidly across markets - Optimize for financial metrics - Watch patient outcomes become secondary - Wonder why trust erodes Here's what I've learned building Health1 from a 20-bed neuroscience facility to a 600-bed multi-specialty network: 1. The Return Timeline Trap → Investors expect 3-5 year exit horizons → Clinical excellence requires decades-long commitment → Short-term financial optimization kills long-term quality → The tension becomes impossible to reconcile 2. The Metrics Mismatch → Financial dashboards track EBITDA margins → Clinical dashboards track patient outcomes → When these diverge, which one wins? 3. The Resource Allocation Dilemma → Capital flows toward revenue-generating departments → Essential but less profitable services get deprioritized → Clinical excellence suffers silently 4. The Standardization Pressure → Investors demand operational efficiency → Protocols become cost-cutting exercises → Medicine becomes assembly-line production Sustainable healthcare is about: - Long-term value creation through quality - Aligning financial returns with health outcomes - Building trust that compounds over decades The uncomfortable truth? Most private equity models force a choice between: - Delivering investor returns & compromising care - Maintaining clinical standards & disappointing stakeholders Build your investment thesis around these 3 principles: 1) Clinical Excellence as Financial Strategy → Superior outcomes drive patient loyalty → Quality reduces costly complications → Reputation becomes competitive moat → Long-term profitability follows naturally 2) Transparent Governance Layer → Clinical leadership holds veto power → Patient outcome metrics alongside financial KPIs → Zero tolerance for quality compromise 3) Patient-Centric Capital Allocation → Invest in preventive care infrastructure → Build systems that serve patients first At Health1, we have embedded this philosophy in our DNA. When we expanded from Neuro1 to a comprehensive multi-specialty ecosystem, we refused capital that demanded compromises on clinical standards. We understood that patient outcomes and financial returns aren't opposing forces—they're interdependent. The harsh reality? Most healthcare private equity suffocates clinical excellence in pursuit of quarterly targets. Health outcomes or financial returns? Ask instead: How do we structure capital deployment so that superior health outcomes become the primary driver of financial returns? What's your experience with balancing financial and clinical priorities in healthcare? Share below 👇 #HealthcareEthics #PrivateEquity #ClinicalExcellence #HealthcareLeadership #PatientFirst

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It took SeamlessMD 10+ years to reach scale as a Health Tech company. Here were the 3 HARDEST things we had to learn along the way: 𝟭/ 𝗬𝗼𝘂 𝗰𝗮𝗻 𝗴𝗮𝗶𝗻 𝗮𝗻𝗱 𝗹𝗼𝘀𝗲 𝗽𝗿𝗼𝗱𝘂𝗰𝘁-𝗺𝗮𝗿𝗸𝗲𝘁 𝗳𝗶𝘁. 𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗰𝗼𝗻𝘀𝘁𝗮𝗻𝘁𝗹𝘆 𝗿𝗲𝗶𝗻𝘃𝗲𝗻𝘁 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆’𝘀 𝗽𝗿𝗼𝗱𝘂𝗰𝘁, 𝗴𝗼-𝘁𝗼-𝗺𝗮𝗿𝗸𝗲𝘁 𝗮𝗻𝗱 𝗺𝗼𝗿𝗲. Pre-COVID it was all about having the strongest clinical evidence and getting bottom up, physician champion buy-in -no one else in the org really cared to own our product. Post-COVID, it was all about aligning with CMIOs/CIOs/Digital/Operational Execs. On the one hand, that gave us a path to system-wide scale. On the other hand, it led to increased competition, making the product stand out more beyond industry-best clinical evidence and more complex sales cycles. I remember telling our investors back in 2021 it “felt” like this transition from bottom-up to top-down adoption was happening, but navigating it was a whole other experience. 𝟮/ 𝗛𝗲𝗮𝗹𝘁𝗵 𝗧𝗲𝗰𝗵 𝗶𝘀 𝗮 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝗴𝗮𝗺𝗲 𝗯𝗮𝘀𝗲𝗱 𝗼𝗻 𝗹𝗼𝗻𝗴-𝘁𝗲𝗿𝗺 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀. 𝗡𝗼 𝘀𝗵𝗼𝗿𝘁𝗰𝘂𝘁𝘀. 𝗝𝘂𝘀𝘁 𝘀𝗵𝗼𝘄𝗶𝗻𝗴 𝘂𝗽 𝗲𝘃𝗲𝗿𝘆 𝗱𝗮𝘆 𝗮𝗻𝗱 𝗹𝗲𝘁𝘁𝗶𝗻𝗴 𝘀𝗺𝗮𝗹𝗹 𝘄𝗶𝗻𝘀 𝗰𝗼𝗺𝗽𝗼𝘂𝗻𝗱. Innovators get frustrated early on in the startup journey - many folks will take meetings with you because they are truly excited by your vision - but the complexity and low-margin environment of healthcare mean that most of those meetings won’t go anywhere… yet. Yet many times we’ve secured new health system partnerships based on individual relationships started many, many years before. If we had given up earlier, those partnerships would never have happened. 𝟯/ 𝗡𝗼 𝗼𝗻𝗲 𝗯𝗲𝗹𝗶𝗲𝘃𝗲𝘀 𝘄𝗵𝗮𝘁 𝘁𝗵𝗲 𝗰𝗼𝗺𝗽𝗮𝗻𝘆 𝘀𝗮𝘆𝘀. 𝗧𝗵𝗲 𝗼𝗻𝗹𝘆 𝘄𝗼𝗿𝗱 𝘁𝗵𝗮𝘁’𝘀 𝘁𝗿𝘂𝗹𝘆 𝘁𝗿𝘂𝘀𝘁𝗲𝗱 𝗶𝘀 𝘁𝗵𝗮𝘁 𝗼𝗳 𝗼𝘁𝗵𝗲𝗿 𝗵𝗲𝗮𝗹𝘁𝗵 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 - 𝘀𝗼 𝗳𝗼𝗰𝘂𝘀 𝗼𝗻 𝗺𝗮𝗸𝗶𝗻𝗴 𝗵𝗲𝗮𝗹𝘁𝗵 𝘀𝘆𝘀𝘁𝗲𝗺𝘀 𝘀𝘂𝗰𝗰𝗲𝘀𝘀𝗳𝘂𝗹. Early on I thought my job was to be the biggest mouthpiece for the company - get on every stage possible to preach the vision and success of the company - I mean, isn’t that what happened in every other tech industry? In Healthcare, it’s the complete opposite - vendors on stage are distrusted. Evidence they share is picked apart, even if it’s evidence developed independently by reputable healthcare organizations. The most powerful marketing occurs when your health system customers, on their own, present, publish and share their success with you. And the best way to make that happen is to focus on making them successful. The challenge? This takes TIME - often a year or two or more - if ever. *** Reflecting on these, the common themes are Resilience and Patience. There’s no secret formula. No magic framework. It’s simply caring about solving the problem more than anyone else, and having the fortune of finding brilliant teammates who care just as much.

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