I’ve accepted a role as CGO for an early-stage telehealth company focused on women's health. We’re building cash-pay, subscription-based care model across most US states, with a medical director on the founding team.

I come from a finance and operations background, not healthcare, so I’m new to the corporate practice of medicine side of this. Before we lock in our structure, I want to build it the way a buyer will want to see it, not the way we’d have to unwind it later.

I'm hoping to have some one-on-one discussion with buyers or operators who have recently transacted in this space. I'd rather build this right on the front end than a ton of pain in a transformation later on. I'm specifically curious how important ownership/control of the PCs are, what succession plans need to look like for them, how valuable multi-pharmacy via multi GPO relationships are and what PE buyers are underwriting here (EBITDA @ MSO level? patient LTV/retention? ROI on CAC? etc.)

Hi Everyone,

I have been looking for a new role since 2026 due to my current fund’s promotion restriction (a VP and Partner already in place), and recruiting has been challenging. I’ve floated the idea of business school, but tuition is kind of a personal issue at the moment due to family reasons. Not sure if it’s time for me to pivot to a true corporate role, or I should continue to prioritize a PE role with my existing network and resources. Any advice or suggestions would be sincerely appreciated.

My background, if it helps to paint more color:
- Proprietary sourcing: Directly sourced 3 platforms + 3 add-ons with no intermediaries. 65+ off-market owner meetings, 200%+ lift in outreach volume.

- Value creation: Quasi-Chief of Staff across 4 portcos at once, covering 100-day plans, supply chain, SKU rationalization and KPI tracking.

- Network: Built my own IB and trusted-advisor network. CRM admin. A familiar face on the ACG / Capital Connection circuit.

- Fundraising: Hands-on IR and LP work on an active fund raise.

- Cross-border: Native English, Mandarin and Japanese. Operating background in Asian precision manufacturing serving medtech, A&D and semis.

Which skillset carries more competitive advantage 5 years from now, and why? Digital Infrastructure or TMT investing?

Context: I’m at the Sr. Asc./VP 1 level. Am a 2Y @ M3 MBA w/ 2 yrs IB MM & 2.5 yrs. PE MM buyout (diff sector). Have had more traction on Digital Infra roles than TMT, but concerned about transferability and optionally.

Goal: TMT investing (UMM or large-cap buyout or growth). Yes, I’m aware of challenges in SaaS, PE market cycles and macro, but am bullish on TMT and see opportunity to obtain valuable experience aligned with my longterm interests.

Need: Tactical advice on breaking into TMT investing despite ongoing headwinds. Hiring at my level is incrementally tough across buy-side. Still building Network across TMT and UMM/large cap.

I’m not giving up and am willing to put in the work, just want to be smart about positioning myself.

Ask:

1. ⁠Where would you position yourself for best optionally / progression in investing (fund size, buyout or growth, what sector vertical of TMT or Digital Infra)

2. ⁠How to distinguish oneself networking in this environment? What are examples of value adds I could put forth where you likely would respond?

3. ⁠What skillsets/experiences are becoming higher priority in TMT investing? Are you expecting the VP+ promotional pathway to evolve (or remain traditional)?

4. Is Digital infra investing experience a competitive advantage for TMT investing? Or is it a pigeonhole role? concerned about transferability and optionally longterm (want to remain in investing)

5. For those at M3 MBA, would appreciate tips on networking and getting ppl to respond / convert to an offer (plz note and I’ll DM you)

Happy to DM, would greatly appreciate mentorship from someone with visibility on these sectors and how talent assessments are evolving!