Eliza Adams, a Vice President at Oak HC/FT, joined the firm in 2020 and focuses on growth equity and early-stage venture opportunities in healthcare.
Prior to joining Oak HC/FT, Eliza was an Associate at Redpoint Ventures where she focused on early-growth stage investments across healthcare, enterprise, and fintech. Prior to that, Eliza was an Analyst in the Technology Investment Banking Division at Goldman Sachs.
Eliza received a Bachelor of Arts degree from Princeton University.
- Eating Recovery Center
- Firefly Health
- Infusion for Health
- Turning Point
- Unite US
- Vesta Healthcare
Growing up the youngest of four children taught me many lessons, both personal and professional: The power of independence and being a self-starter, the importance of being a team player, and to trust my gut and act on my decisions quickly (i.e. ask forgiveness, not permission). Oh, and that I will always be stuck in the middle-seat of the car.
When I work with our portfolio companies, I act as an extension of their team. Support manifests itself in many forms, whether it’s helping on fundraising, evaluating M&A opportunities, relentlessly reaching out to potential partners, and being a resource on more tactical projects. Our most important job as investors is not to find companies - it is to do whatever we can to ensure a company's long-term success and help preserve the founder’s peace of mind.
Scaling in healthcare can be a grind. The sales velocity and revenue ramps are fundamentally different from other sectors. Whether you're selling into providers, payers or pharma, you face hesitant buyers and long sales cycles. While there's no silver bullet, it is critical to have a specific, compelling ROI story. Perfect how your team measures and presents value back to customers, which may look different for various stakeholders within the same organization.
The next decade will increasingly strain the US healthcare system. A handful of factors are creating pressure on industry incumbents and next-gen providers alike: an aging population that increasingly skews polychronic, vast clinical labor shortages, wasted administrative spend ($1T and growing). In the face of these challenges, successful companies will build new care delivery platforms and transform the tech stack of traditional payers and health systems, thereby easing the staffing challenges and driving down the cost of care.