From Academia to Industry: Navigating the Role of Co-Founder and Chief Operating Officer (COO) in a Digital Health Startup

Amber Carmen Arroyo, PhD, with support from the Sleep SIG

Growing up in the Silicon Valley, technology was always part of my life. During graduate school, I became increasingly interested in integrating behavioral science with technology to optimize health outcomes. This curiosity fueled my exploration of alternative career paths in industry. In the Winter 2022 edition of Outlook, I co-authored an article entitled 'Launching a Career in the Private Sector of Digital Health.' Below, I share updated insights into my career path over the past two years and the evolution of my role in a startup focused on digital and behavioral health solutions for patients with sleep disorders.

I now serve as the Co-Founder and Chief Operating Officer (COO) of Somnea Health. Somnea’s goal is to help sleep medicine clinicians better support their patients in becoming adherent to sleep disorder treatments. We do this in two ways. First, we remotely monitor patients’ health and notify providers when we see that a treatment needs adjustment. Second, we provide certified sleep coaches who meet regularly with patients to overcome challenges in treatment and provide patient education, external accountability, and social support.

I joined Somnea as the company’s very first formal employee, tasked with designing behavior change interventions for patients with sleep apnea. As the company expanded, so did my responsibilities, eventually leading to my promotion to COO and official co-founder. Truthfully, in the past I did not realize that my training in behavioral science could prepare me for a COO role. However, I now realize that the skills I obtained during my graduate training are highly versatile. This article delves into the skills I employ daily as a COO and outlines how they are fostered in traditional behavioral science training and academic environments.

Leadership. Leadership skills are essential to guide a company’s operations effectively. This involves setting a clear vision, fostering a positive work culture, and motivating teams to pursue shared objectives. Similarly, in academia, Principal Investigators (PIs) guide teams of co-investigators and research assistants in developing and executing study protocols to collect data and test theory-based hypotheses.

Problem solving. In a fast-paced startup environment, a significant aspect of my role involves anticipating potential hurdles and devising effective solutions. For instance, when troubleshooting technical issues with our digital health platform, I must anticipate how enhancements to user experience could introduce unexpected complexities for sleep coaches and identify solutions that can be implemented quickly without disrupting operations. Similarly, when scientists are in the midst of data collection, unforeseen challenges often arise. Whether it is adjusting research protocols on the fly, troubleshooting data collection tools, or implementing contingency plans, effective problem-solving skills are essential for ensuring the integrity of the data collection process.

Wear many hats. Juggling multiple roles is commonplace at a small startup, where fully staffed teams are often a luxury. While I function primarily as the COO and head of behavioral science, I find myself extending support to various other areas where my formal training or experience may be limited. For instance, I contribute to managing our LinkedIn marketing strategy, utilizing graphic design tools, and crafting articles for provider education. Similarly, leading your own line of research necessitates wearing multiple hats—acting as the marketing department to recruit participants, assuming the role of a UX designer to craft participant-friendly materials, and serving as the purchasing department to procure data collection tools.

Analytical and strategic. As COO, I must be both analytical and strategic, constantly prioritizing projects, allocating resources, and identifying areas for improvement to achieve company goals. This involves making data-driven decisions, setting strategic direction, and optimizing operational efficiency. Similarly, in academia, researchers must prioritize projects, allocate funding, and identify areas for innovation to advance their field. Both roles require a keen analytical mindset and capacity for strategic thought to navigate complex challenges and drive success.

Effective communication. Communicating to diverse audiences is paramount for a company’s leadership. I must communicate across teams and with industry partners, patient advocacy groups, investors, clients, and patients, in a clear and easy to understand manner. Similarly, in academia, researchers must communicate with scientists, community members and leaders, participants, and mentees to disseminate findings and foster collaboration.

Evidence-based decision making. Analyzing operational and financial data such as referral rates, conversion rates to programs, and the number of completed billable events through insurance are all central aspects of my job. Balancing these metrics with expenditure is essential to ensure the company remains financially sustainable and can continue supporting patients effectively. Similarly, scientists utilize evidence from the peer-reviewed literature to inform intervention design decisions. By critically evaluating existing research findings, academics ensure that interventions are grounded in empirical evidence, contributing to the advancement of knowledge and the development of impactful solutions.

In conclusion, this journey underscores the adaptability of skills cultivated in traditional academia, demonstrating their relevance across diverse industry roles, including high-level leadership positions. While acknowledging the unique nuances of applied industry settings, it's evident that as academics, we possess a multifaceted skill set that extends beyond conventional clinical or scientific roles.