Nathan Sigworth
CCX, Founder & CEO
Career Highlights
At PharmaSecure, working with industry and governments to create and implement pharmaceutical packaging standards to reduce counterfeiting in collaboration with the governments of Nigeria and India, Interpol, and the pharmaceutical industry
At CCX, leading the company and team through challenging liquidity issues through a combination of customer pre-payment, careful cash management, and small dollar investments for the difference. With the company un-killable, I was able to raise money from a position of relative strength and we're now on track for exciting growth funded by some great VCs
At Veracross, discovering that there was a massive payment processing business hiding inside a small SaaS business and led the effort to aggregate the billions of dollars in payments our clients were transacting on our platform and capture a portion of this while reducing client fees
Being there for my family and learning to not bring my stressful work home
FailuresMissed ideal opportunities to sell PharmaSecure early by focusing on business operations alone rather than being known to the people at the companies who were making build-or-buy decisions
Combining impact and financial investors with significantly differing goals on the board at PharmaSecure in such a way that limited our ability to execute on either constituent's objectives well
Co-founder issues at CCX I wish I should have foreseen, but super grateful for a fantastic board to help me navigate these
Current focusBuilding the tech stack for pharma market access with an awesome and growing team and capital from some amazing investors
Moving from Switzerland to the US (Washington DC)
Raising three wonderful kids -- Mia, Luciana, and Sebastian -- with my wife Kim who has put up with all the uncertainty of building startups the last 10 years
Hobbies
Sailing, Parenting, Cars, Airplanes, Cycling, Travel
Talk to me about
Navigating co-founder and board dynamics (and lessons learned!)
The playbook for startup life-support and getting back to growth -- if the startup truly deserves to survive
Navigating down-rounds -- I've been part of a few both successful and not so successful
I want to talk to you about
Identifying and hiring great people
Early B2B SaaS metrics -- what's worth tracking and what's actually worth managing to?
