5 Minutes with Sara Roberts: Interview Two of Three

Collingwood's Managing Director, Doug Mackay, recently sat down with HealthTech, Wellbeing, Longevity and IaaS entrepreneur, Sara Roberts to discuss her experience with early-stage team building and executive recruitment strategies.

Sara is a purpose-driven operator with 15+ years’ experience in scaling ventures across HealthTech, Wellbeing, Longevity, and IaaS. From Europe to Africa to the US, she has built and led businesses from the ground up, taking them from concept to £10m+ ARR, while delivering measurable impact and sustainable growth. External to this, Sara sits on the Advisory for the International WELL Building Institute, transforming health and well-being with our people first approach to buildings, organisations and communities.

Hiring in Health Tech - What Makes Great Talent Stick?

Doug: HealthTech operates at the crossroads of innovation and regulation, how does that complexity shape the kind of leaders and talent you need?

Sara: It means you can’t just hire disruptors, you need translators.

The best HealthTech leaders are those who can navigate regulated systems without losing the spark of innovation. They don’t just “move fast and break things”, they move thoughtfully, partner with regulators, and build systems that are ethical and scalable.

That dual fluency, in compliance and creativity, is rare. But it’s exactly what makes HealthTech such a powerful space for purpose-driven talent.

Doug: In your experience, what really attracts senior HealthTech executives, is it the mission/purpose, the market opportunity, or something else entirely?

Sara: I have a hugely biased response to this, as I firmly believe it starts with purpose, but it ends with the leadership.

Senior HealthTech executives are drawn to missions that matter. But they stay when the leadership is clear, courageous, and aligned. They want to know: Will I be empowered to do meaningful work, or stuck firefighting flawed systems?

The market opportunity helps. But what really seals the deal is a CEO who can articulate a bold vision and back it with real operational thinking.

Whilst mission may be the driving force, lived values are essential in creating a thriving environment.

Doug: Once you’ve hired top-tier talent, what do you do differently to keep them engaged and committed over time?

Sara: I treat them like co-builders, not just employees.

That means transparency around strategy, space for autonomy, and a genuine seat at the table. Top talent doesn't just want alignment, they want agency. So I focus on giving them clear KPIs and context. Direction and trust.

I also check in on their “why.” Especially in mission-led work, understanding what fuels someone helps you keep that flame burning.

Doug: How do you screen for candidates who can navigate both purpose-driven environments and the performance pressures of scaling a business?

Sara: I look for evidence of integrity under pressure.

Have they built in resource-constrained environments? Can they hold boundaries around ethics and drive commercial outcomes? Have they made hard calls that protected the mission, not just the margin?

CV’s will never tell you that. Stories do. So I always focus on drawing out their experiences when they’ve made decisions in grey areas, that’s where real alignment shows up.

Several years ago I transitioned to a values based interview approach and found that the alignment, onboarding and retention experience improved.

Doug: What advice would you give to executive recruiters who want to deeply understand the kind of talent HealthTech companies actually need beyond the job spec?

Sara: Ask the founder what keeps them up at night.

The job spec gives you the what. But the real insight lies in the why. What problem is this hire really solving? What dynamics already exist in the team? What tensions might they need to hold?

Approach any brief with a wide angle lens, is the suggested role the one that will really turn the dial. Could a different skills set, experience or role be recommended.

Also, know the sector, research, partners and industry dynamics. When you grasp the real-world complexity of HealthTech, you earn the right to be a strategic partner, not just a placement firm.

I would love to hear your own thoughts and experiences about what makes great talent stick in HealthTech?

This is a series of 3 interviews with Sara to help owners and entrepreneurs to build high performing teams. Find interview one here and interview three here.

If you're interested in working with Sara, contact her via email today.

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