Tony Burke

With more than 20 years of experience advancing healthcare innovation, partnerships, and commercialization, I bring a perspective shaped by leadership roles across health systems, industry, and the broader health ecosystem.

During my time at the American Hospital Association, I led innovation, product partnerships, and venture initiatives—working closely with health system executives while also serving as a strategic liaison to more than 300 companies. That experience gave me a deep, practical understanding of how hospitals actually make decisions—from CEO and CFO priorities to the operational realities faced by clinical and departmental leaders.  I also served on many AHA executive boards as well as managed my own board of hospitals leads for 15 years while at AHA.

Today, I bring that experience into my work as a Fractional Chief Growth Officer, allowing companies to tap into decades of healthcare leadership and market insight—without the cost, delay, or risk of a full-time executive hire.

What makes this model particularly effective is that I don’t work alone. Through Pivot, I bring in experienced health system leaders and healthcare strategists to provide real-time market perspective, helping companies align their solutions to how decisions are actually made and accelerating their path to adoption.

For me, fractional work is a deliberate choice shaped by decades of experience inside health systems, associations, and growth-stage companies. After years of operating within complex corporate environments, I saw firsthand how slow decision-making, internal politics, and rigid structures can limit both innovation and impact. Fractional leadership offers a different path—one where I can engage at critical moments, focus on what truly drives growth, and deliver meaningful results without being constrained by organizational inertia.

Fractional work is an exciting and motivating challenge for me, providing me the opportunity to step into a wide range of healthcare companies—each facing unique market dynamics, regulatory pressures, and growth challenges—and immediately apply my experience where it matters most. 

From digital health startups refining product–market fit to more established organizations struggling to accelerate revenue, every engagement presents a new problem to solve and a new opportunity to create value. That variety keeps the work energizing and sharpens my perspective on what actually works in today’s healthcare market.

Rather than being embedded in one company’s limitations, I thrive on bringing an outside-in view—combining strategic insight with hands-on execution. Fractional work allows me to stay close to the market, maintain a diverse portfolio of challenges, and deliver the kind of candid, high-impact guidance that companies often don’t get from within.