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Women on Top in Tech – Grace Park, Co-Founder/President at DocDoc



(Women on Top in Tech is a series about Women Founders, CEOs, and Leaders in technology. It aims to amplify and bring to the fore diversity in leadership in technology.)

Here is my interview with Grace Park, Co-Founder and President at DocDoc. Grace Park is a professional with +19 years of experience, 12 of which have been spent in the Asia Pacific region leading pharmaceutical, medical device and digital health companies. She began her career as a Military Intelligence Officer after graduating with Honors from the US Military Academy at West Point and held various posts over her five years of military service. She left the Army with the rank of Captain. Grace has dual degrees from Harvard Business School and Harvard’s Kennedy School of Government.


What makes you do what you do?

“From pain, comes purpose.” This saying rings true to DocDoc’s mission. When the head liver surgeon at a respectable hospital in Singapore broke the news that our ‘healthy’ 3-month old daughter needed to be admitted to the hospital immediately for surgery because her liver was failing, my husband, Cole Sirucek, and I had so many questions. How many times did he do a liver transplant? How much will it cost? What were his outcomes? The doctor was visibly uncomfortable to answer any of these questions. My instinct – and having +10 years of experience of working closely with doctors from the pharmaceutical and medical device sectors – led me to believe that he was not the right doctor for our daughter. Our search for the right doctor began. We found a liver surgeon who is one of the pioneers of live liver transplants, and he had the highest volume worldwide as he did thousands of these procedures over decades. Plus, he was 40% less expensive than what the first surgeon was quoting us!

We had turned around from having the worst customer experience at a most vulnerable time in finding the right doctor. What we do at DocDoc is to help other patients in the doctor discovery process by providing meaningful data points so that they can make informed decisions.

How did you rise in the industry you are in?

I started on the corporate side of healthcare with my CEO of a top 10 global pharmaceutical company as a sponsor. He was a former military officer and hired me as a Marketing Manager. Unlike many others, he translated my five years of service as a military officer after graduating from the United States Military Academy at West Point as valuable operational experience to contribute and lead in his organization. That belief in me was incredibly motivating and kept me focused and disciplined throughout the years. In looking back, there are so many factors that contributed to my journey from Marketing Manager to Managing Director.

The short list would include:
1) Being in a sector in which there are tremendous opportunities to make a significant impact.
2) Working with talented colleagues to create high performing teams.
3) Aiming to set the example of never giving up.

Why did you take on this role/start this startup especially since this is perhaps a stretch or challenge for you? (or viewed as one since you are not the usual leadership demographics)

Firstly, I would say that there is no “usual” entrepreneur. The virtue of entrepreneurship is that anybody is welcomed to try.

The lack of transparency in healthcare is not a local issue but a universal problem. The world needed a solution and Cole, as DocDoc’s other co-founder, and I found us at a place and time to make it happen as he has a background in technology investments and I have a background in healthcare.

We could have just waited for someone else to do something about this problem. We were asking ourselves the questions, “If not now, when? If not us, who?”

Do you have a mentor that you look up to in your industries or did you look for one or how did that work?

There are many mentors whom I’ve had a wonderful opportunity to learn from throughout my professional life.

One of note is Bob McDonald, who was the Chairman and CEO of Proctor & Gamble. He most recently served as President Obama’s Secretary of Veterans Affairs, which arguably manages the world’s largest health system.

How did you make a match and how did you end up being mentored by him?

We met in Singapore several years ago as he served on the Singapore International Advisory Council.

There is some luck to it – being at the right place at the right time. Once there, it is about having the courage to speak to such a luminary!

We seem to have some commonalities that connected us: a belief in God which shapes our values; a personal mission to develop as leaders of character; and a hope to use our talents to the fullest to make a significant and positive impact in our societies. It’s been wonderful to call Bob a friend and a mentor.

Now as a leader how do you spot, develop, keep, grow and support your talent?

There are many articles and books about each of these skill sets but I believe that the principles that I learned as a young 21-year-old platoon leader has applied well when I led teams in my corporate role and continues to do so in the start-up realm. As a leader, it is important to understand what makes your employees tick and what are their aspirations and to develop plans on how you can help them reach their goals.

Do you consciously or unconsciously support diversity and why?

I support diversity and thankfully without requiring a quota, DocDoc is evenly split between male and female employees based on merit. We are present in multiple countries throughout Asia so by default, we are diverse based not only on gender but also on many other dimensions. Healthcare is an attractive sector for women so it is wonderful to have a sizeable talent pool.

What is your take on what it takes to be a great leader in your industry and as a general rule of thumb?

Distilling down to the top three, firstly it is about servant leadership. The leader’s primary role is to serve others – customers, employees, and any other stakeholders. The converse to this are those with overinflated egos and from what I’ve seen first-hand, they tend to blow up. Secondly, the great ones have more courage than fear in taking big risks especially in an industry that is highly entrenched in traditional and conservative ways. It does take guts to challenge the powerful groups that have kept the sector opaque and allergic to any transparency. Lastly, the digital health start-up world is equivalent to the “ultra” in ultramarathons so perseverance matters. Believe in your purpose, your team, and your good self.

Advice for others?

My belief is that when you fall in love with a mission that is far greater than yourself, you tap into a deeper, more profound source of motivation. There you will find what is worth fighting for!

To learn more about DocDoc, please see

I am a huge fan and cheerleader of Women Leaders — If you know of an AMAZING Woman Founder, CEO, Leader in Tech or you are one yourself — Write me here.
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Lessons Learnt from The Lean Startup



The Lean Startup book authored by Eric Ries has been sitting on my shelf for quite sometime now, so since I am currently contributing to the making of a startup I figured I’ll take a look into it.

The book is divided into 3 parts, after reading the first two I had my mind blown with the pragmatic and scientific approach to building startups that is described in the book.

In this post, I would like to share some important insights that I gained regarding building highly innovative businesses.

Validating Value Proposition And Growth Strategy Is The Priority

Usually, a highly innovative startup company is working in its most early stage at building a product or a service that will create a new market.

Consumers or businesses have not been yet exposed to something similar to what is going to be built by the startup. Therefore the absolute priority for startups in early stage is to validated their value proposition i.e. to get real data about eventual customers interest regarding their product/service.

The other priority is to validate that the growth strategy that is going to be executed is, in fact, effective.

The growth strategy of a startup is its plan to acquire more and more customers in the long term and in a sustainable fashion.

Three kinds of growth strategies are described in the book:

  • paid growth in which you rely on the fact that the customers are going to be charged for the product or service, the cash earned from early users is reinvested in acquiring new users via advertising for example
  • viral growth in which you rely on the fact that customers are going to bring customers as a side effect of using the product/service
  • sticky growth in which you rely on the fact that the customers are going to use the service in some regular fashion, paying for the service each time (via subscription for example).

These growth strategies are sustainable in the sense that they do not require continuous large capital investments or publicity stunts.

It is important to know as soon as possible which strategy or combination of strategies is the most effective at driving growth.

Applying The Scientific Method

The scientific method is a set of techniques that helps us figure out correct stuff. After making some observations regarding a phenomenon, you formulate a hypothesis about that phenomenon.

The hypothesis is an assumption that needs to be proven correct or incorrect. You then design experimentations that are going to challenge the assumption.

The results of the experimentations makes the correctness or incorrectness of the hypothesisclear allowing us to make judgments about its validity.

In the lean startup methodology, your job as an entrepreneur is to formulate two hypothesis:

  • hypothesis of value (assumptions about your value proposition)
  • hypothesis of growth (assumptions about the effectiveness of the growth strategy)

These hypothesis are then validated/invalidated through experimentation. Following the precepts of lean manufacturing, the lean startup methodology prescribes to make experimentations while minimizing/eliminating waste.

In other words, you have to burn minimum cash, effort and time when running experiments.

An experimentation in the lean startup sense is usually an actual product/service and helps startups in early stage learn invaluable things about their eventual future market.

Sometimes startups learn that nobody wants their product/service, imagine spending 8 months worth of engineering, design and promotion work (not to mention cash) in a product/service only to discover that it does not provide value to anyone.

Minimum Viable Products And Feedback

As we pointed out earlier, an experimentation can be an actual product or service and is called the minimum viable product(MVP).

The MVP is built to contain just enough features to validate the value and growth hypotheses, effectively requiring minimum time, effort and cash.

By getting the MVP launched and in front of real users, entrepreneurs can get concrete feedback from them either directly by asking them (in focus groups for example) or via usage analytics.

Analytics scales better then directly talking to customers but the latter is nonetheless used to cross validate results from the former.

It is crucial to focus on metrics that creates fine grained visibility about the performance of the business when building(or using) a usage analytics system. These metrics are called actionable metrics because they can link causes and effects clearly allowing entrepreneurs to understand the consequences of ideally each action executed. Cohort analysis is an example of a analytics strategy that focuses on actionable metrics.

The bad kind of metrics are called vanity metrics, these tend to hide how the business is performing, gross numbers like total users count are an example of vanity metrics.

The author cites several examples of different startups that managed to validate or debunk their early assumption by building stripped down and non scalable MVPs and even sometimes by not building software at all.

You would be surprised to hear for example how the Dropbox folks in their early stage managed to created a ~4 minute video demonstrating their product while it was still in development. The video allowed them to get more people signed up in their beta waiting list and raise capital more easily.

Closing Thoughts

In the first two parts of the book, the author talks also about how employees inside big companies working on highly innovative products and services can benefit greatly from the lean startup approach, although very interesting this is not very useful for me right now.

The third part, talks about the challenges that arises when the startup gets big and starts to stabilize and how to address them. Basically it revolves around not loosing the innovative spirit of the early days, again, this is not very useful for me so maybe for good future reading.


About the Author

This article was produced by Tech Dominator. see more.

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Women on Top in Tech – Dr. Sanna Gaspard, Founder and CEO of Rubitection



(Women on Top in Tech is a series about Women Founders, CEOs, and Leaders in technology. It aims to amplify and bring to the fore diversity in leadership in technology.)

Dr. Sanna Gaspard is the Founder and CEO of Rubitection, a medical device start-up developing a diagnostic tool for early stage pressure detection, assessment, and management. She is an Entrepreneur, inventor, and biomedical engineer with a passion for innovation, entrepreneurship, healthcare and medical devices. She has received recognition and awards including being selected as a finalist for the Cartier Women’s Initiative Awards(’13), a semi-finalist for the Big C competition (’14), a finalist for the Mass Challenge Business accelerator in Boston, and taking 1st place at the 3 Rivers Investment Venture Fair’s Technology showcase (‘11). Her vision is to make the Rubitect Assessment System the global standard solution for early bedsore detection and management.

What makes you do what you do? 
I am driven to have impact and improve healthcare as I have a strong drive to problem solve, comes up with new ideas, and see them come to life.

How did you rise in the industry you are in? 
I first focused on getting the educational background and then I pursued the goals I have for myself. I got my PhD in Biomedical Engineering with a specialization in medical device development. Having the educational background is important as a woman and minority to assist people in taking your seriously.  After completing my PhD, I focused on bringing my invention for a medical device for early bedsore detection and prevention called the Rubitect Assessment System to market to help save lives and improve care.

Why did you take on this role/start this startup especially since this is perhaps a stretch or challenge for you (or viewed as one since you are not the usual leadership demographics)?
I started my startup, Rubitection , because I felt it was the best way to bring the technology to market. I knew that if I did not try to commercialize the technology, it would not make it to the doctors and nurses. I also have confidence that I could manage developing the technology since I had taken classes on entrepreneurship and had my PhD in biomedical engineering with a specialization in medical devices.

Do you have a mentor that you look up to in your industries or did you look for one or how did that work? How did you make a match if you did, and how did you end up being mentored by him/her?
No, I don’t have a specific mentor in my field. I am looking for one at the moment. However, I do look up to Steve Jobs and Oprah as examples of how one can start with nothing and work their way up and build a successful, global, and reputable business and brand.

Now as a leader how do you spot, develop, keep, grow and support your talent?  
I first try to find people who have fundamental technical or work experience to be competent to complete the work. I then evaluate the person for intangible skills like independent thinking, reliability, leadership, resilience, organizational skills, strong work ethic, open mindedness/flexibility, and good communication skills.

Do you consciously or unconsciously support diversity and why? 
I consciously make an effort as a minority woman in tech, I intimately understand the need to promote diversity within my business and outside my business. I first hire the best people for the job and also make a point to hire women and minorities qualified for the position.

What is your take on what it takes to be a great leader in your industry and as a general rule of thumb?  
It takes resilience, vision, being a team player, an ability to inspire others and delegate work, knowing your weakness, and knowing when to put your business or yourself first.

Advice for others?
My advice to others is to take calculated risks, pursue every opportunity, surround yourself with supporters, build your team with smart dedicated people, and stay focused on your vision. I am striving to implement this advice myself as I work towards commercializing my technology for early bedsore detection, grow my team, and recruit clinical partners to address an $11 billion US healthcare problem which affects millions around the world.

If anyone is interested in learning more about our work or company, please contact us at [email protected].

To learn more about Dr. Sanna Gaspard, CEO of Rubitection visit:

If you’d like to get in touch with Dr. Sanna Gaspard, please feel free to reach out to her on LinkedIn:

To learn more about Rubitection, please click here.

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