Building companies, backing founders, and advising the ones who move faster than the industry expects.
Technology executive, founder, advisor, and early-stage investor. My work spans verticals ripe for disruption - with a particular focus on healthcare and AI - and what happens when fast companies outrun slow industries.
01 / Technology Executive
I've served as Chief Product & Technology Officer inside private equity portfolio companies - stepping into complex organizations and driving product strategy, engineering, and transformation. I've learned how to move fast inside systems that weren't built to.
02 / Founder & CEO, HealthConnex
I founded HealthConnex to bring a modern B2B AI platform to long-term care and senior living - a sector that cares deeply about people and deserves technology that matches. I lead the company as CEO and carry the product vision as its chief builder.
03 / Advisor - Startups & Healthcare
I advise early-stage founders on product strategy, go-to-market, and navigating enterprise sales. Through MaRS Discovery District, I work specifically with healthcare startups - helping them understand how the system actually buys and how to move before incumbents notice.
04 / Early-Stage Investor
I back founders who've found product-market fit and are ready to move. The big don't eat the small - the fast eat the slow. I look for teams who understand that velocity is a deliberate strategy, and who have the discipline to execute it without losing focus.
About
Alan Fong
Location
North America
Founder & CEO
HealthConnex.ai
Advisory
Startups · MaRS Discovery District
Background
CPTO, PE Portfolio Companies
Focus
Healthcare · AI · Product
My career has been built inside complexity - joining organizations that needed to move faster than they were built to, and figuring out how to make that happen. As a Chief Product & Technology Officer for private equity portfolio companies, I learned how to lead product and engineering teams through transformation under real pressure. No runway for long planning cycles. Just decisions, accountability, and velocity.
I founded HealthConnex.ai because I saw firsthand how underserved long-term care and senior living operators were by technology. The people running these communities are extraordinary - and they deserved a platform built for how they actually work, not adapted from other verticals. As Founder & CEO, I carry both the vision and the accountability for delivering on it.
Outside the company, I advise early-stage founders on product and go-to-market - and through MaRS Discovery District, I work specifically with healthcare startups navigating one of the most complex buying environments in any industry. As an investor, I look for one thing above all: founders past the guessing phase, who move with the kind of urgency that incumbent competitors simply can't match.
Outside of work: good friends, thoughtful conversations, the occasional exotic bourbon or whiskey paired with a good cigar, and always looking for the next thing worth building.
Perspectives
04The big don't eat the small. The fast eat the slow.
In industries built on complexity and long sales cycles, incumbents feel safe. They're not safe - they're slow. The window for a fast, well-built product to displace legacy systems is open across every major vertical right now, and most of those incumbents don't see it coming.
AI isn't a feature. It's a forcing function.
The organizations that will lead their industries over the next decade are learning to work alongside AI now - not waiting for it to be proven. The technology is ready. Cultural and operational readiness is the actual problem to solve, and the founders who understand that have a real head start.
Product-led growth works in complex industries - but only if you've earned trust first.
PLG isn't just a distribution model. In regulated and relationship-driven industries, it's a trust-building strategy. The product has to do the selling because the relationship has to come before the contract. Skip that and you'll close deals you'll later lose.
The best founders I've met don't pitch their vision - they explain their problem.
Vision is cheap. Deep problem understanding is rare. The founders worth backing are the ones who can describe the pain more accurately than the people living it. That's not a communication skill - it's evidence of the right kind of obsession.
Advisory & Board
The right conversation at the right moment is a force multiplier.
I take on a small number of advisory and board engagements each year with fast-growth startups - particularly those in healthcare, AI, and adjacent verticals where I can contribute real pattern recognition, not just a network. I'm most useful to founders who have found product-market fit and are navigating the next phase of scale.
If you're building something that moves faster than the industry expects - and you want a partner who's been inside the complexity you're about to face - let's talk.
Get in touchWhere I can help