Executive Spotlight: Joe Luber
Joe Luber is an accomplished technology professional with over two decades of experience in the healthtech industry, beginning with the early expansion of electronic health records. He has driven efficiency and growth in startups and established companies, such as Allscripts, through his expertise in product ownership and strategic partnerships. Joe's entrepreneurial mindset has also led him to roles in legal and education technology, where he brings innovative solutions to complex challenges.
Q: Could you share a bit on your background, and what got you into the healthtech space?
A: My technology background began around 2003 during the early stages of electronic health records (EHR) expansion, when it was still the Wild West. I was with a local startup in Louisville that provided a document management solution and partnered with major EHR companies like Allscripts and NextGen. We streamlined back-office operations by digitizing paper charts, which provided a hard ROI for health systems by increasing efficiency. This led to Allscripts acquiring our company, and we became part of their world, growing from a $200 million company to a multi-billion-dollar public company.
However, I missed the startup and early-stage environment. Around the mid-2010s, some executives from Allscripts moved on to a new venture, Shareable Inc., which focused on front-end documentation and information capture in clinics. This opportunity brought me back to the startup world. Since then, I've worked primarily in the healthcare space but also ventured into legal and education technology. My roles have involved being a product owner and developing partnerships to scale technology stacks and go-to-market strategies. For about four years, I also worked fractionally with multiple companies in different industries.
Q: How have your many entrepreneurial ventures influenced your approach to business development and leadership? Can you share more about those experiences?
A: Having an entrepreneurial mindset drives a sense of ownership and urgency that is critical for proving out and scaling start-up and early-stage companies. It also allows for versatility in experiences, including a comfort level in engaging with leadership and C-Suite executives, and thinking outside the box to solve real problems for clients.
In the mid-2000s, I co-founded an online poker league, which started from local poker games we wanted to take online. This was around the time when the World Series of Poker was gaining popularity. We built a platform that tracked data over months or years and kept players engaged. When government regulations around gambling changed, we pivoted to offer rewards similar to casino loyalty programs.
In education and workforce communication technology, I worked with local startups in Louisville. These roles involved scaling distribution channels within specific verticals, similar to what I did in healthcare. Although most of my career has been in healthcare, these experiences in other industries have given me a broader perspective and informed my approach to healthcare technology.
Q: What value would you bring to a fractional leadership role focused on sales or partnerships, and what qualities do you prioritize when building and managing teams, especially in fractional engagements?
A: In a fractional leadership role, particularly in sales or partnerships, I bring a wealth of experience from my background in healthcare technology, digital health, and self-funded healthcare insurance. My expertise includes engaging and selling to C-Suite executives and leadership teams, which aids in scaling growth and driving strategic partnership success. I have a strong track record of establishing win/win partnerships and securing agreements that enhance service offerings, provide valuable sales channels, and advance technology stacks.
When it comes to building and managing teams, I prioritize a high degree of open and brutally honest communication, both internally and externally. In a fractional role, everybody's got to be on the same page in terms of what is wanted and required. This ensures clarity and transparency, which are essential for avoiding misunderstandings and aligning expectations. I also look for team members who can prioritize and break down strategy into actionable goals and tactics. It’s important to have individuals with a high level of curiosity—a willingness to learn and adapt—as healthcare and technology fields are continually evolving. My approach, driven by integrity and an entrepreneurial mindset, is to continuously learn and stay informed about new ideas, markets, and industries, which allows me to bring innovative solutions and strategic insights to every engagement.
Q: You mentioned that in a fractional role, everyone needs to be on the same page. Have you experienced situations where this wasn't the case, and how did you handle it?
A: Yes, I've been in situations where communication and expectations weren't aligned. It's crucial to have open and honest communication about goals, timelines, and expectations. Whether in a fractional or full-time role, everyone must understand and respect each other's contributions. Delegation is essential, and it's okay to fail fast and pivot when necessary. The key is maintaining open communication channels and being flexible.
I enjoy figuring out solutions to problems that have not been addressed before. You don’t have a blueprint and a clear path laid out in front of you. You have a blank whiteboard. You need to strategize, make choices, and figure out solutions on your own. In these situations, you can't do everything all at once because you don’t have unlimited resources. Instead, you prioritize what can be accomplished under the constraints of the situation and try to maximize what you’re trying to accomplish.
Q: You've highlighted a "Get S**T done" mindset. How do you apply this in a work setting, particularly in fractional and consulting positions?
A: It’s about chopping wood — making progress on a daily / weekly basis towards goals and objectives that are desired.. I keep a GSD list that drives my day to day tactical activities. In a fractional role it’s about setting and communicating the goals and objectives and continuing to follow through and making progress towards them. Breaking the goals and objectives down into priorities, priorities into steps, and executing on those steps.
Q: What's currently on your playlist or podcast rotation that gets you motivated for the day?
A: My Spotify list is riddled with 70’s and 80’s and 90’s rock. I have a lot of Springsteen, Eagles, Petty, and Foo Fighters. I’ve been recently getting more into Country as well.
