DIAGNOSTICS C-SUITE FOR THE FUTURE: Legacy vs. Future Leadership in the Age of Precision, Platforms, and Partnerships
- Derick Haire
- Dec 1, 2025
- 5 min read
By Derick Haire, Managing Director, Life Sciences & Chief AI Officer
Edgewater Talent: Executive Search, Executive Coaching, & Human Capital Strategy
Diagnostics at an Inflection Point - The diagnostics sector stands at a transformational crossroads
Historically the quieter cousin of therapeutics, diagnostics has long been relegated to a support role in healthcare. Yet, with the convergence of precision medicine, digital health, artificial intelligence, and value-based care, diagnostics is now at the center of a global healthcare evolution.From liquid biopsies and molecular testing to AI-enabled radiology platforms and at-home diagnostic devices, the field is undergoing rapid innovation. In parallel, there is increasing scrutiny from regulators, more empowered patients, shifting reimbursement landscapes, and fierce competition for talent and capital.
To navigate this complex environment, diagnostics companies must rethink their leadership structure. This means building a diagnostics C-suite not for yesterday’s lab workflows but for tomorrow’s data-rich, patient-centric, and platform-enabled healthcare models.
This article explores the key leadership roles diagnostics companies need, the evolving competencies required, and the strategic talent imperatives for building the diagnostics C-suite of the future.
I. The Shifting Landscape of Diagnostics
Before outlining the ideal C-suite, it is important to understand what is changing in diagnostics:
Personalized Medicine Demands Precision Diagnostics Targeted therapies require equally targeted diagnostics. Companion diagnostics (CDx) and next-generation sequencing (NGS) have become strategic assets, not just scientific tools.
The Rise of Digital and Decentralized Testing COVID-19 accelerated at-home testing, mobile diagnostics, and digital diagnostics. Consumers and providers now expect speed, accessibility, and integration with digital platforms.
Data is the New Diagnostic Frontier The value of diagnostics is no longer in the test alone but in the insights it generates. This includes longitudinal data, population health analytics, and AI-driven interpretations.
Regulatory and Reimbursement Complexities Leaders must navigate evolving FDA regulations, payor shifts toward value-based reimbursement, and global compliance requirements, especially across diagnostics-as-a-service and software-as-a-medical-device (SaMD) models.
Strategic Collaborations Are Now Critical Diagnostics companies must form partnerships with pharma, tech firms, payors, and health systems. The ability to integrate into broader health ecosystems is a competitive advantage.
II. Rethinking the Diagnostics C-Suite: Key Roles and Capabilities
The future diagnostics C-suite needs to be agile, data-literate, ecosystem-savvy, and patient-centric. Below are the key executive roles, their evolution, and strategic mandates:
1. Chief Executive Officer (CEO)
From Operational Leader to Platform Strategist
Legacy CEO: Lab operations expert, focused on cost, volume, and compliance
Future CEO: Visionary strategist who understands the convergence of diagnostics, therapeutics, data, and digital tools
Must-Have Traits: Ability to articulate a diagnostics platform strategy Partnerships with pharma and payors Comfort with investor relations in data-rich, growth-oriented environments
2. Chief Medical Officer (CMO)
From Clinical Oversight to Strategic Clinical Integration
Legacy CMO: Responsible for test validation, clinical trials, and regulatory filings
Future CMO: Drives medical evidence generation, CDx co-development, real-world evidence (RWE), and market access strategy
Must-Have Traits: Cross-functional fluency (R&D, commercial, regulatory) Proven leadership in payer engagement and clinical utility demonstration Experience in patient-centric innovation
3. Chief Commercial Officer (CCO)
From Product Selling to Value-Based Solutions
Legacy CCO: Sales and marketing of individual tests to labs or clinicians
Future CCO: Leads go-to-market strategy for integrated solutions, payor value propositions, and patient access
Must-Have Traits: Experience selling to health systems, IDNs, and at-risk providers Mastery of pricing models, HEOR, and reimbursement navigation Understanding of omnichannel engagement (physician, digital, DTC)
4. Chief Technology Officer (CTO) / Chief Digital Officer (CDO)
From Lab IT to Cloud, AI, and Interoperability
Legacy CTO: Managed lab IT infrastructure and LIS integration
Future CTO/CDO: Leads digital transformation, AI/ML development, cybersecurity, and data integration
Must-Have Traits: Familiarity with SaMD and digital diagnostics pathways Leadership in real-world interoperability (FHIR, HL7, APIs) Building secure, scalable digital platforms
5. Chief Financial Officer (CFO)
From Cost Controller to Strategic Growth Partner
Legacy CFO: Budget oversight and regulatory compliance
Future CFO: Evaluates capital strategy for growth, M&A opportunities, and global scalability
Must-Have Traits: Experience with IPOs, SPACs, or fundraising in biotech/medtech Familiarity with diagnostics-specific COGS, margin models, and reimbursement lag Strategic mindset about data monetization
6. Chief Scientific Officer (CSO)
From Assay Developer to Scientific Differentiator
Legacy CSO: Focused on test development and biomarker discovery
Future CSO: Shapes the scientific pipeline to align with commercial strategy and therapeutic relevance
Must-Have Traits: Experience in clinical genomics, proteomics, or AI-based diagnostic research History of co-development with pharmaceutical partners Ability to translate science into strategic narrative
7. Chief Operating Officer (COO)
From Lab Manager to Innovation Integrator
Legacy COO: Managed lab throughput, certifications, and logistics
Future COO: Integrates operational excellence with innovation deployment (e.g., decentralized labs, automated testing)
Must-Have Traits: Global operational experience Experience scaling new modalities (e.g., home diagnostics, mobile labs) Strong regulatory and quality systems background
III. Emerging Roles in the Modern Diagnostics C-Suite
In addition to traditional roles, future-ready diagnostics companies are introducing new C-suite functions:
Chief AI Officer (CAIO): Oversees AI model development, validation, and ethical deployment
Chief Partnership Officer (CPO): Leads strategic alliances with pharma, tech, and payors
Chief Patient Experience Officer (CPXO): Ensures diagnostic offerings are designed with patient access, education, and engagement in mind
Chief Diversity Officer (CDO): Leads inclusive innovation to prevent bias in diagnostic algorithms and ensure equitable access
IV. Building the Bench: Talent Strategy for the Next Decade
To build this next-gen C-suite, diagnostics companies must adjust their talent strategies in several ways:
1. Look Outside Traditional Channels
Many diagnostics leaders of the future will come from outside the diagnostics sector—biopharma, AI startups, digital health, or consumer tech. Boards and recruiters must prioritize versatility and cross-sector fluency.
2. Invest in Internal Succession
Developing high-potential internal talent with rotational programs, mentorship, and leadership training ensures continuity. Scientific founders must be paired with commercially fluent lieutenants.
3. Create Board-C-Suite Synergy
Boards need directors with diagnostic, digital health, and payer experience. Board diversity (discipline, gender, race, geography) enables more resilient executive decision-making.
4. Balance Vision with Execution
In an era of hype cycles, it is easy to over-index on visionaries. Strong diagnostic companies pair futurists with disciplined executors—leaders who can build while scaling.
5. Embed Ethical and Equity Thinking
As diagnostics drives earlier detection, algorithmic triage, and care prioritization, leaders must be trained in ethical risk frameworks and equity-centered design.
V. Case Studies: Diagnostics C-Suite Innovation in Action
1. Guardant Health By combining genomic diagnostics with a strong AI platform, Guardant built a leadership team that spans pharma, tech, and data science. Their CMO and CTO bridge clinical relevance with tech integration, enabling rapid expansion into early detection.
2. Color Health Starting as a genomics company, Color Health expanded into population health diagnostics during COVID-19. Their CEO’s background in technology and the CMO’s leadership in public health gave them the agility to meet national testing needs.
3. Tempus Founded by a tech entrepreneur, Tempus embedded AI into clinical diagnostics from day one. Its C-suite includes leaders from big tech, pharma, and public health, showing the value of cross-disciplinary leadership in modern diagnostics.
For more information about Edgewater Talent's Life Sciences practice, and our recruitment platforms designed to recruit 'transformational talent', please contact our client services department to set up an introductory meeting with our team.
Derick Haire: derick@edgewatertalent.com
Locations: Chicago, Austin, and West Palm Beach with Affiliated Offices worldwide
Author’s Disclaimer:
The insights, views, and interpretations presented herein are solely those of the author and should not be construed as official statements or positions of any individual panelist, their respective organizations, or the panel’s moderator. While every effort has been made to ensure accuracy, any reference to the panel’s discussions or participant remarks is provided strictly for informational purposes. The author does not claim representation or endorsement by the featured panelists or their organizations, nor is the author liable for any differences between the content provided and actual statements made by these individuals. Any mention of specific products, strategies, or outcomes is illustrative only and does not constitute legal, financial, or professional advice. Readers are advised to seek their own professional counsel when making decisions based on the content of this document.
