Siobhán Gibney Gomis is the Founder and Managing Partner of SGG Inc, a consultancy primarily supporting healthtech startups with sales & GTM strategy and execution.

Prior to launching SGG Inc, Siobhán spent 12 years building and executing on GTM strategies in US, Canadian, and European markets for innovative SaaS and services companies. She brought Swift Medical’s cutting-edge wound software to a greenfield market, building the company’s first repeatable direct sales effort; sold and managed complex innovation consulting services for major pharmaceuticals and disease-focused foundations at InnoCentive; and sold and ran global startup challenges for consortiums of VCs, government, and industry leaders.

How did you become a leader in healthcare? Was healthcare always something you were interested in?

I got into healthcare through tech—I’ve spent my career in tech startups, and when I eventually joined a healthcare startup, I realized I’d found the space and community I’d been looking for. My parents both had medical careers and actually met in a hospital. I spent “Take your kids to work day” in 9th grade following my dad around on rounds and watching scope videos, so I suppose in some ways, the seeds were planted early.  

You made the jump from a corporate role to your own consultancy just a few years ago. What was the experience of starting your own business like? What’s something you wish you knew before you began the process?

It’s been incredible! I’m really enjoying the journey, and the work itself. It feels like exactly what I’m meant to be doing, and it’s fun to see how it evolves.

WBL actually played a big role in starting SGG Inc. I knew I wanted to work for myself at some point, but initially thought that would mean founding a tech company. At my first WBL Summit, I got talking to a fellow member (the incredible Rachel Mertensmeyer of Rivia Health) about some growth challenges they were having that I could help with. We ended up agreeing to meet once a week, and they became my first consulting client. Within half a year, I’d left my job to work on the business full time.

I wish I’d known that it wouldn’t be as scary as it seemed from the other side. There’s risk in everything, and the consultancy has felt like a far more manageable risk than I’d imagined. If I’d known how much need there was, at least for the gap I’m filling, I’d probably have started sooner.

As one of just a few WBL members who live in Ontario, making new connections through our network must look different for you compared to members who live in, say, D.C. or Dallas. How do you typically grow (and maintain) your relationships with WBL members who aren’t local?

The vast majority of my career experience, network, current clients and work is in the US, so WBL has been a great fit. I go to a few of the major healthcare conferences every year and use them as a chance to catch up with members in person.

If I’m in US cities, I’ll also look up local members and reach out—Carolyn Simons and the Dallas members have been kind enough to welcome me on more than one occasion. Being on the Membership Committee gives me a nice way to meet a few new members virtually each month. And finally, I’m slowly growing the Toronto chapter as well! Most Canadian healthtech companies have a strong focus on the US market, so there’s good overlap.

Personally or professionally, what might the WBL network be surprised to know about you?

I’m actually writing this from campus at Berkeley, where I’m getting my Executive Coaching certificate. Most of my client work is consulting and advising on sales and GTM, but when you spend time with founders and their teams every week, you inevitably start hearing about and helping with team dynamics and personal growth challenges. I’ve always enjoyed coaching, and wanted to get more intentional about my approach, so I’ve been taking on a few coaching clients, and taking this course. I’m excited to see how this corner of my business evolves!