Andrew co-founded Spring Ridge Ventures and was described as its managing director in a November 2023 interview. His healthcare-company background includes co-founding CardioRhythm and serving as CFO from 1991 to 1993, co-founding FemRx and serving as chief executive from 1994 to 1999, and co-founding and leading Proteus Digital Health from 2003 to 2020. Creative Destruction Lab also lists him as a co-founder of LifeSpeed.
His earlier experience at Medtronic, during Bill George's tenure as CEO, shaped his focus on the difference a product makes for a patient. The connection across these businesses is the task of translating a technical capability into something that can be used in healthcare, rather than treating the platform itself as a complete business.
His approach connects product focus with governance. In the 2023 interview, he argues that founders need to decide what to build now, what comes next and what to leave for later, while boards should help young companies make those choices.
Where Andrew can help
- Product prioritization
- Business-model development
- Board governance
- Technology commercialization
Operating and investing experience
A selection of companies and roles connected to Andrew Thompson.
Ventures
Spring Ridge Ventures
co-founder; described as managing director in November 2023
LifeSpeed
co-founder, as listed by Creative Destruction Lab
Proteus Digital Health
co-founder, chief executive and board member, 2003–2020
FemRx
co-founder, chief executive and board member, 1994–1999
CardioRhythm
co-founder and CFO, 1991–1993
Medtronic
earlier professional experience in medical technology
Highlights
- Worked at Medtronic during Bill George’s tenure as CEO
- Connects clear objectives and individual accountability with autonomy over execution
Questionsfounders ask aboutAndrew Thompson
What distinction is central to Andrew’s approach?
He distinguishes organizational activity from building a business around something customers want to buy.
Why does he emphasize product before platform?
A platform ambition still needs an initial product and explicit choices about what to build now, next and later.
How does board work fit into that perspective?
He treats governance and founder development as supports for difficult commercial and product decisions, not merely as administrative obligations.
The best mentors spot the best founders early.
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