Greg
Hackney

Twenty-five years ago I taught machines to listen.

I founded Expresiv Technologies, one of the early speech recognition and natural language processing companies. We built systems that could understand clinical language at a time when most of the industry was still pushing paper across a desk. The company was eventually acquired by 3M. The technology mattered. What mattered more was learning, in detail, how a real business absorbs a new idea — and how often it doesn't.

Most investors see a deck. I see the gap between what a technology promises and what an operator can actually run on a Tuesday morning.

Crossing that gap has been the through-line of everything since. Through Kiron Capital I've spent the last decade buying, building, and operating healthcare companies — orthopedic and spine groups, surgical services, diagnostics, revenue cycle, software — run out of Dallas and Miami, the two cities I call home. Twenty-four transactions, from $8M to $80M in revenue each, across the operating layer of healthcare delivery. Most of it done without a press release. We hold good companies. We don't flip them.

I work with a small team of operators I've known for twenty years. Most of our best deals started as a phone call between us.

“I make a point of knowing the name of every front-desk manager in every company we own.”

Alongside Kiron I help lead Core Capital, a $300M fund providing credit and equity to growing middle market companies. Same instinct, different instrument: capital that behaves like an operator, not a spreadsheet. My own capital is in every fund we run.

What ties them together isn't a thesis. It's an operating layer — a quiet stack of AI, data and process that I've been refining for twenty-five years. It runs underneath the portfolio. Most people never see it. That's by design.

Bio30 is what comes next. An intelligence engine for human biology, built on the same instinct that started all of this: that the right system, applied early enough, changes the shape of what's possible.

I read more biographies than business books. I still believe in showing up in person.

I don't take many meetings. The ones I take, I remember.