“Purposeful. Transformational. Gritty.”

Erin McCann describes her journey to becoming CPO at Genomenon. Originally joining as VP of People, Talent & Culture, she stepped into the C-suite in under two years - a progression that reflects the impact the right hire can have, not just on a company, but for the wider healthcare space.

Delving deeper into Erin’s journey at Genomenon, we discussed her transition to CPO, the company’s mission, and how the experience has shaped her into the leader she is today.

“We are not simply building software - we are building a platform that enables rare disease diagnosis and treatment.” - Erin McCann, CPO, Genomenon Inc

Scaling with intention

At its core, Genomenon exists to solve a very real problem. Biomedical data is vast, complex, and often difficult to use in a meaningful way. The company’s role is to simplify that - turning dense scientific literature into actionable insights that directly support diagnosis and treatment.

The long-term ambition is bold, but clear: a diagnosis for every patient, and a treatment for every disease. For Erin, that clarity has been a defining part of her experience.

“Everything we do ties back to that mission,” she says. “It anchors decision-making and keeps the work meaningful.”

Scaling a business like this isn’t just about growth metrics - it’s about building the right structures, teams, and leadership capability to support something much bigger. Rather than simply adding headcount, the focus has been on increasing leadership capability and building what Erin describes as “talent density” - ensuring the right expertise is in the right places as the business expands.

“It’s been foundational - scaling responsibly requires more than growth in numbers. It’s about capability, structure, and alignment.”

This has meant clearer performance frameworks, stronger organisational design, and continued investment in leadership - while maintaining a values-led culture. That balance is not easy to get right. High performance and a healthy culture don’t always naturally coexist, especially in fast-moving environments. But when they do, they create something far more sustainable.

Evolving as a leader

There’s also a personal side to this progression. Moving from VP level into a C-suite role in under two years isn’t just about opportunity - it requires a shift in how you operate. For Erin, that has meant becoming more disciplined in prioritisation and more intentional in decision-making.

“In a high-growth company, there are always more good ideas than resources…being thoughtful about what to build, and when, is critical.”

It’s also reinforced a leadership style grounded in what she describes as “humble confidence” - recognising the value you bring, while staying open to learning. There’s no fixed playbook. Leaders need to be comfortable operating in ambiguity, balancing strategy with execution, and staying close to both the detail and the bigger picture.

Why this placement worked

The success of this placement comes down to something relatively simple: alignment. Alignment across mission, growth ambition, leadership approach, and clear expectations from the outset.

“There was candor throughout the process,” she says. “That meant I stepped in with a clear understanding of both the opportunity and the challenges.”

Two years on, that alignment has driven real impact - in both progression and how the business has evolved.

The bigger picture

VP to CPO in under two years is the headline...but the real story is what sits behind it - placing someone into a role where they can grow with the business, shape its direction, and create long-term value.

Because the right hire doesn’t just fill a role. They change what’s possible next.