Jason Comer's route to the chief executive's chair began with an assignment that had no chair attached. In 2017, Health Recovery Solutions was still in startup mode. It was pitching investors and selling remote care technology to large institutions, but it did not yet have a fully built finance department. Comer came in as a financial and legal adviser. He had a bachelor's degree in finance, a law degree, experience at Deloitte and investment-banking work at Macquarie. The young company needed someone who could read a term sheet, understand a tax structure, talk to an investor and notice what the spreadsheet had politely declined to mention. Comer, as it turned out, enjoyed all four.
The assignment expanded. Two years after joining, he moved into the company full-time as vice president of finance and legal. In 2020 he became chief financial officer and general counsel. He added president in October 2023. Eight months later, HRS promoted him to CEO. Corporate biographies often make such progressions sound like a travelator: step aboard, face forward, arrive at the executive floor. Comer's version is less mechanical. He describes a succession of questions, each one opening a door into another part of the business.
The assignment that kept getting larger
What sits behind the numbers
Finance interested Comer early, but the arithmetic was never the whole attraction. He wanted to know why a deal was built a certain way, what each party needed and how the answer would travel through the rest of the company. Law supplied one vocabulary for those questions. Deloitte supplied the discipline of a large accounting firm. At Macquarie, where he worked on domestic and cross-border debt and equity structures, corporate funding and compliance, he saw what different stakeholders seek from an investment. HRS gave him a place to put those perspectives in the same room.
“I'm also fascinated by entrepreneurship and specifically, what's behind the numbers.”Jason Comer, on the appeal of combining finance and law
At HRS, this meant more than closing the books. Comer introduced Big Four practices and built financial infrastructure. He helped translate the business for investors and led the Series B and Series C funding rounds. He worked on strategic planning, corporate development, accounting and investor relations, while his brief reached into human resources, legal affairs, partnerships and commercial strategy. The unusual range mattered because HRS sold to health systems and insurers, buyers that examined efficiency as closely as features. Someone had to understand not merely what the company sold, but how a customer wanted to buy it.
Comer has a concise way of describing his ease with negotiations: figure out what everyone wants from the contract, relationship or partnership. It sounds obvious, which is the fate of practical wisdom once someone has said it plainly. In practice, incentives tend to arrive wearing elaborate costumes. The lawyer reads the clauses. The banker reads the capital. The operator reads the room. Comer's career trained him to attempt all three.
Funding rounds led: Series B and Series C
Healthcare clients reported at his 2024 CEO appointment
Patient lives and caregivers reached by August 2024
A fondness for the weeds
Breadth can be a virtue and an occupational hazard. Comer has acknowledged that his curiosity and hands-on style make it difficult to climb out of the weeds. In tax structuring or acquisition negotiations, a small detail can alter a large result. The habit of looking closer is rewarded right up to the moment when the person running the company must look farther. His promotion did not eliminate that tension. It made managing it part of the job.
There is something agreeably unfashionable about an executive admitting he likes the nitty-gritty. Management literature prefers altitude, vision and horizons, preferably all in the same paragraph. Businesses, meanwhile, continue to be composed of contracts, systems, promises, invoices and people who need decisions by Thursday. Comer's history at HRS is a study in moving between scales: five-person finance teams and institutional buyers, transaction clauses and company strategy, investor stories and operating facts.
The same instinct appears in how he talks about hiring. Expertise matters, but he also looks for hunger to learn and grow. He wants colleagues reaching for the next thing and sees helping them progress as part of his work. This is not an abstract preference. His own career advanced because he did not treat a job description as a border checkpoint. Finance led to contracts; contracts led to sales strategy; fundraising led to a fuller understanding of the company; that understanding led to the top job.
The promotion and the proof
When HRS announced Comer as CEO in June 2024, it attached scale to the promotion. The company said it served more than 250 healthcare clients and had reached more than 600,000 patients. That August it announced a larger marker: more than one million patients and caregivers over its first decade, supported by more than 83,000 clinical team members across the organizations using its technology. Comer framed the number as people and homes rather than a victory lap. The accountant had not misplaced his calculator; he had decided what the calculation was for.
His stated ambition also widened the company's posture. HRS should be more than a vendor, he argued. It should work as a strategic partner, advising organizations on operating practices as well as supplying technology. This is a demanding promise. A product can be installed. A partnership must keep proving itself, in workflow, cost, adoption and results. Yet it suits an executive who spent years crossing departmental boundaries. The pitch is essentially Comer's career translated into company strategy: connect the functions, understand the buyer, make the parts useful together.
The timeline helps explain why the board's choice came from inside. Comer had already watched HRS in several different economic climates. He had helped raise growth capital, then learned the less photogenic work of turning capital into repeatable systems. He knew the institutional customers, the investor expectations and the internal tradeoffs. He had also spent eight months as president before the CEO announcement, a short title on paper but a visible bridge in practice. Continuity can be mistaken for caution. Here it meant selecting a leader who had participated in the company's arguments before inheriting responsibility for their outcomes.
“I see us serving as a strategic partner for our clients.”Jason Comer, setting out his CEO agenda
From a point solution to a longer view
By 2025, Comer was publicly discussing remote monitoring as one piece of longitudinal care, an approach that follows people across settings and over time rather than treating technology as an isolated intervention. At HIMSS in 2026, he returned to the theme with an update on what HRS had learned as organizations tried to expand remote programs across their operations. The language had shifted from a product category to a connected model. That shift set the stage for the company's next transaction.
In March 2026, HRS acquired Rimidi, a company focused on chronic-care management and clinical workflow integration. The deal added deeper ambulatory expertise, continuous glucose monitoring workflows and another layer of integration with electronic records. Comer described the combination as a way to broaden remote care while keeping useful information inside the workflow where clinicians already operate. For a CEO raised on deal structure, the transaction was legible in financial terms. For an operator, its value depended on what happened after the documents were signed.
It is tempting to present Comer's varied training as an improbable collection of credentials that happened to become useful. He presents it more simply. Curiosity exposed him to parts of businesses he might otherwise have missed. Admitting that he did not know everything led to new assignments. Some attempts could fail, he has said, but they still revealed how the pieces fit. The point was never to be the lawyer in the finance meeting or the financier in the strategy meeting. It was to understand enough of the whole that the labels mattered less.
The view beyond the desk
Outside work, his company biography offers a pleasantly analog list: cooking, skiing, camping, fishing, family and his dog. There is no need to squeeze these into a management metaphor, although a determined consultant could probably make fishing sound like pipeline development. They do suggest that the person who enjoys the internal machinery of a company also values pursuits with immediate feedback. Dinner is ready or it is not. Snow is negotiable only up to a point.
Comer's story is less a tale of reinvention than accumulation. Tax law did not vanish when he entered banking. Banking did not vanish when he joined a software company. Finance did not vanish when he became CEO. Each discipline stayed in the toolkit, occasionally insisting that he inspect one more detail. The challenge now is the classic chief executive's challenge: preserve the curiosity that built his range while choosing which questions only he can answer.
He arrived at HRS to help a young company explain itself to investors and put financial beams under the floor. He became the person responsible for where the whole structure goes next. Seven years can make that ascent look tidy. It was built, instead, from an untidy and useful refusal to remain in one lane.