For health services & agencies
Complex digital health programs, delivered.
I lead the programs that are too important to go wrong and too tangled to run themselves — national interoperability, electronic records across hospital networks, statewide clinical change. Twenty years of it, in government and private health.
The problem
You already know which program is in trouble.
It's the one where the steering committee papers keep saying amber. Where the vendor and the clinical reference group are describing different projects. Where the business case assumed an adoption curve nobody has tested with the people who'll have to live with the system. Where the reporting is accurate and the delivery still isn't moving.
These programs rarely fail on technology. They fail in the space between the clinical work, the technical work and the governance — and that space belongs to no one on the org chart. That's the space I work in.
Who I work with
- Federal and state health agencies running national or jurisdictional programs
- Local health districts and public hospital networks
- Private hospital groups and large provider organisations
- Digital health vendors implementing into complex health environments
If you're a single practice, the work you want is practice advisory — different shape, different price, same person.
Why an individual rather than a firm
The obvious objection, answered.
I'm one person. A firm can put twelve bodies on your program by Monday. So here's the honest trade.
- You get twenty years of attention, not a pyramid. No graduate is learning your program at your expense.
- I have no bench to feed. Firms are structurally incentivised to find more work inside your organisation. I'm incentivised to finish.
- I'll tell you uncomfortable things. An adviser protecting a follow-on engagement won't. That's the entire value of external perspective, and it's the first thing most engagements quietly lose.
- I'm materially cheaper, because you're not funding a brand, a tower or a partner's utilisation target.
What I'm not is a substitute for delivery capacity. If you need twelve people, hire twelve people. If you need one person who can see the whole board and make it move, that's the work.
Services
Program & delivery management
Establishing programs properly, or taking over ones that have drifted. Governance that produces decisions instead of minutes, reporting executives actually trust, and delivery that survives contact with clinicians.
Digital health advisory
Interoperability, electronic records, procurement and evaluation. I've written the RFP evaluation plans and run the working groups — including six groups with 350 clinical and operational representatives on a statewide program — so I know where these processes break and what they cost when they do.
Change & transformation
The reason systems fail isn't the system. Adoption design, clinical engagement, training at scale — 5,000 staff through a medications rollout — and the unglamorous work of making a change stick after the project team leaves.
Interim & fractional leadership
Stepping into a program director or senior delivery role for a defined period. I've done it mid-flight, including two months as acting Program Director through an RFP with twenty C-level evaluators.
Engagement & investment
What this costs, and what it saves
A stalled program burns money whether or not anyone is fixing it. Six months of a large program team holding position while a decision doesn't get made costs considerably more than a year of me, and that arithmetic is usually the whole business case.
I work three ways: fixed-scope advisory pieces, retained program leadership, and interim executive roles for a defined period.
Fixed-scope work — an assurance review, a procurement evaluation, a recovery assessment — is quoted as a fixed fee against a written scope, and typically runs from the low tens of thousands. Retained and interim engagements are priced on a day rate against an agreed commitment.
A firm would charge you several times this for the same work and staff it with people learning on your program. You're not paying for a brand, a tower, or anyone's utilisation target. I'll give you a number on the first call, before either of us has spent time on it.
Tell me what's stuck.
A thirty-minute call, no charge and no pitch. If I'm not the right person I'll usually be able to tell you who is.