Working with healthcare systems and leaders where the future is colliding with the present
From emerging care models and digital health to legacy systems under pressure,
I help leaders make sense of complexity and design responses that can hold.
My work sits at the intersection of healthcare strategy, system design, and advisory practice
I work with organisations and leaders navigating rising demand, workforce pressure, regulatory constraint, and accelerating technological change, often at the same time.
This work is grounded in how systems actually function, where pressure is accumulating, and what kinds of interventions are viable and responsible in practice.
Healthcare systems are not neutral or static. They are social, political, and human systems, shaped by incentives, governance, culture, and power, as much as by policy or technology
My work focuses on how strategy, system design, and decision-making interact in practice, particularly where innovation, risk, and accountability collide.
Governance matters here.
Not as a compliance exercise, but as a design constraint and an ethical responsibility. Especially as AI and digital health become more embedded in care delivery, leaders are being asked to make decisions that carry long-term clinical, workforce, and societal implications.
I work at the point where strategy, system design, and decision-making meet in practice, particularly where innovation, risk, and accountability collide.
