Consulting
I help operators make one standard work in many places.
Advisory conversations and scoped pieces of work on operating standards, clinical quality systems, patient pathways, operations automation and cross-border care. I work as an independent practitioner, on method, alongside existing commitments.
01 / Who this is for
Three kinds of people get something out of a conversation with me. An operator running a multi-site clinical network who can see that quality varies between sites and cannot yet say why. A founder entering healthcare delivery who has settled the clinical side and has not yet built the operating side. An investor assessing an operating model who wants it read the way an operator would read it, rather than the way a deck reads.
What those have in common is a gap between a promise made centrally and a working day in one location. That gap is where a policy becomes a habit, where a review either creates learning or creates paperwork, and where a patient either gets handed on properly or gets dropped.
I am not useful to everyone. I am not a clinician and I do not advise on clinical practice. I do not write brand or campaign strategy. If you want a document that agrees with a decision already taken, I am a poor choice. And if a process problem is really a people problem wearing a process costume, I will say so early, which is not always what a room wants to hear.
02 / Five pieces of work
Narrow scope, written output, something the team can pick up and use.
Operating standard design for a multi-site network
We separate the small set of things that must be identical in every location from the larger set a local team should decide for itself, then write only the first as standard. The work covers the evidence each site keeps, who reviews it, and the route a problem takes when a site cannot solve it locally. You end with a standard your managers can follow on a busy day, an evidence list nobody has to invent under pressure, and an escalation route with an owner at every step.
Clinical quality system build
How work gets reviewed, how feedback turns into competence, and how evidence gets collected without theatre. We set the review method and the sample, calibrate reviewers so two people looking at the same case reach the same conclusion, and design the loop that turns a finding into training rather than an argument. You end with a review instrument, a calibration routine, and a feedback format your clinical leads will actually use.
Patient journey and contact centre design
First enquiry to aftercare, mapped as it runs rather than as the process document claims, with every handoff named. Patient journeys leak at the handoffs nobody owns, usually between enquiry and consultation, then again between procedure and follow-up. We define what each handoff must carry forward so the next person is not beginning again from nothing. You end with a mapped pathway, the information each stage has to pass on, and a contact centre structure and quality standard that match it.
Operations automation assessment
Where automation belongs, where human judgement has to stay, and how to run a pilot that answers a real question instead of proving a tool. We look at the work as it is, mark the steps that are repetitive and rule bound, mark the steps that carry clinical or commercial judgement, and leave the second group alone. You end with a ranked shortlist, a pilot design with a stated success test and a stop condition, and a plain account of what should not be automated at all.
Cross-border care and medical travel model design
One accountable owner for the whole patient journey, claims a patient can verify before travelling, and aftercare that survives distance. The work covers who is accountable at each stage, what is committed in writing before the flight, what records the patient carries home for their own doctor, and the plan for the version where something goes wrong far from home. You end with an operating model, a written commitments document, and a complication plan drafted before the first patient travels.
03 / How it works
A first conversation
One call, no preparation needed from you. You describe what is going wrong and I ask the questions an operator would ask. That alone often shows whether you are looking at a standard, a handoff or a person. If I am not the right help, I will say so in that call.
A scoped piece of work
If it makes sense to go on, I write down the question, what I will look at, who I need to speak to and what you will hold at the end. Scope stays narrow deliberately. A small piece finished is worth more than a large piece still running.
A written deliverable
You get a document your own people can work from: the standard, the map, the review instrument, the pilot design. Written for the person doing the job, not for a board pack. If the team needs a walkthrough, I do that too.
04 / What I bring into the room
I bring method. I do not carry anyone else's material.
I work on how things are done, not on what any organisation I have worked in did. No documents, no data, no names and no internal results travel with me into your room, and nothing of yours travels out of it. The frameworks are mine and they are general. I will sign your paperwork before we get into anything specific, and I would encourage you to ask every adviser you meet the same question.
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