The three numbers a board should ask growth for
Which three numbers a hospital group’s board should hold growth to each quarter, how to defend them when they move, what they hide, and how to stop the pack regrowing.
governance
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The board pack from digital and growth: the two pages that get read
How to structure the quarterly board paper from digital and growth, which metrics survive, what to leave out, how to show risk, and why it is not a marketing report.
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Innovation with a P&L attached
Why hospital innovation teams drift into showcases, the stage-gates that keep them honest, what a real innovation budget looks like, and how to kill a project cleanly.
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The politics of centralisation, and how to survive them
Unit heads carry the number and you do not. What that asymmetry means for what you centralise, in what order, and what you must promise in return.
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Putting an AI agent in front of patients without an incident
Scope boundaries, acuity escalation, the never-answer list, logging and sign-off — the controls that have to exist before a model speaks to a patient.