You frame your mission as “data and AI that puts the care back in healthcare.” What moment or realization led you to phrase it that way?

I’ve seen how frontline clinicians have been pushed further from what drew them to medicine in the first place caring for people. Over time, documentation, compliance, and inefficient systems have gotten in the way of that.

It became clear to me that if we were going to lead in this space, we needed to stand for something beyond digital transformation. Every partnership we pursue now goes through that lens. If a project doesn’t improve the experience of giving or receiving care, we pause and rethink it.

With more than 25 years in health-tech transformation, what lessons have you learned about turning data from a burden into a real strategic asset?

Extracting value from data starts with clarity, trust, and structure. Healthcare is filled with specialized silos clinical, financial, operational and no one person can fully understand all of them.

My focus has been on helping domain experts use data confidently in their own areas. When you build systems that empower people instead of overwhelming them, data stops being a liability and becomes something living something that moves the organization forward.

Your firm offers everything from data strategy and governance to AI and operational integration. How do you decide where a client really needs to start?

We start by listening, not prescribing. Many organizations approach us asking for dashboards or new platforms, but often what they need is visibility and trust across teams.

We spend time understanding their pain points, cross-functional challenges, and strategic goals. Once you identify the intersection of what they’re trying to achieve and what’s holding them back, the right starting point almost reveals itself. It’s less about technology and more about diagnosis.

Healthcare is full of regulation and legacy systems. How do you get clinical teams to move from “we’ve always done it this way” to embracing data and AI?

You start by valuing their experience. Most clinicians aren’t resisting innovation they’re resisting complexity that doesn’t add value.

We focus on use cases that give them time back or make care easier. One great example is ambient listening. It lets a physician focus entirely on the patient instead of splitting attention between the screen and the chart. Once people realize it’s about reducing burden, not replacing judgment, they open up to it very quickly.

You work with providers, payers, tech firms, and investors. How do you adapt your approach when moving between clinical floors and boardrooms?

The principles stay the same, but the framing changes. In a clinical setting, the key question is, does this improve care? In a boardroom, it’s does this reduce risk or advance strategy?

It’s all interconnected the important thing is understanding your audience. You tailor your language to what matters most to them, but you stay anchored to the same mission of improving care.

“Partnering for transformation” sounds good on paper, but difficult in practice. How do you build a culture that makes that kind of collaboration real?

It starts with empathy. We don’t arrive with a slide deck and a pre-set plan. We come ready to listen and understand. When people realize you care about their goals, not just about selling a solution, that’s when they trust you.

We also make sure to connect data to why it matters. It’s not about the technology; it’s about outcomes that improve the day-to-day experience. True partnership happens when people feel you’re invested in their success, not just your own.

When you’re leading transformational work — often with years of legacy and competing interests — how do you keep momentum without losing the human focus?

You remind yourself and your team why you started. Quick wins are great, but they can’t replace a strong foundation. For us, that foundation is the care experience.

Our work is ultimately about helping people make better decisions faster and with less friction. When we stay connected to that purpose, momentum takes care of itself.

You talk about “fair” data and AI — technology that supports, not replaces, human judgment. Can you share what that looks like in real life?

One of our recent projects involved using ambient transcription to ease documentation burdens. But we didn’t just implement the technology and call it done. We brought physicians in early to co-develop it.

We adjusted based on their feedback and kept refining until the tool genuinely worked for them. That’s what fairness looks like, it’s not just about accuracy; it’s about respect for the end user.

What’s one misconception about healthcare analytics or AI that you wish you could clear up once and for all?

That the value is in the dashboard. Dashboards are outputs, not outcomes. If they’re not leading people to better decisions or actions, we’re just decorating data.

Our job is to move clients from report requests to informed questions. That’s when data starts changing behaviour instead of just confirming what everyone already knows.