MedTech leadership
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When Good Leaders Become the Wrong Leaders
Or have you diagnosed the wrong problem first? The day a good leader starts looking like the wrong leader is rarely the day the problem begins. By the time most boards begin discussing whether to replace a senior executive, the organisation has usually been changing for months. That matters because replacing the wrong executive doesn’t…
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The NHS Doesn’t Buy Technology
Here’s a curious thought. Imagine inventing a better parachute. You spend years proving it works. It’s safer, lighter and easier to use. Every independent test says it’s an improvement…but nobody buys it. Most people would conclude there must be something wrong with the parachute. What if there wasn’t? During my conversation with Vee Mapunde, Co-Director of…
Board Leadership, Change Management, Clinical Engineering, Clinical Governance, Clinical Innovation, Commercialisation, Decision Making, Executive Leadership, Governance, Health Systems, Health Technologies, Health Technology, Healthcare Adoption, Healthcare Commercialisation, Healthcare Ecosystem, Healthcare Innovation, Healthcare Investment, Healthcare Leadership, Healthcare Strategy, Healthcare Systems, Healthcare Transformation, HealthTech, HealthTech Founders, Implementation Science, Information Governance, Innovation Adoption, Innovation Ecosystem, leadership, Leadership Architecture, Medical Device Adoption, Medical Devices, Medical Technology, MedTech, MedTech Founders, NHS, NHS Innovation, NHS Procurement, NIHR, Organisational Change, Organisational Coherence, Organisational Complexity, Organisational Design, Organisational Leadership, Patient Care, Patient Outcomes, Precilium, Procurement, Scale-up, Scaling Companies, Series A, Series B, Series C, Signal Before Scale, Signal Before Scale Conversations, Systems Thinking, Technology Adoption, Translational Research, Vee Mapunde, Venture Capital, Workflow Design
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Why Great Executive Appointments Still Fail
Most executive search briefs are already obsolete by the time the successful candidate walks through the door. That sounds unlikely until you consider how long it takes to appoint a senior executive. Six to nine months can pass between defining the role and welcoming someone into it. In a scaling MedTech company, six months is…
ai, artificial-intelligence, Board Leadership, Board Strategy, business, digital health, Executive Leadership, Executive Search, Governance, HealthTech, leadership, Leadership Architecture, Leadership Strategy, Life Sciences, MedTech, Organisational Design, Organisational Growth, Private Equity, Scaling Companies, Succession Planning, technology, Venture Capital
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When Better Teams Make Slower Decisions
Leadership in Flow | Harun Rabbani, Precilium Last year, the regulatory submission went out late. Not because the science was weak. Not because the team lacked experience. But because three people believed they had authority over the final sign-off, and by the time that ambiguity was resolved, the window had narrowed. This year, the same…
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The Moment Optionality Begins to Narrow in MedTech Scale-Ups
If you have not yet watched this week’s Signal Before Scale episode on Olive AI and invisible momentum collapse in MedTech, I would strongly encourage you to begin there. The video explores a strange phenomenon increasingly visible across healthcare technology: How organisations can appear externally successful while internally becoming progressively heavier, slower, and more fragile.…
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The Moment Optionality Begins to Narrow in MedTech Scale-Ups
A MedTech company can feel as though it is moving closer to market, while at the same time moving closer to only one version of its market. That difference is easy to miss. Early in a scale-up journey, optionality feels almost unlimited. Multiple regulatory paths look possible. Several clinical strategies appear sensible. Different positioning stories…
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The Leadership Timing Paradox Inside MedTech Scale-Ups
Most MedTech companies do not lose momentum because they chose the wrong leaders. They lose momentum because the company entered a new phase before the leadership structure changed with it. This is the leadership timing paradox. This short video explains why leadership timing risk rarely appears as failure first. It usually appears as lost momentum…
ai, artificial-intelligence, business, clinical to commercial transition leadership, executive alignment medtech scaling, leadership, leadership risk medtech scaleups, leadership timing risk medtech, medtech commercialisation leadership structure, medtech governance readiness, medtech leadership transitions, medtech scaleup governance strategy, phase transition leadership risk, portfolio chair medtech leadership risk, right leader wrong phase medtech, series a medtech leadership readiness, technology
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When Regulatory Conversations Quietly Rewrite the Strategy
Most MedTech strategies are not rewritten in board meetings. They are rewritten gradually, often almost invisibly, through conversations with regulators that at the time appear to be clarifications rather than decisions. This is not because regulators intend to shape company direction. It happens because evidence-based environments reveal reality step-by-step, and each clarification alters what the…
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Why Good Boards Are Often Late to the Real Conversation
Most MedTech boards are not late because they are inattentive. They are late because they are responsible. That distinction matters more than it first appears. Boards exist to move organisations forward with confidence, not to reopen every decision once it has been prepared, reviewed, and presented. By the time something reaches the agenda, it is…
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When Progress Quietly Reduces Your Options
Progress feels a little like driving on a motorway. When the road is clear and the car is moving quickly, it is natural to assume you have plenty of options. After all, you are travelling faster and covering more ground than before. But there is a small paradox in motorway driving that anyone who has…
