Venture Capital
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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 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 Boards Often Realise the Value of a CMO Too Late
Clinical leadership in MedTech is rarely treated as a strategic variable at the start. In early stages, it often appears procedural. A role associated with compliance, trials, and regulatory navigation. Certainly treated as important but not always central to valuation. That perception tends to change when the inevitable pressure mounts. As scale approaches, clinical judgement…
