Healthcare AI Is Not a Technology Project
A model performing well in a study is not the same as an organisation being ready to deploy it safely. Healthcare AI is an operating-model change — and that gap is the board's to govern.
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Essays on corporate governance, healthcare, private equity governance, and a variety of topics that I'm interested in.
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Mansion House Is Not Yet a Capital Markets Strategy
The Mansion House Accord is welcome, but a pension-allocation target is not a capital-markets strategy. The test is whether high-quality UK companies can actually access the capital to scale.
Read essayYoung People Are Not Impatient. They Are Reading the Evidence.
Young people are often called impatient or unrealistic. The polling suggests something else — a rational reading of housing, work and security. For boards, that is a workforce-strategy question, not a social footnote.
Read essayThe Private Company Board Is Not a Smaller Public Company Board
Private-company governance sits closer to ownership, capital, founders and execution. The board has to be designed for that reality.
Read essayWhat an Independent Chair Owes the CEO
The chair-CEO relationship works best when support, challenge, trust and escalation are made explicit.
Read essayAI Oversight: Questions Boards Should Actually Ask
Boards do not need to become machine-learning teams, but they do need sharper questions about data, accountability, controls and resilience.
Read essayMedTech Governance: Regulation, Reimbursement, Evidence and Adoption
MedTech boards govern across overlapping systems: clinical evidence, regulation, reimbursement, adoption, product risk and commercial scale.
Read essayEurope's Scale-Up Gap Is Also a Governance Gap
Capital matters, but so do boards capable of helping companies scale through complexity, regulation and international expansion.
Read essayFrameworks
Tools for the same problem set
Compact, practical frameworks you can take straight into a board conversation.
AI Oversight for Non-Technical Boards
Give directors a practical way to ask better questions about AI without pretending to be engineers.
Open frameworkBoard Maturity in Private Companies
Move from informal oversight to governance that is disciplined without becoming bureaucratic.
Open frameworkThe Board Pack Test
Use the board pack to test whether the board is being asked to think or merely to absorb information.
Open frameworkThe Chair-CEO Contract
Make the working relationship between chair and CEO explicit before tension tests it.
Open frameworkThe First 100 Days of an Independent Chair
Establish trust, rhythm and clarity before trying to reshape the room.
Open frameworkThe MedTech Governance Map
Connect evidence, regulation, reimbursement, adoption and commercial scale in one board-level view.
Open frameworkThe Sponsor-Founder-Chair Triangle
Keep owners, founders and independent leadership aligned around value creation and control.
Open frameworkWhen the Board Should Intervene
Clarify the line between challenge, support and intervention before governance becomes either passive or intrusive.
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