Katherine Tattum

I spent three years as COO of a health-tech company. We went from zero to $5 million in revenue with churn under 1%, and it wasn't because we were smart — it was because we did the basics well and kept pushing to improve: onboarding, implementation, account management, customer success, built as a system rather than held together by whomever was around that week.

Before that, twenty years of health-tech delivery — PACS, RIS, EPR — starting at Siemens Healthcare, in the UK. Half the time we ended up learning the client's workflow better than they'd documented it themselves, because it never matched what we'd built for. That's the thing about health-tech delivery — it's never really the software that's hard. It's the data flowing in all directions, the workarounds, the tribal knowledge. It's the admin teams and clinicians who've been doing it their way for years. All of them pulling in different directions at once. So now, when I look at a founder's delivery org, I'm not looking at the software either, I'm looking at the systems.

I've worked across a range of health-tech companies — virtual care, AI scribes, operations platforms — different problems, same underlying shape. When a founder tells me their delivery org is doing everything right and it's still not holding, I know exactly what that looks like. I've seen the pattern before, usually before anyone else has named it. Growth looks steady from the outside while the team underneath is stretched thin holding it together. I'm not selling disruption. I've been there, and I can see where the seams are before they give way.