Dr. Jake Taylor Jacobs

If only they could see them.

The limitation isn't their ability to act.

It's their ability to perceive.

Measurement systems, reporting structures and feedback mechanisms don't surface it.

What you measure shapes what you see.

What you see shapes what you manage.

And if your measurements are disconnected from outcomes that matter, you are optimized for things that don't matter while critical problems still go unaddressed.

So let me ask you something.

Let me ask you, do you know why this matters for you?

I want to make this practical.

Whoever you're listening, whoever's listening to this, if you're a CFO,

You've been chasing cost overruns you can't explain.

You've been asking why instrument budgets keep climbing, why premium labor won't normalize, why the numbers don't add up.

The SPD director gives you explanations that sound reasonable.

It just changes nothing.

Now you know why they can't see what you're seeing.

The cost you're tracking don't appear on any report they receive.

The financial hemorrhage is invisible to them.

If you're a COO, you've been investing in OR efficiency, scheduling systems, throughput initiatives, turnover optimization, but you keep hitting a ceiling.

No matter what you do, performance won't break through.