Dr. Jake Taylor Jacobs

Now, let me bring this home.

to health care specifically.

Here's what I've learned after more than a decade in operational turnaround and more than 20 years of our business since health care solutions being in health care operations turnaround, specifically supporting sterile processing and peri-op departments.

The patterns are the same.

Hospital to hospital, system to system, region to region, the names change, the organization charts change, the specific complaints change, but the fundamental dynamic is identical.

A leadership knows something is wrong with SPD.

They can feel it.

They see the symptoms everywhere.

Cost overruns, OR frustrations, quality concerns.

But when they try to get answers, they typically hit a wall.

The SPD director has data that looks fine.

The metrics are acceptable.

The trades are getting processed and the fires are actually getting put out.

So why does everything still feel broken?

And this is the question I obsessed over for years.

I've kept seeing talented SPD directors, smart, experienced, hardworking people who genuinely believe that they were doing well while the organization around them was drowning.

They weren't lying.

They weren't lazy.

They were incompetent.

They weren't incompetent.