Roy Jakobs

the latest information on technology trends, where I talk myself a lot to customers, to governments, to peers in the industry. So to ensure that actually I understand the context and how it's moving and where it's moving. Secondly, I surround myself with a team that is diverse.

the latest information on technology trends, where I talk myself a lot to customers, to governments, to peers in the industry. So to ensure that actually I understand the context and how it's moving and where it's moving. Secondly, I surround myself with a team that is diverse.

the latest information on technology trends, where I talk myself a lot to customers, to governments, to peers in the industry. So to ensure that actually I understand the context and how it's moving and where it's moving. Secondly, I surround myself with a team that is diverse.

that actually makes sure that I have a personal health leader, Singaporean, living in Asia, giving different perspectives to me. I have an experienced patient safety quality leader in the US coming out of that domain, giving me the insight. So I make sure that I get insights from a strong team, because I know I can be only as strong as my team is.

that actually makes sure that I have a personal health leader, Singaporean, living in Asia, giving different perspectives to me. I have an experienced patient safety quality leader in the US coming out of that domain, giving me the insight. So I make sure that I get insights from a strong team, because I know I can be only as strong as my team is.

that actually makes sure that I have a personal health leader, Singaporean, living in Asia, giving different perspectives to me. I have an experienced patient safety quality leader in the US coming out of that domain, giving me the insight. So I make sure that I get insights from a strong team, because I know I can be only as strong as my team is.

And then I make sure also that I get pushback and make sure that from a board perspective, from even external people, you make sure that you stress test your own assumptions so that when you go, you are kind of clear that it's the right track. I also don't believe that there's always the right decision, but it's more important to move than to kind of wait to get to the perfect decision.

And then I make sure also that I get pushback and make sure that from a board perspective, from even external people, you make sure that you stress test your own assumptions so that when you go, you are kind of clear that it's the right track. I also don't believe that there's always the right decision, but it's more important to move than to kind of wait to get to the perfect decision.

And then I make sure also that I get pushback and make sure that from a board perspective, from even external people, you make sure that you stress test your own assumptions so that when you go, you are kind of clear that it's the right track. I also don't believe that there's always the right decision, but it's more important to move than to kind of wait to get to the perfect decision.

So that's another part of kind of my frame of mind that A, I don't know it all. B, it's important to move at a certain point if you have enough of the information. And then actually it's important that you are very clear what the decision entails and how you are going to implement it.

So that's another part of kind of my frame of mind that A, I don't know it all. B, it's important to move at a certain point if you have enough of the information. And then actually it's important that you are very clear what the decision entails and how you are going to implement it.

So that's another part of kind of my frame of mind that A, I don't know it all. B, it's important to move at a certain point if you have enough of the information. And then actually it's important that you are very clear what the decision entails and how you are going to implement it.

Because clarity is so important in an organization, especially if you're an organization of size, that half of the importance of decision making is how you communicate the decision that you have been taking.

Because clarity is so important in an organization, especially if you're an organization of size, that half of the importance of decision making is how you communicate the decision that you have been taking.

Because clarity is so important in an organization, especially if you're an organization of size, that half of the importance of decision making is how you communicate the decision that you have been taking.

So ultimately we are kind of a company that serves the betterment of healthcare. So the ultimate perspective that you always need to have is kind of what is the impact on the customers that you serve, whether it's patients, whether it's nurses, doctors.

So ultimately we are kind of a company that serves the betterment of healthcare. So the ultimate perspective that you always need to have is kind of what is the impact on the customers that you serve, whether it's patients, whether it's nurses, doctors.

So ultimately we are kind of a company that serves the betterment of healthcare. So the ultimate perspective that you always need to have is kind of what is the impact on the customers that you serve, whether it's patients, whether it's nurses, doctors.

And that means when you are in healthcare space, you always kind of need to be careful in putting patient safety and quality as first priority in your decision-making. That's also what I've put forward and that's very clear across the company as our guiding principle. But it's also known that, of course, there's not always a black and white, right?

And that means when you are in healthcare space, you always kind of need to be careful in putting patient safety and quality as first priority in your decision-making. That's also what I've put forward and that's very clear across the company as our guiding principle. But it's also known that, of course, there's not always a black and white, right?