Roy Jakobs

I've been also stopping certain businesses to actually double down on the most attractive areas, but also in the areas where I believe we have the right to win and to scale. So we focus on healthcare. Within healthcare, it's still a very big space. We make choices that in the areas that we kind of are playing in, we scale. Let me give you an example. Informatics.

I've been also stopping certain businesses to actually double down on the most attractive areas, but also in the areas where I believe we have the right to win and to scale. So we focus on healthcare. Within healthcare, it's still a very big space. We make choices that in the areas that we kind of are playing in, we scale. Let me give you an example. Informatics.

Healthcare informatics is a very important space, but it's a very large space as well. So when we look at where we can provide a meaningful difference is in clinical informatics. So we are the number one healthcare informatics player in the clinical layer.

Healthcare informatics is a very important space, but it's a very large space as well. So when we look at where we can provide a meaningful difference is in clinical informatics. So we are the number one healthcare informatics player in the clinical layer.

Healthcare informatics is a very important space, but it's a very large space as well. So when we look at where we can provide a meaningful difference is in clinical informatics. So we are the number one healthcare informatics player in the clinical layer.

So if you think about you need an image as an patient, we are the number one player in image systems, actually in a system that actually acquires the images, then disseminates them and put AI and insights on top. The same in monitoring, where actually when you need to measure patients, we're the number one in monitoring.

So if you think about you need an image as an patient, we are the number one player in image systems, actually in a system that actually acquires the images, then disseminates them and put AI and insights on top. The same in monitoring, where actually when you need to measure patients, we're the number one in monitoring.

So if you think about you need an image as an patient, we are the number one player in image systems, actually in a system that actually acquires the images, then disseminates them and put AI and insights on top. The same in monitoring, where actually when you need to measure patients, we're the number one in monitoring.

And actually we do that with a very significant software capability, AI capability to actually measure patients, pull the data together, and then actually get the insights out of the data to actually serve these patients, but in particular also serve the health system in a better way by actually giving them meaningful data and don't overwhelm them with a massive load of data.

And actually we do that with a very significant software capability, AI capability to actually measure patients, pull the data together, and then actually get the insights out of the data to actually serve these patients, but in particular also serve the health system in a better way by actually giving them meaningful data and don't overwhelm them with a massive load of data.

And actually we do that with a very significant software capability, AI capability to actually measure patients, pull the data together, and then actually get the insights out of the data to actually serve these patients, but in particular also serve the health system in a better way by actually giving them meaningful data and don't overwhelm them with a massive load of data.

So there is this combination which is, I think, leading us, which is both focus as well playing at scale. And scale, you can also really translate into thresholds. You can say, okay, I'm not going to go after business if the opportunity is not above 500 million or a billion or 100 million. Philips is playing in 100 countries. But not every country is equally important.

So there is this combination which is, I think, leading us, which is both focus as well playing at scale. And scale, you can also really translate into thresholds. You can say, okay, I'm not going to go after business if the opportunity is not above 500 million or a billion or 100 million. Philips is playing in 100 countries. But not every country is equally important.

So there is this combination which is, I think, leading us, which is both focus as well playing at scale. And scale, you can also really translate into thresholds. You can say, okay, I'm not going to go after business if the opportunity is not above 500 million or a billion or 100 million. Philips is playing in 100 countries. But not every country is equally important.

So also there in terms of focus, you're going to say, okay, I'm going to make certain choices. Where can I deploy and support the system best in terms of kind of allocating my resources? So that's something that I very much hold at heart, that I want to do things well. And if you want to do them well, also with quality at heart, you need to make certain choices.

So also there in terms of focus, you're going to say, okay, I'm going to make certain choices. Where can I deploy and support the system best in terms of kind of allocating my resources? So that's something that I very much hold at heart, that I want to do things well. And if you want to do them well, also with quality at heart, you need to make certain choices.

So also there in terms of focus, you're going to say, okay, I'm going to make certain choices. Where can I deploy and support the system best in terms of kind of allocating my resources? So that's something that I very much hold at heart, that I want to do things well. And if you want to do them well, also with quality at heart, you need to make certain choices.

Actually, I experience and I find that the brand that we carry, which has been loaded and built over 133 years, is a tremendous valuable asset. Because ultimately, what people remember is the experience they had with a brand. And yes, that could be in lighting, that could be in radio, that could be in television. But over time, you stay relevant if you build trust in a brand.

Actually, I experience and I find that the brand that we carry, which has been loaded and built over 133 years, is a tremendous valuable asset. Because ultimately, what people remember is the experience they had with a brand. And yes, that could be in lighting, that could be in radio, that could be in television. But over time, you stay relevant if you build trust in a brand.

Actually, I experience and I find that the brand that we carry, which has been loaded and built over 133 years, is a tremendous valuable asset. Because ultimately, what people remember is the experience they had with a brand. And yes, that could be in lighting, that could be in radio, that could be in television. But over time, you stay relevant if you build trust in a brand.