Spot the Ripple™
A keynote for health-system executives and nurse leaders
Making the Call on New Technology When Patients Are Waiting
A keynote for health-system executives and nurse leaders who have the vendor, the IT team and the policy, and still have to decide what reaches the unit.
Jack brings high energy and dedication, along with a great personality and a sense of humor, which is often helpful when dealing with formal processes and operational change!
Jack has hit the mark again! Tackling an issue impacting virtually every industry and certainly within healthcare, a growing percentage of today’s workforce struggles with mental health and making confident decisions.
Inspiring. Provides a framework.
The room leaves with three questions to ask before any technology decision reaches a patient: who owns it, what is it for, how will the board know it worked. And one first move for the week they get home.
Jack served as acting enterprise risk and audit leader for a $10B health system.
The problem
Most keynotes are rented for the day. The insight leaves with the speaker.
01Leaders are trained in everything except how to decide.
Health systems invest in strategy, culture and technology. Almost none invest in the one skill that determines whether any of it works: making a confident, well-informed call under pressure. The gap shows up as stalled rollouts, workarounds on the unit and teams waiting for permission nobody is giving.
02The decision was already made. Nobody in the room knew it.
By the time most technology decisions reach the executive meeting, the outcome is settled. A tool is in use on the unit, a vendor is signed, a system is live. The leaders in the room are ratifying, not deciding. The most dangerous decisions are the ones a team made without noticing, and fear made most of them.
03The signals were always there. Nobody was assigned to watch.
Every major failure Jack has sat close to had early warning signs. The organizations that came through were not smarter. Someone had the job of reading what the others ignored. Decide, then watch for what moves.
The teams that adopt new technology well are not the ones with the best plan. They are the ones who gave the decision an owner.
The keynote
One talk, built for the decision in front of health-system leaders.
The method is simple enough to repeat on the drive home: treat new technology like a new hire. A job description. A manager. A probation period. A review.
For health-system executives and nurse leaders
Making the Call on New Technology When Patients Are Waiting
A new tool shows up on the unit. Half the team is using it by Friday. The other half waits for someone to say it is safe. Nobody owns the decision, so fear makes it.
Jack has watched decision-making teams, not surgical teams, save a life. He served as acting enterprise risk and audit leader for a $10B health system and led a board-mandated cybersecurity program for a $4B health system that closed its urgent gaps on a $1.5 million budget within one year. He has watched capable clinical leaders stall on technology calls they were equipped to make.
The room leaves with the three questions to ask before any technology decision reaches a patient, and one first move for the week they get home.
Also delivered for
Partners in accounting, advisory and law firms
The same keynote, rebuilt for the decision in front of a partner: the tool a client's team adopted last quarter, and the position the firm has not taken yet.
Take the Clear Confidence Assessment
A three-minute read on how your organization makes decisions with technology. Free. No call required.
See where you stand- Your Clear Confidence Score, 0 to 100
- Which of four decision-making tiers you are in
- Your single biggest gap, named
- A personalized report, yours to keep
Why Jack
He has sat in the rooms where technology decisions get made, defended and paid for.
Across 25 years in risk and advisory, 15 of them at the Big 4, Jack noticed one pattern: the leaders who struggled most were not the least talented. They were the least equipped to make a call and stand behind it under pressure. Most of them were waiting for a control that did not exist, and fear filled the gap.
That observation became a method. The method became one keynote, built for two rooms, and the same questions he asks a board when a new system is about to go live.
25Years in risk and advisory, inside the rooms where technology decisions carry the highest cost.
15Years at the Big 4, most recently as a PwC Director, building the teams that found the gaps before the regulator did.
$10BHealth system where Jack served as acting enterprise risk and audit leader, reporting to the C-suite and audit committee.
$1.5MBoard-mandated cybersecurity program for a $4B health system. Urgent gaps closed within one year.
The audience leaves with
Four things that outlast the applause.
01A method, not a feeling.
Treat new technology like a new hire. A job description, a manager, a probation period, a review. Every person in the room can apply it to the next tool, vendor or system that lands on the unit.
02A name for what has been slowing them down.
Nobody owns the decision, so fear makes it. Once a room can say that out loud, it can assign the decision. This keynote gives them the language.
03A contrarian view on risk they will argue about on the way home.
Governance has a reputation for slowing things down, and sometimes it earns it. Fear is slower, and nobody can test it. The risk person in the room is the one saying go, on conditions.
04Something they walk out ready to teach.
The three questions are short enough to repeat without a slide. An executive who attended should be able to walk a nurse manager through them the next morning.
How it is delivered
Three formats. One standard.
Every format starts with a 30-minute discovery call, so the talk is built for the room and the decision in front of it.
45 to 60 min
Keynote
The full talk with live audience exercises. For leadership summits, nursing conferences and health-system association events.
Keynote plus half day
Keynote and workshop
The keynote, then a working session where clinical and operational teams apply the new-hire method to a technology decision they are facing now.
45 to 60 min
Virtual keynote
Live on Zoom or Teams with interactive Q&A, rebuilt for the screen. For distributed leadership teams and association audiences.
Questions meeting planners ask
Who is this keynote for?
Health-system executives, nurse leaders and the clinical and operational teams who decide which technology reaches the unit. It is built for leadership summits, nursing conferences and association meetings.
Is this an AI keynote?
AI is in scope, but the talk is about any new technology that reaches a patient: an AI tool, a monitoring system, a new module in the record. The method is the same for each. Treat new technology like a new hire.
What does the audience take home?
Three questions to ask before any technology decision, and one first move for the week they get back. Short enough to repeat without a slide.
How long is it, and can it run virtually?
45 to 60 minutes. A half-day workshop can follow the keynote. The virtual version runs live on Zoom or Teams and is rebuilt for the screen.
How do we book Jack?
Book a discovery call. Jack replies within one business day and asks who is in the room and what decision they are facing before he sends a proposal.
Short answers. The discovery call covers the rest.
The next step
The right talk, in the right room, to change what the audience does when they get back to work.