For health services

The improvement work finds the waste. Then somebody has to build the fix.

The fix needs a form, a trigger or a dashboard. It joins a queue of vital work nobody can see, and the ward goes back to paper.

I ran WA Health's data and digital systems function for six years and sat on the approving side, so I know what gets a clinical tool through and what stops it. I built the statewide REDCap platform that Telestroke, the Virtual ED and Cancer MDT were built on, by clinicians, and built COVID Care at Home and Patient Blood Management myself. Before any of that I was a volunteer on the floor at Fiona Stanley.

Now I take one improvement that needs a digital fix and build it as a contained pilot: fixed price, agreed in writing, sized to sit inside your own delegation, with the people who found the problem beside me. Not an ICT program, and not a route around one.

The fix that never ships

The current process isn't safe. It's just familiar.

Your improvement program already knows this. A missed handover, a lost form, a result typed in twice, a note nobody can read: each one is a patient waiting on a defect that's been normalised. The standard work that would remove it keeps needing a digital piece, and nobody's set up to build one that small. Three things make the fix ship, and none of them is a program.

Familiar isn't safeA paper process that's run for ten years feels safe because its failures are quiet and the patient absorbs them. Lean already calls these defects. The digital fix doesn't add risk to a safe process. It takes risk out of one that was never measured.
Test small, learn fast, scale what worksOne ward, one workflow, a few weeks. Designed by the people who do the work, where the work happens. Paper keeps running alongside. Success criteria and the rollback are written before the build. It's the test-of-change discipline your program already runs, applied to the digital fix. ICT carries a backlog of vital work nobody sees: the EMR, cyber, the network that has to stay up. A one-ward fix can't get to the top of that queue and shouldn't have to. Proof first. Ownership once it's earned.
Design it so it can't go wrongA form that won't submit incomplete. A handover that triggers itself when the result lands. A field that only accepts what policy allows. A way for anyone on the ward to stop the process when something's wrong, and be heard. Mistake-proofing built into the tool, not an audit three months later.

Four examples of what I do for a health service

Fixed scope, fixed price, quoted once I've seen the brief. The second opinion is priced on the page. Everything's built with the people who'll use it, documented, and handed to ICT when it's proven. One or two engagements at a time, so you'll hear quickly.

The contained pilot

One ward, one workflow. Designed by the people who found the problem, built with your improvement team. Paper runs alongside. Success criteria and rollback agreed in writing before I start. Theirs when I leave, with a user group to keep it alive, the way I ran them for REDCap and Power BI.

Four to eight weeks

The data before the workshop

The current-state data an improvement event needs: volumes, waits, rework, where the time goes and where flow stops. Compiled before the week starts, from the systems you already have.

One to two weeks

The dashboard people believe

One agreed source, agreed definitions, the number the huddle runs on and the executive trusts. Built on what you already have, written down so the argument doesn't restart every month.

Two to four weeks

Second opinion

A digital proposal, a vendor pitch, an ICT program quoted at eighteen months. I read it the way I read them for six years on the approving side, and tell you what I'd do. In writing.

One day · $2,000 + GST

Built inside a health service, not pitched at it

2020–24
REDCap, statewide. The platform Telestroke, the Virtual ED, Virtual Immunology, the VAD Navigator Service and Cancer MDT were built on, by the clinicians who needed them. Hardened once, open to every hospital and research team.
2022
COVID Care at Home and the RAT Register. Statewide, live in twenty business days with a team of twelve, over a million records, never went down. IPAA WA IT Practitioner of the Year.
2019
Patient Blood Management, Fiona Stanley. The first REDCap instance in the network, fought in as a research officer, and a clinical tool I built on it myself, inside policy.
2018
Fiona Stanley, from the floor. A volunteer enrolling patients in clinical studies, then a research officer. Still the first thing I test any design against.

For

Chief executives and their executive teams. Executive directors of transformation. Improvement office leads. Nursing and medical directors with a change they can't get built. Anyone running a lean or continuous improvement program, whichever method it follows, who keeps finding fixes that need a digital piece.

Not for

An EMR program, a body-shop, anything that needs thirty people. If the fix belongs in the EMR, I'll say so in the second opinion and save you the engagement.

How it works

Jahan is one person, and that's a design, not a risk. Perth-based, on the ward when it matters. Fixed price, scoped in writing before we start. What I build stays with your team, documented, with no dependency on me, and goes to ICT whenever they want it. A pilot this size is designed to sit inside a health service's own procurement delegation.

Jahan was wound down in 2019 when I joined WA Health, and relaunched in October 2026 when I left. WA Health work is published here only after my last day, and always with the code of conduct in mind. Ask me about anything you don't see.

Bring me the improvement that stalled. I'll tell you what it'd take to build it.

nasir@jahan-interactive.com.au

Not a health service, or not sure which page you belong on? Send it anyway. Or message me on LinkedIn. Perth, Western Australia.