NEON Triforce

NEON Triforce exists for B2B scale-ups who have outgrown “heroic selling” and gut-feel dashboards – but don’t yet have a strategic RevOps engine to match their ambitions.

I work as a Fractional VP of RevOps for companies roughly between €15–150M who have grown quickly in headcount and revenue, and now feel the drag of complexity: more tools, more meetings, more initiatives… and less clarity.

Together, we install the Lean Revenue Factory:

– Four-capability scan – We score customer value from insights, revenue generation efficiency, enablement (people, tech, AI, data, ecosystem), and governance & execution from Level 1–4. This shows where the real constraint is and what “good” would look like in your business.

– One-page strategy – We put your 3–5 year goals, this year’s targets, the strategic programs, and accountable owners with KPIs on a single page that everyone can see and use.

– Revenue Insights Room – We design a single visual space where your leadership team lives with the same numbers every week: revenue metrics, funnel, customer signals, experiments and key risks.

– Operating cadence – We streamline your existing meetings into a quarterly, monthly and weekly rhythm that replaces status updates with decisions, experiments and follow-through.

My aim is not to camp inside your organisation. In 90 days we build and run the first version of the engine together, and then I coach your RevOps lead and GTM leadership so they can own and improve the system without me.

Typical results: clearer trade-offs, fewer zombie initiatives & meetings, and a revenue engine that finally feels like it matches the ambition in your board deck.

Founder

Winning by Design

The Winning by Design Ambassador Program is a tight knit community of like-minded GTM leaders, who embrace scientific, sustainable revenue growth at SaaS & Technology businesses.

We have mastered and apply the 6 models of Revenue Architecture to create profitable and fast scaling organizations.

Ambassador

Pavilion

Executive Member

I speak at events and guest on podcasts about applied innovation, digital strategy, marketing technology/operations, and more.

- MarTech World Forum London 2024
- Humans of MarTech 2024
- Ops Cast 2024 (5th most listened-to episode of the year!)
- IoT Tech Expo 2021
- Emerce 2019
- Live Webinar on Lean Startup 2015
- HR Top 100 2015
- Career Expo 2015

Public Speaker/Podcast guest

RevGenius

RevGenius is a group of revenue generating sales and marketing professionals brought together to learn, share, support, and grow with each other. You can consider us your alt work family!

Member

The Martech Weekly

Responsible for the agenda, speakers, and content for the Martech World Forum London 2024.

After a great event, we loved working together, so I stayed on to advise the Martech Weekly on new business and services development.

Content Lead Europe & Strategic Advisor

Feenstra

At Feenstra, I am working on a pivotal transition towards customer-centric sales and service delivery through the strategic selection, implementation, and utilization of novel Sales Tooling and Digital Experience Platform (DXP).

GTM Architect (via Conclusion)

Conclusion Consulting

As a GTM Operations Consultant at Conclusion Consulting, my mission is to devise and implement powerful strategies tailored to our clients' specific needs in their transformations.

Operating within a robust ecosystem of over 27 specialized companies, I foster interconnectedness and push the boundaries of innovation, utilizing technology to sculpt memorable customer journeys. 

At Conclusion Consulting, we redefine business futures through technology, and my goal is to ensure these futures are customer-centric, digitally optimized, and truly impactful.

GTM Operations Consultant

PostNL

In my role as Senior Program Manager Digital Transformation I worked directly with the CDO on the realization of PostNL's Digital strategy. As part of my activities I
• Directly managed the Digital portfolio (~25M) as portfolio manager for all Digital initiatives within PostNL (SAFE). This included new business models, consumer channels (app, website), consumer services, consumer data initiatives and customer journeys. 
• Challenged and coached product owners on solution direction, IT estimations, costs, benefits, expected NPS impact and more. This resulted in increased benefits and overall value of digital initiatives.
• Managed the Digital BU yearly strategic plan.
• Managed and collaborated in company wide strategic programs like Digital platform competitor scan, Digital vision, companywide IT roadmap prioritization, Digital Customer transformation and Customer Data Platform (CDP) in both B2B and B2C sphere.
• Built and managed relations with the Digital MT and other directors to facilitate the Digital strategy implementation.

Senior Program Manager Digital Transformation

Sia Partners

Within Sia Partners I was P&L responsible for the Marketing Technology unit and directly managed a team of Marketing Technology consultants (manager - junior). As manager Marketing Technology I sold and managed engagements including: 
• Digital marketing capability map and maturity assessment.
• Redesign of a marketing technology stack.
• Selection and global rollouts of new digital marketing platforms (CDP & DAM).
• Established a strategic personalization program.
Clients included: global shipbuilding, sportswear brand, FMCG and pharmaceutical companies.

Manager and practice lead Marketing Technology

Acquire and expand customers quicker, cheaper, and for longer | Coaches B2B scale-ups scale more efficiently and effectively through proven frameworks | Organizing the MarTech World Forum London 2024

If your board or investors ask simple revenue questions and three people disappear into Excel, you’re who I work with.

I help €15–150M B2B scale-ups build a strategic RevOps engine, the Lean Revenue Factory, so they can execute ambitious growth plans in 90 days without a reorg or hiring a full-time VP RevOps.

We always start the same way:
we run a 4-capability maturity scan, so we know where the real constraint is before we touch anything else:

1️⃣ Customer value from insights – how well you turn real customer insights into an improved experience.
2️⃣ Revenue generation efficiency – which motions actually make money, and where the funnel is leaking.
3️⃣ Enablement – people, tech, AI, data, and ecosystem as levers instead of friction.
4️⃣ Governance & execution – how fast you can refocus work when markets change.

Once we can see where you’re strong and where you’re stuck, we turn that insight into action through three simple structures:

One-page Strategy – your 3–5 year goals, this year’s targets, the key programs, and clear owners with KPIs for each.

One Revenue Insights Room – a single visual space where you see core revenue metrics, funnel, customer insights, experiments, and key risks.

One Operating Cadence – a lean rhythm of quarterly, monthly, and weekly meetings that replaces status calls with data-driven decisions and follow-through.

The capabilities tell us what to fix first.
The one-page strategy, Revenue Room, and cadence are how we actually fix it and keep it running.

I’m Rutger Katz, Fractional VP of RevOps. For 15+ years I’ve helped B2B and technology companies turn growth strategies and scattered data into shipped changes that show up in pipeline, win rates, and NRR – not just in slide decks.

The companies I work with are in the “messy middle”: past product–market fit, growing fast, and feeling the drag of complexity. 
They usually have a working sales & marketing engine (often after a funding round), lots of parallel initiatives, and low confidence that strategy, metrics, and weekly execution are truly in sync.

When the Lean Revenue Factory is in place, the result is simple:
- Clean, defensible numbers in front of your board and investors
- Clarity on where the pipeline is really leaking in minutes, not weeks
- A team that feels like a high-performance unit, not a group stuck in status meetings

If you recognize this and you want a strategic RevOps engine rather than yet another dashboard, let’s talk.

👉 Send me a message with the word REVOPS and I’ll share how a 90-day Lean Revenue Factory rollout could look for your company.

Rutger Katz

𝗚𝗼𝗼𝗱 𝗻𝗲𝘄𝘀, 𝗲𝘃𝗲𝗿𝘆𝗼𝗻𝗲.  
NEON Triforce is now officially… 
𝘈𝘐-𝘱𝘰𝘸𝘦𝘳𝘦𝘥.
 
Apparently, you can’t sell B2B services in 2025  
unless a model with commitment issues has blessed them.
 
So yes.  
We finally did it.  
We bent the knee to the Algorithm Overlords.
 
To celebrate, I made a video of me receiving the sacred “AI-powered” stamp.  
The stamp was… unexpectedly hot.
 
Nothing says “innovation” like getting third-degree burns for a marketing asset.
While being laughed at by a giant (I'm only 1.78).

 
But hey, it’s 2025.  
Why trust 15+ years of experience, pattern recognition, market context, and actual conversations… 
when you can trust a stochastic parrot that confidently hallucinated its way through your ICP?
 
Because who wouldn’t want their GTM diagnosed by:  
• A 23-year-old “AI consultant.”  
• Running a high-ticket cohort  
• Who mostly binged Alex Hormozi clips at 1.75x  
• And now sells “done-for-you AI-powered everything” for the price of a small car
  
 
So here it is:  
My service offering is now officially “𝗔𝗜-𝗽𝗼𝘄𝗲𝗿𝗲𝗱.”  
The stamp says so.  
The burn marks say so.  
My dignity… not so much.
 
If you want to experience the magic, visit here 𝘄𝘄𝘄.𝗻𝗲𝗼𝗻𝘁𝗿𝗶𝗳𝗼𝗿𝗰𝗲.𝗰𝗼𝗺/𝗰𝗵𝗲𝗰𝗸𝘂𝗽 where an LLM will tell you 
–  in the most beautifully snarky way possible –  
where your GTM maturity sits  
and what you could do over the next four weeks to improve.

There's even a secret hardcore mode with high scores. 🔥

 
And because we live in the golden age of shortcut culture and comment meta:  
if you want to make your own video with the “scalding-hot AI stamp”…  
comment “𝘀𝘁𝗮𝗺𝗽 𝗺𝗲” below.
 
I’ll send you the exact prompt I used.  
No learning required.
 
Why spend 10 minutes figuring something out  
when you can outsource all thinking  
to a machine that also wants your job?
 
Welcome to the future.  
Everything is AI.
 
Well… unless you’re a plumber.  
Those folks still need actual skills.  
At least until Elon finishes his Terminator 🤖.

Rutger Katz 🏎️

I architect trusted pipeline, forecasts & NRR to grow €20–100M B2B SaaS | From GTM fire drills to a revenue engine you can steer in 90 days 🏎️ | Fractional VP of RevOps

If your GTM isn’t compounding, it’s probably running on the wrong 𝗼𝗽𝗲𝗿𝗮𝘁𝗶𝗻𝗴 𝘀𝘆𝘀𝘁𝗲𝗺 👇
 
After 50+ diagnostics, Jacco van der Kooij and the team at Winning by Design found the same pattern over and over:
 
🔹 #𝟭 𝗲𝗻𝗮𝗯𝗹𝗲𝗿 𝗼𝗳 𝗰𝗼𝗺𝗽𝗼𝘂𝗻𝗱𝗶𝗻𝗴 𝗴𝗿𝗼𝘄𝘁𝗵  → A 𝘴𝘩𝘢𝘳𝘦𝘥 operating model (one language, one cadence, one room of truth)
 
🔸 #𝟭 𝗶𝗻𝗵𝗶𝗯𝗶𝘁𝗼𝗿  → The 𝘢𝘣𝘴𝘦𝘯𝘤𝘦 of that operating model

A shared language, GTM cadence, clear ICP, pricing structure, and CS playbooks -> these aren’t “nice-to-haves.” 
They are the foundation of growth that lasts. 

What I know from talking with multiple CRO's in the 20-50M range is that what got you here, won't get you there.

At ~𝟮𝟬𝗠 𝗔𝗥𝗥, most companies run on the “𝗵𝗲𝗿𝗼 𝗢𝗦”:
 
• Pipeline reviews = opinion debates
• Stages and ICP mean different things per team
• Strategy lives in slides, not in one shared room
• Rigorous sales qualification? We don't need it.
 
That OS can 𝘫𝘶𝘴𝘵 𝘢𝘣𝘰𝘶𝘵 get you to 20–30M.
 
The step to 𝟱𝟬–𝟭𝟬𝟬𝗠 𝗔𝗥𝗥 needs a 𝗚𝗿𝗼𝘄𝘁𝗵 𝗢𝗦:
 
• One operating model and cadence across GTM
• Forecasts with bands that leadership actually trusts
• Weekly strategic decisions that show up as shipped changes, not new slides
• Prospect and customer signals are collected and used for continuous improvement.
 
If your GTM feels harder every quarter, it’s probably not a “pipeline problem”.  
It’s your operating system aging out of its ARR band.
 
I’m breaking this Growth OS down piece by piece over the next weeks. 
Follow me if you’re scaling from 20–100M ARR and want the operating system, not another ‘playbook’.

Your C-suite is more neurodivergent than you think.
 
At 100+ people, that shared genius starts to clash, hard.
 
Without boring, beautiful RevOps, chaos quietly wins every quarter.
 
 
I say this as someone who’s neurodivergent myself 👋 (ADD).
 
I’ve worked 𝘧𝘰𝘳 and 𝘸𝘪𝘵𝘩 a lot of neurodivergent C-suite leaders. It’s exhilarating:
 
• The energy  
• The ideas  
• The speed  
• The radical honesty
 
Neurodivergence is a superpower at the founder / exec level. It’s often the 𝘳𝘦𝘢𝘴𝘰𝘯 the company exists in the first place.
 
But here’s the part most teams don’t like talking about:
 
That same superpower scales… 𝗰𝗵𝗮𝗼𝘀.
 
At 10–20 people, it feels like “move fast”.  
At 50–80, it starts to feel muddy.  
At 100+, it becomes an operating risk.
 
You see it when:
 
• Priorities change every other week  
• Sales keeps selling “whatever works”  
• Ops is constantly in clean-up mode  
• Your CRM is a garbage bin
 
All that beautiful, buzzing energy? It quietly burns people out.
 
 
I’ve felt this first-hand.
Great leadership, warm connection, amazing vision.
Chaotic meetings, lack of focus, emotional outbursts.
 
What I have seen over 15 years:
 
• Founders: often neurodivergent  
• Top salespeople: often neurodivergent  
• Best builders / engineers: often neurodivergent
 
In big rigid enterprises, a lot of these people quietly “die inside” (me included). So they move to startups and scale-ups where there’s energy, money, freedom…
 
…and then the company hits the scaling growth wall.
 
 
This is where “boring, beautiful RevOps” actually matters.
 
Not to 𝘵𝗮𝗺𝗲 neurodivergent people.  But to 𝗽𝗿𝗼𝘁𝗲𝗰𝘁 them and everyone else.
 
You need:
 
• Enough structure to be scalable  
• Enough standardization to be predictable  
• Enough freedom for the crazy ideas that change the game
 
Think of RevOps and operating systems as a 𝘣𝘶𝘧𝘧𝘦𝘳: they let neurodivergent founders and sellers run hot 𝘄𝗵𝗲𝗿𝗲 𝗶𝘁 𝗰𝗼𝘂𝗻𝘁𝘀, without their chaos flooding the entire organization every quarter.
 
 
If you’re a neurodivergent founder or sales leader with 50 colleagues or more, ask yourself:
 
“Do we have systems that let our brains be an asset…  without turning the rest of the company into collateral damage?”
 
If the honest answer is “not really”, that’s the real growth constraint, not “more leads” or “better salespeople”.
 
Curious: are you seeing this in your org too? 
Neurodivergent brilliance at the top… and quiet chaos underneath?

Most “pipeline problems” in €10–50M B2B SaaS are not pipeline problems.
They are fuel problems.
 
If everyone can buy, no one is ICP.  
And when ICP, motions, and pricing don’t match, every deal feels uphill and CAC quietly explodes.
 
𝗦𝗶𝗴𝗻𝗮𝗹𝘀 𝘆𝗼𝘂 𝘄𝗶𝗹𝗹 𝘀𝗲𝗲
(If these feel familiar, the leak is already open wide)

• Everyone who buys is “ICP”. No tiers, no clear no-go list.
• Low fit deals clog the funnel while obvious high fit wins get ignored.
• Discounts and one-off exceptions show up in almost every deal.
 
𝗪𝗵𝗮𝘁 𝗶𝘀 𝗿𝗲𝗮𝗹𝗹𝘆 𝗴𝗼𝗶𝗻𝗴 𝗼𝗻
 
• Nobody has made hard choices on who you serve, how you sell, and on what terms.
• Motions do not match deal size or complexity, they all blend together.
• Pricing and qualification rules are vague, so every team improvises.
 
𝗙𝗶𝘅 𝘁𝗵𝗲 𝗳𝘂𝗲𝗹 𝗺𝗶𝘅 𝗶𝗻 𝗼𝗻𝗲 𝘄𝗼𝗿𝗸𝗶𝗻𝗴 𝘀𝗲𝘀𝘀𝗶𝗼𝗻
 
• Bring in Marketing, Sales, CS, and Finance into one 60 minute segment review
• Identify 1–3 "clean fuel" segments that feel light to sell, onboard, and expand.
• Turn them into A, B, C tiers plus a simple no-go list, each with one primary motion and SLA.
• Set pricing rules per tier: list price, discount floors, who can approve exceptions.
• Review win rate, cycle time, and NRR by tier every quarter and adjust the map.
 
This is the foundation every other motion sits on.

ICP should not mean "I Can Pay". It should mean "𝗜 𝗖𝗮𝗻 𝗦𝘁𝗮𝘆"
 
In most GTM reviews I run with €10–30M SaaS, this single leak hides 𝟮𝟬-𝟰𝟬% 𝗖𝗔𝗖 𝘄𝗮𝘀𝘁𝗲.  Fix the fuel and a lot of “pipeline problems” disappear.

I turned this into a 𝗼𝗻𝗲-𝗽𝗮𝗴𝗲 𝗙𝘂𝗲𝗹 𝗠𝗮𝗽 𝘄𝗼𝗿𝗸𝘀𝗵𝗲𝗲𝘁 plus a 𝟲𝟬 𝗺𝗶𝗻𝘂𝘁𝗲 𝗙𝘂𝗲𝗹 𝗖𝗵𝗲𝗰𝗸 𝘄𝗼𝗿𝗸𝘀𝗵𝗼𝗽 I run with GTM leadership teams. 
If these signals look familiar and you want the worksheet (and a peek at how I run the session), comment 𝗙𝗨𝗘𝗟 and I’ll send it over.

𝗦𝗲𝗿𝗶𝗲𝘀 𝗿𝗲𝗺𝗶𝗻𝗱𝗲𝗿  
This is 𝗽𝗮𝗿𝘁 𝟭 𝗼𝗳 𝟱 in my Revenue Engine Leak series.  
Next up: 𝘙𝘦𝘷𝘦𝘯𝘶𝘦 𝘓𝘦𝘢𝘬 2 – 𝘎𝘢𝘳𝘣𝘢𝘨𝘦 𝘋𝘢𝘵𝘢 𝘷𝘴 𝘊𝘭𝘦𝘢𝘯 𝘚𝘪𝘨𝘯𝘢𝘭𝘴.  
Follow me to see the whole set🔔.

𝗜𝗳 𝘆𝗼𝘂 𝗵𝗮𝘃𝗲 𝟭𝟱 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝗲𝘀, 𝘆𝗼𝘂 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗵𝗮𝘃𝗲 𝘇𝗲𝗿𝗼.

Every CXO I know has the same full calendar. 
Back-to-back meetings from 9 to 6. Barely time to think. And somehow, at the end of the week, almost nothing got decided.

Monday: pipeline review. Tuesday: forecast call. Wednesday: strategy sync. Thursday: initiative kickoff. Friday: retro on why nothing moved.

Rinse. Repeat. Nothing changes.

Here's the thing. Once your org hits 70+ people, this gets exponentially harder. More people need to align. More opinions in every room. Less focus on what actually matters. When everyone grabs the wheel, the car veers off course.

Leadership announces a new priority. Teams scramble. Another priority lands before the first one finishes. Old initiatives never die. New ones keep stacking. Nobody believes anything will stick.

𝗛𝗼𝘄 𝘁𝗵𝗶𝘀 𝘀𝗵𝗼𝘄𝘀 𝘂𝗽:

• Meetings end without decisions, owners, or dates.
• Priority list has 10+ items. Everything is urgent. Nothing moves.
• New tools and re-orgs arrive monthly. Old ones never stop.
• Calendar is packed. Output is flat.
• Teams stop trusting the next program.

𝗬𝗼𝘂 𝗱𝗼𝗻'𝘁 𝗵𝗮𝘃𝗲 𝗮𝗻 𝗲𝘅𝗲𝗰𝘂𝘁𝗶𝗼𝗻 𝗽𝗿𝗼𝗯𝗹𝗲𝗺. 𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝗮 𝗿𝗵𝘆𝘁𝗵𝗺 𝗽𝗿𝗼𝗯𝗹𝗲𝗺.

𝗪𝗵𝗮𝘁'𝘀 𝗮𝗰𝘁𝘂𝗮𝗹𝗹𝘆 𝗯𝗿𝗼𝗸𝗲𝗻

• No operating cadence. Weekly, monthly, quarterly blur together.
• No core meetings for performance, planning, and customer insight.
• No work-in-progress caps. Anyone can start projects. Nobody stops them.
• Priorities get defined in meetings, not in a system.
• Decisions aren't logged. Same debates restart monthly.

𝗙𝗶𝘅 𝘁𝗵𝗲 𝗿𝗵𝘆𝘁𝗵𝗺 𝗶𝗻 𝗼𝗻𝗲 𝗵𝗼𝘂𝗿

60-minute session with your leadership team:

1. Define three core revenue meetings: Weekly Performance, Monthly Steering, Quarterly Strategy.
2. Give each meeting one job. Performance review. Decision-making. Planning. Not all three.
3. Then structure each around: Purpose, Product (of the meeting), Participants, Probable issues, Process.
4. Set work-in-progress caps per team and company-wide.
5. Create a visible Decision Log. Choices get tracked, not lost.

One hour to design it. One quarter to lock it in.

According to Salesforce, Fellow and Harvard Business Review, proper meeting structures save account executives 5 hours per week on average. That's not just OpEx savings. That's 5 hours per rep chasing actual revenue.

No new tools. No consultants. Just a simple rhythm everyone can follow.

—

If your calendar is full and your pipeline is stuck, this is for you.

Comment RHYTHM, and I'll send you the cadence design playbook. The three meeting structures, the WIP cap framework, and the Decision Log template that stops debates from restarting every month.

Leak 4 of 5 in my Revenue Engine series. Leak 3 and 4 go hand in hand. Check that and the rest of the series via my profile https://lnkd.in/ew9FxTkZ

Helping healthcare use the power of AI⚕️

With a childhood filled with hospital visits, I knew I would be a part of improving healthcare one day.

From seeing the fragile human life, to how much the treatment will influence the future.

My dad's car accident marked my life, not physically, but mentally.

As a witness to my dad's struggle, I saw the realities of healthcare. Its triumphs and its failures.

My glimmer of hope for healthcare lies in innovation, specifically the transformative power of AI.

The hope has evolved to become my passion.

A passion that makes sure:
Patients get the best care out there
Clinicians can focus on their patients
Peace of mind for caregivers

At the bottom line, is dignity for every individual.

In order to do so, healthcare as is needs to change.

Technology is the only feasible way to truly change healthcare as is.

A future where AI in healthcare is not just a possibility.

It's a necessity.

Knowing what to change though, can be difficult.

Should you be following the old ways of:
Prioritizing aesthetics over functionality
Making small tweaks ignoring core issues
Inefficient exchange of information

AI can create true value and impact in healthcare.

Interested in working towards a clear vision of AI for your organization?

Contact me to plan a call (sigrid@eirhealth.ai)

Sigrid Berge van Rooijen

Why 90% of healthcare AI projects fail (and how to be in the 10%)

Are you thinking of integrating AI into healthcare?

Unfortunately, many healthcare organizations are struggling.

Here is a list of key steps that can help you be successful.

These steps can guide you through challenges, from system integration to data privacy.

Here's a look at what you can focus on:
1. Integration Plan: 
Carefully blend AI into current processes with a thoughtful strategy that combines new tech with existing systems.

2. Healthcare Vision: 
How do you want to impact healthcare in the future, and how can you disrupt current processes?

3. Navigate Regulations: 
The regulatory framework can be complex. Proceed wisely to introduce innovation.

4. Gain Clinical Acceptance: 
To bring the team on board with AI, focus on demonstrating real-world benefits rather than using hype.

5. Protect Data: 
Don't compromise on patient data privacy. Make sure AI integration aligns with high standards of data protection.

6. Develop Expertise: 
Lack of in-house AI skills is a major obstacle. It requires a shift in the skills matrix.

Every significant breakthrough begins with overcoming challenges.

Now is the opportunity to reshape the healthcare landscape. 
AI should not be pushed without a plan. 
And AI should not be seen an obstacle, but a catalyst for a transformation.

How have you overcome challenges in integrating AI in healthcare?

Organizations are removing AI tools from their tool stack. 

After a flood of AI tools, healthcare-related or not, 
Organizations felt pressure to implement innovations. 

But many organizations quickly realized that the tools didn't add enough value.

I think this stems from AI tools being implemented without having a clear problem or objective in mind. 

You see, many (healthcare) organizations feel the pressure to start implementing AI. 

So they quickly implement without a clear goal in mind. 
Nor do they know where the tool should be implemented. 
Or what value they should expect.

Leading to many AI projects failing. 

Here’s how you can do better:
- What process do you want to improve?
- What is your organizational problem or what process do you want to improve?
- Specific measurable objectives for clinical/operational objectives
- How does the tool support broader institutional goals or strategies?
- What are the risks or benefits on patient safety, efficiency, cost, savings, etc?
- How will success be measured?
- Which stakeholders should be involved?

Rushing to implement AI will eventually be a risk for the whole project. 

Not only can the project fail, but patient safety, data security, and overall trust are being gambled on.

If we want to get the true value from AI, we need to start with the basics first. 

What has your organization done to define its objective for AI projects?

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Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Rutger Katz's LinkedIn Performance

Performance ScoreSigrid Berge van Rooijen's LinkedIn Performance

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Performance ScoreRutger Katz's LinkedIn Performance