Our experience Your success
With a record of success in CEO and senior executive roles in the Queensland and NSW public sectors, along with extensive experience across health, social services and infrastructure portfolios, we bring significant expertise to organisations through consulting engagements and Board roles. We help organisations to simplify the complex, achieve real improvements and thrive in challenging environments.
How we work
Assisting organisations to simplify the complex, achieve real improvements and thrive in challenging environments. Strategic advisory services in leadership development, health service strategy, governance, digital transformation, change management and program assurance.
How we can help
With a record of success in CEO and senior executive roles in the Queensland and NSW public sectors, along with extensive experience across health, social services and infrastructure portfolios, we bring significant expertise to organisations through Board roles and consulting engagements. We bring creative insights to challenging problems, build strong governance and focus on the important factors for success
Michael provides strategic advisory services to large organisations with a focus on leadership, digital health, governance, strategy, planning and transformation. Michael is the Chair of the Digital Health Cooperative Research Centre.
Sabrina provides governance advisory services to organisations to ensure that investments in programs, projects and digital initiatives optimise business outcomes, provide value for money and manage business risk.
Powerhouse Partners regularly publishes articles on contemporary issues facing healthcare services and systems in the areas of healthcare strategy and governance, leadership and digital health.
The digitisation of healthcare systems and processes is more than simply replacing paper with computers. Done well, it presents the opportunity to transform the way health services are delivered; quality, safety and patient outcomes are improved; and patient and clinician experiences are enhanced. But the digital transformation road is long, winding, and full of unexpected obstacles.
Transforming health service delivery models, structures, roles, and business/clinical processes really does indeed take a village and early, lasting and strong leadership will make or break digital health transformations because transformation is about people, behaviours, and relationships.
Digital health transformations are notoriously difficult. They often take longer, cost more, are messier and can deliver fewer benefits than planned. Sometimes they fail completely and can ruin or damage reputations and public confidence.
Of late, ‘Reform’ has become an Executive Tourette-like utterance in the Australian healthcare sector. However, the nature of the reform, the specific goals and benefits, the risks, and how success will be measured is often poorly described or absent.