Healthcare

Jinish Rajan — healthcare technology consultant, from inside the health service

Most healthcare technology fails in the gap between the people who understand the clinical need and the people who understand the code. Clinicians know what is needed and cannot specify it. Engineers can build anything and are handed requirements nobody clinical ever reviewed. This work is done in that gap.

Jinish Rajan
Jinish Rajan

Assistant Director of Nursing · 20 years in healthcare

Why healthcare software disappoints

It is rarely the code. Clinical systems fail because the requirement was written by somebody who had never done the task, reviewed by somebody who could not evaluate the technical claims, and signed off against a specification neither of them could fully read. By the time a nurse is working around it at three in the morning, the decision that caused the workaround is two years old and four documents back.

The gap is not a shortage of clinical expertise or of engineering talent. Ireland has plenty of both. It is that the two groups are handed the same problem in vocabularies that do not map onto each other, and the translation step — the part that decides whether the eventual system is usable — is treated as an administrative formality rather than the hardest work in the project.

That translation is what I do. It comes out of 20 years in healthcare, including 12 years in clinical leadership, combined with the qualifications and the practical ability to specify, architect and lead a build rather than only describe what it ought to do. More on the background.

The background this comes from

Healthcare technology advice is easy to claim and hard to verify, so here is the evidence rather than the adjective. The clinical side and the engineering side are both formally qualified — an unusual combination, and the reason this work exists at all. Every award is listed publicly on LinkedIn and can be checked there.

  1. Graduate Diploma in Healthcare Informatics University College Dublin 2025–2026
  2. Higher Diploma in Software Development (Level 8) Dublin City University 2021–2023
  3. MSc in Leadership in Healthcare (Leading Care II) Irish Management Institute / University College Cork 2019–2021
  4. MSc in Cardiovascular Nursing Trinity College Dublin 2015–2017
  5. Bachelor's degree in Nursing Rajiv Gandhi University of Health Sciences 2003–2007

Alongside the qualifications: 20 years in healthcare, including 12 years in clinical leadership, currently as an Assistant Director of Nursing. This is not a consultancy that has read about hospitals. It is someone who has spent a career on the receiving end of clinical software, including the systems that do not work, and who went and got the engineering qualifications to do something about it. Full background.

What is actually changing

Four shifts are reshaping what Irish healthcare organisations have to be able to do. None of them is optional, and the first is law rather than strategy.

The European Health Data Space

Agreed at EU level in 2025 and applying in phases, EHDS gives citizens control over their health data and obliges providers to exchange it in a structured, machine-readable form — across borders, not just across a campus. It is a regulation rather than a strategy document, which is the part most planning has not absorbed yet. Legacy systems that cannot export structured data are not merely dated under it.

Structured discharge summaries

The electronic discharge summary is where interoperability stops being abstract. Getting a coded, structured summary to a GP at the point of discharge — diagnosis, medications, follow-up, in SNOMED CT rather than prose — closes the continuity gap where medication errors and readmissions live. It is also considerably harder than it sounds, which is why the typed letter has survived this long.

The patient as data controller

Portals are shifting from booking tools to data hubs: patients viewing their own records, restricting access, and seeing the audit log of who opened their file. That changes the design brief for anything patient-facing, and it changes the governance conversation that has to happen before a line of code is written.

Security as a design constraint

The HSE cyberattack settled the question of whether Irish healthcare is a target. Opening data pipelines between organisations while keeping that exposure contained is a design problem, not a procurement box — multi-factor access to records, auditable exchange, and no device trusted merely for being inside the network.

Regulatory timelines shift, and EHDS obligations phase in over several years. Treat the dates in any summary — including this one — as a prompt to check the current text of the regulation rather than as a compliance position.

What EHDS actually means for the estate you already own

Most summaries of EHDS explain what the regulation says. The useful question is what it costs, and the answer is usually not in the software budget. Three consequences do most of the damage, and none of them is a licensing line item.

Structured is not the same as digital. A great deal of Irish healthcare data is already electronic and still fails the test, because a scanned letter, a PDF in a portal and a free-text field are all digital without being machine-readable. The obligation is to exchange data a receiving system can parse and act on: discrete fields, a stated format, coded terminology. The gap between "we have it in the system" and "we can emit it as a structured resource" is where most of the real work sits, and it is nearly always larger than it looks in a steering-group slide.

The obligation lands in two different places. Some of it falls on the systems — the manufacturers of the record software you buy, who face requirements about what their products can export and how. Some of it falls on you as a provider, in what you actually make available and to whom. That split matters commercially, because a supplier can be entirely compliant at the product level while your organisation is not, and the contract signed three years ago probably does not say which of you carries the cost of closing the difference. Read it before the deadline is near rather than after.

Secondary use is a governance design, not a pipeline. Making data available for research, innovation and policy under controlled access is a separate regime from day-to-day care, with its own permissions, its own gatekeeping and its own audit expectations. Organisations that treat it as a reporting problem — an extract, a spreadsheet, a data-sharing agreement drafted after the fact — build something they later have to take apart. It is far cheaper to answer the governance question before the pipeline exists than to retrofit it around one.

Put together, the practical readiness question is not "are we EHDS compliant". Nobody can answer that yet, and anybody who says otherwise is selling something. It is narrower and answerable today: for each clinical system we run, can we get our own data out of it, in a structured and coded form, without the supplier's permission and without paying for the privilege? Every organisation can start working that out this quarter, and the answer shapes almost everything that follows.

Three ways this usually starts

Scope and duration are set with you. Most engagements begin with a conversation about what has already been tried.

Advisory and strategy

EHDS readiness reviews, interoperability roadmaps, vendor evaluation and the governance work that has to happen before a build starts.

Healthcare consulting

Design and build

When the roadmap turns into a system: integrations between clinical platforms, clinical dashboards and patient-facing applications, specified and led end to end.

Healthcare technology

A second opinion

Someone is selling you a platform and the demo was impressive. A short engagement to read the specification, test the interoperability claims and tell you what you would actually be buying.

Get in touch

Whether this is the right conversation

Being told early that you are talking to the wrong person is worth more than a proposal, so this is set out plainly in both directions.

A good fit

  • A hospital, group or public body working out what EHDS actually obliges it to do.
  • An organisation whose clinical systems cannot exchange data, where nobody internally can adjudicate the vendors' technical claims.
  • A health-tech company that needs clinical judgement in the room before the data model is fixed.
  • A board or executive who has been handed a platform decision and wants an independent read of the specification.
  • A programme that has stalled between a clinical requirement and an engineering team who were never given one they could build from.

Not a fit

  • A practice that needs a website with online booking. That is real work and it is handled below — it is simply not this.
  • Anything requiring clinical advice on the care of an individual patient. This is systems work; it is not a clinical opinion and must not be used as one.
  • A request to endorse a decision that has already been made. The value here is an independent reading, which sometimes means an unwelcome one.
  • A tender that needs a body to sign it. Engagements are led personally, which caps how much can run at once and is deliberate.

For individual practices and clinics

Not every healthcare problem is an interoperability programme. A practice usually needs a site that handles patients properly — clear routes in, booking that works on a phone, and the data-protection groundwork done at build time rather than retrofitted after a complaint. Those are handled separately:

Five questions to ask before you buy clinical software

These are the ones that change the answer. Take them into the next vendor meeting whether or not you ever speak to me — a supplier who answers all five cleanly is usually worth working with.

1

Can we export our own data, in a structured form, without paying you?

The single most expensive thing to discover late. "We can provide a data extract" is not the same answer as "you can export FHIR resources yourself, on demand, at no charge". Get the distinction in writing before signing.

2

Which FHIR resources and which version, and where is the implementation guide?

"FHIR-compliant" is a marketing phrase, not a specification. A supplier who is genuinely interoperable has a published list of the resources they support and the profiles they conform to, and can hand it over in the meeting.

3

Is the clinical terminology coded, and to which code system?

Free text in a structured field looks identical in a demo and is useless downstream. SNOMED CT or an equivalent coded vocabulary is what makes data reusable; without it you have digitised the paper rather than replaced it.

4

Who can see the audit log, and can a patient see theirs?

Access transparency is moving from good practice to an expectation. If the answer is that logs exist but only the supplier can read them, that is a governance problem you inherit on day one.

5

What happens to this system if you are acquired or you exit the market?

Uncomfortable to ask and cheaper than the alternative. Source code escrow, data portability guarantees and notice periods belong in the contract, not in the reassurance the account manager offers.

Writing

I write about the regulation and the standards reshaping Irish healthcare technology, from the position of someone who has to live with the result rather than present it.

Common questions

Who would I actually be dealing with?

Jinish Rajan, directly. 20 years in healthcare, including 12 years in clinical leadership, currently as an Assistant Director of Nursing, alongside two master's degrees, a Level 8 Higher Diploma in Software Development and a UCD Graduate Diploma in Healthcare Informatics. There is no account manager layer and no handoff to a delivery team you have not met.

Is this a clinical consultancy or a software company?

Neither on its own, which is the point. Clinical consultancies produce recommendations that engineering teams cannot act on without a translation step. Software firms build exactly what the specification said, including the parts no clinician reviewed. The work here is the translation layer between them — and it can carry through into the build rather than stopping at the report.

Do you work with private practices as well as organisations?

Yes. The consulting work is aimed at organisations with an interoperability or transformation problem, but individual practices and clinics are served too — usually a practice website with booking and the compliance groundwork handled properly rather than bolted on afterwards.

Can you work with our existing supplier rather than replacing them?

Usually that is the better outcome. A supplier who knows the estate is worth keeping; what is often missing is somebody on your side of the table who can read the technical documents and hold the interoperability commitments to account. That is a legitimate engagement on its own.

Is any of this work covered by confidentiality?

Some of it, and where it is, it stays off this website entirely — not anonymised, not redacted. Work carried out in the course of clinical employment belongs to the organisations it was built for and is not presented here as a portfolio. What is shown is what can be shown.

Start a conversation

Whether it is an EHDS readiness question, an integration that has stalled, or a platform somebody is trying to sell you — the first conversation costs nothing and is usually enough to tell whether there is a piece of work here at all.

  • Consulting engagements

    What an advisory engagement covers in practice: readiness reviews, interoperability roadmaps and vendor assessment before a procurement decision is made.

  • Integrations & clinical builds

    The delivery side — connecting clinical systems, building the dashboards clinicians will use, and the standards work that decides whether any of it survives contact with a second system.

  • About Jinish Rajan

    The credentials behind this work, the FHIR platform in development, and the academic research — set out in full rather than summarised into a claim.

  • Websites for private consultants

    The practice end of healthcare work: an individual consultant clinic that needs referrers and patients to find it, not an interoperability programme.

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