Measured where the referring doctor reads the report

I am chief technology officer of Corrowyn Imaging, a Perth medical-imaging group owned by its radiologist partners with a minority healthcare investor. We run 37 community clinics across Perth and regional Western Australia, imaging departments in two private hospitals and an overnight reporting service for nine regional public hospitals. In FY2025 we performed about 1.15 million examinations and earned A$231 million. I lead 68 employees and 15 contractors through five managers, with an operating budget of A$18.4 million and capital of A$7.9 million this year. Radiologists own every report; my team owns the systems that carry the request in and the result out.

I started in 1996 as a field engineer repairing X-ray and CT equipment, and spent four years based in Karratha covering hospitals across the Pilbara, the Kimberley and the Northern Territory. Some nights I restored a scanner for a waiting patient, then watched the films wait for a flight to Perth and the report come back by fax days later. The machine had worked. The service had not. Hospital PACS management, six years with a results-messaging software company and ten years at Corrowyn have all returned me to that gap between acquiring an image and acting on it.

The decisions on this site concern that last stretch. We retired fax for routine reports and kept a compulsory telephone call for urgent findings. We took our referrer portal offline for twenty-nine hours after a credential attack and reopened it only behind multi-factor sign-in. We allowed software to reorder the overnight CT worklist without allowing it to declare any scan normal. Each choice cost money, convenience or a colleague's preferred plan, and each is described with what I would now change.

Current focus

I am moving the remaining clinic-based modality workstations onto segmented networks with supported operating systems, and agreeing with the radiologist partners how much image history each clinic must hold locally if the cloud archive becomes unreachable.

Conversations I welcome

I would consider one non-executive role with a healthcare-services or care provider where patient information sits at the centre of the service, allowing twenty-four days a year, after my chief executive's consent and a review of our vendor and referrer relationships.