Improve access and coordination
Find where scheduling, referrals and communication create avoidable delay or repeated administrative work.
What matters
Referral completeness, waiting and repeat administration
Healthcare
Give care teams more room to care.
Improve the operational work around care: access, coordination, information and capacity. Start with a defined service problem and preserve professional responsibility.
See the work in motion
The mayden perspective
From administrative assistance to a better care journey.
The opportunity is often between systems and teams: an incomplete referral, a repeated request or capacity that is difficult to see. Map those handovers before introducing a new assistant. Clinical claims require their own evidence and approval; an operational example cannot establish them.
Make capacity usable
Connect service demand, staff availability and operating constraints before changing scheduling or resource allocation.
What matters
Capacity use, cancellations and staff workload
Keep responsibility explicit
Separate administrative support from clinical judgement, with approved access, clear escalation and a named service owner.
What matters
Information quality, exception handling and professional oversight
The work, made visible
Explore a different way of working.
Move through the stages. See what intelligence prepares, where professional judgement enters and what happens when the evidence is incomplete.
Make the administrative handover complete.
Referral coordinator
Receive
Identify the referral, permitted information and intended receiving service.
Working outputA permissioned referral record
Standard scenario. Each action remains subject to its stated authority.
What to evaluate
Measure administrative completeness, repeat requests and handover time. No clinical benefit is implied by this illustration.
Illustrative engagement design. Not a client result, a live tool demonstration or a promise of performance.
The evidence behind the conversation
Read. Examine. Challenge.
Our research is open to examination. Start with the argument, follow the sources and bring the questions to your own organisation.
One idea to examine
A benchmark is useful only when it transfers to the real service.
An exhibit from our research, with its assumptions and boundaries retained.
A benchmark result crosses four gaps before it supports a decision
Conceptual framework
Task match
- Required evidence
- A real workflow and acceptable end state
Population match
- Required evidence
- Relevant languages, cases and affected groups
Loss match
- Required evidence
- Error consequences and prohibited actions
Conditions match
- Required evidence
- Versioned tools, sources, policies and review
What this means
A weak link narrows the authority that the result can justify.
mayden original decision-transfer framework; no empirical weights or thresholds.
Sources: Holistic Evaluation of Language Models; Measuring what Matters: Construct Validity in Large Language Model Benchmarks; Model Cards for Model Reporting
Examine the full exhibit and report ↗
mayden Perspectives
Evaluate the decision before buying the capability
Read the perspective ↗
mayden Perspectives
Data sovereignty is an architecture
Read the perspective ↗AI Native Index™
Examine the operating evidence.
Our healthcare evidence brief distinguishes documented uses, organisational scope and unresolved questions. It is not an assessment of clinical efficacy.
PE-2026.10-v5 · 2026-10-11How mayden works
Senior judgement. Dedicated intelligences.
One connected mandate, from the strategic question to delivery and learning. The tools support the work; responsibility stays with the people doing it.
Strategic intelligence
Mandate
A service objective with an explicit administrative or clinical boundary.
Explore MandateOrganisational intelligence
Atlas
A map of handovers, information permissions and operational constraints.
Explore AtlasValue intelligence
Balance
A prioritised set of operational changes and evaluation requirements.
Explore BalanceDesign → Engineer → Navigate
Carry the decision into working change.
The engagement continues through operating-model design, engineering, evaluation and handover. Scope, responsibilities and acceptance criteria are agreed with your team.
A senior conversation
Close to the decision. Involved in the work.
Start with the decision your organisation needs to make. Together, we define the mandate, the expertise required and who will be accountable for delivery.
Meet the firmSenior leadership
Dr. Goetz Kuras
Senior leadership
Utena Treves
Leadership involvement and specialist requirements are defined for each engagement.
Your next move