Head of clinical engineering or HTM manager · Core track · Head of Technology
Run a hospital's equipment as one programme: needs, tenders, installation, maintenance and replacement, with the budget and evidence behind every decision.
For: Heads of department and healthcare technology managers who plan, buy and run a hospital's equipment.
The arc · 10 weeks · Head of Technology
What you'll be able to do
The story
Medical City Hospital is building the East Wing: an eight-bed ICU, a CT room and a day surgery and endoscopy unit, opening in eighteen months on a live site. Director Henrik Brandt has made you its Head of Technology, with the existing fleet thrown in.
“A hospital does not own devices; it owns a fleet that costs money every day it exists. Start with what you have, who decides, and how you will see risk and cost.”
Inside the track
The real screens: My track, a step with your mentor, a simulation, your skills map and the certificate.
The arc
Each week is one working shift: learn, see inside, do, work, think, check, reflect. Open a week to see its real steps.
The programme, line by line
The East Wing: eighteen months to opening, no equipment list, no budget line yet.
You make: 100-day plan and technology charter
East Wing level 1: the ICU beside theatres on a live site.
You make: Department plan for the 8-bed ICU, with its equipment list
Room data sheets for an ICU bed space, the CT room and a future MRI suite.
You make: Room data sheets with priced site works
The East Wing equipment schedule and its capital line.
You make: Equipment schedule and capital budget
The ventilator tender: the wing's biggest life-support purchase.
You make: TCO evaluation: ICU ventilators
The East Wing CT: award, then challenge.
You make: Award report and challenge response
The existing fleet and the East Wing's purchases, checked against every open recall.
You make: Recall exposure report
The whole fleet, with the East Wing about to add four hundred devices to it.
You make: Five-year replacement plan with risk scoring, and the KPI set
The East Wing opens, or parts of it do, with your signature.
You make: Board paper: opening decisions and the capital plan after the cut
Your capstone becomes the wing's reference document.
You make: Capstone and its presentation
Proof
A step is done when there is evidence: a simulation score, a saved work document, a passed check or a signed observation. Opening a page never ticks anything.
The certificate
It names the track and the level you completed. Your portfolio holds the work behind it.
Take one real purchase in your organisation (or the East Wing's ICU ventilators or CT) from need to award: requirements separated into needs and scored preferences, a complete whole-life model discounted at your organisation's rate, the published evaluation, the award report and a prepared challenge response.
Evidence it gives: A procurement file an auditor can follow from need to award; savings against the cheapest-capital option become a results metric.
Plan one department or clinic (the East Wing ICU, a day surgery unit, a dialysis unit or your own project) in BMEssentia Design: rooms to the rules and journeys, room data sheets for the device-led rooms, the equipment schedule with capital and recurring costs, and the site works to price.
Evidence it gives: Planning rework avoided becomes a results metric: changes after approval traced to items the plan missed.
For a real fleet (or the Medical City sample register), score every device family on age against expected life, manufacturer support, failure history, open recalls (from the recall radar), clinical criticality and utilisation; cost a five-year plan within a stated budget; show what is deferred and the risk it carries; set the KPIs that will track it.
Evidence it gives: A replacement plan and risk register a regulator or insurer can follow; avoided failures and downtime become results metrics.
Three levels
A baseline check on day one places you, or you choose. The competencies are the same at every level; the support and the pressure change.
Baseline under 50%, or chosen · simulations at Foundation
For new managers and planners: worked examples first, guided simulations at Foundation with the coach on; the smart-pump tender as a worked example; extra and Hard-only cases hidden.
Baseline 50% to 74%, or chosen · simulations at Practitioner
The standard track: Practitioner difficulty, with the inspection, MRI-with-site-works, legacy OS and backlog cases.
Baseline 75% and above, or chosen · simulations at Expert
For experienced heads of department: Expert difficulty, every case, strict thresholds, a timed boss week with the capital cut straight after opening day.
Ways to get this track
Complete track
$499for 12 months
General Essentia, the Studios and Design are not included. Subscribe within 30 days and what you paid counts toward your plan.
Premium · Pro
$299a year with Premium
Organisation licence
Branches
Each branch keeps the core track's shape and focuses on one area of work. Each is sold on its own as a Deep Dive, and all of them come in the Full family.
Branch · Technology Manager
In six weeks a procurement lead who finished the core can turn incidents into specifications, model whole-life cost across consumable-heavy and capital-heavy purchases, buy programmes rather than boxes, and defend awards under strong challenge.
Certificate of Completion: Technology Manager, Procurement Lead branch
Branch · Technology Manager
In six weeks a manager who finished the core can keep a verified register and library, design service models that survive a vendor failure, prevent audit findings with controls, cut budgets by consequence with owned deferrals, and merge two fleets without harm.
Certificate of Completion: Technology Manager, Lifecycle and Budget Manager branch
FAQ
Anything else, write to the team and we answer directly.
Yes. An organisation's licence includes every track, core and branch, with the Platform, Medical City, Essentia, the App and the dashboard. Your organisation enrols you on the track, and it appears under My track; there is nothing extra to buy.