Strategy · Initiatives · Horizons
social impact in health (sih)
A mission-driven, knowledge-based platform for long-term sense-making in health innovation
Health innovation advances through science, capital, and execution.
It only creates lasting value when these forces remain aligned over time.
Most systems are optimized for activity.
Very few are designed for coherence.
sih exists to address that gap.
Purpose
Health innovation lives under a fundamental tension.
For innovation to exist, it must be profitable enough to attract capital, sustain risk, and reward long development cycles.
For innovation to matter, it must be affordable enough to be adopted by payors, integrated into health systems, and reach people at scale.
This tension is not a flaw of the system.
It is the system.
Most health innovations do not fail because science is weak or ambition is lacking. They fail because this tension is addressed too late, too narrowly, or in isolation — as a financial problem, a regulatory problem, or an access problem, but rarely as a coherent whole.
sih exists precisely at that intersection.
As a mission-driven, knowledge-based platform, sih brings together long-term strategic judgment, institutional continuity, and open horizons to help health innovation navigate this tension responsibly over time.
Not by optimizing one side at the expense of the other.
But by holding purpose, strategy, and societal context in alignment.
sih does not operate projects.
It does not deliver solutions.
It exists to ensure that the right questions are held early, rigorously, and continuously — before complexity turns innovation into compromise.
The Platform (s · i · h)
sih is structured around three dimensions that respond to the same challenge from different angles.
They are not functions.
They are not silos.
They are three ways of holding complexity without reducing it.
strategy
Direct strategic involvement where decisions must reconcile scientific ambition, capital discipline, and system constraints — without collapsing one into the other.
initiatives
Where strategic intent is exposed to reality — to markets, institutions, people, and time — sustaining coherence rather than bypassing complexity.
horizons
Deliberate exposure to broader contexts — public systems, academia, foundations, and emerging ideas — where relevance is earned continuously.
Strategy
In health innovation, strategic decisions are often forced into false simplifications:
speed versus rigor, growth versus access, valuation versus adoption.
At sih, strategy means responsibility.
It refers to direct strategic involvement in contexts where decisions must reconcile scientific ambition, capital discipline, and system constraints — without collapsing one into the other.
This is not strategy as planning or optimization.
It is strategy as judgment exercised under tension, where the cost of misalignment is measured in years, not quarters.
Initiatives
Some tensions can be discussed.
Others must be lived.
Initiatives are where strategic intent is exposed to reality — to markets, institutions, people, and time. They require governance, leadership, and the willingness to sustain complexity rather than bypass it.
At sih, initiatives are not vehicles for growth.
They are commitments to coherence.
They exist to ensure that strategic thinking does not remain abstract, and that purpose does not erode under execution pressure.
Current initiatives include:
Each initiative has its own leadership, rhythm, and autonomy.
What connects them is not structure, but intent.
Horizons
Not all forces that shape health innovation can be managed or owned.
Public systems, academic knowledge, social expectations, and emerging ideas evolve on timelines that do not align with projects or portfolios. Ignoring them narrows perspective; trying to control them distorts it.
Horizons represent deliberate exposure to these broader contexts — where influence is indirect, learning is reciprocal, and relevance must be earned continuously.
They keep strategic thinking from becoming insular, and initiatives from becoming self-referential.
Horizons are not about expansion.
They are about relevance.
Continuity & Stewardship
sih did not emerge as a master plan.
It emerged gradually — through practice, failed attempts, enduring ones, and accumulated judgment.
trifermed was the first enduring expression of a way of thinking that later crystallized into sih.
What sih protects is not a model, but a continuity of intent:
across decades, across initiatives, and across changing environments.
This is stewardship, not control.
To Think Together
social impact in health is not a place to request services.
It is a space for dialogue — for exploring questions that sit at the intersection of health, strategy, and societal impact, and that cannot be reduced to projects, mandates, or predefined roles.
Some conversations begin because a problem needs solving.
Others begin because a perspective resonates.
This invitation is intended for the latter.
If you are exploring questions that do not fit neatly into projects —
if you are navigating complexity where health, strategy, and social impact intersect —
if you value dialogue over positioning —