We now have a wealth of information and are able to recognize the signals of an unhealthy situation more and more quickly. That may mean that in years to come, you could make a prognosis even before things are in danger of going wrong.\u201d<\/p>\n

Michiel Manuel, CEONemo Healthcare<\/p><\/blockquote>\n

From Philips to a scale-up<\/h2>\n

Will Ickenroth, business
developer Nemo Healthcare <\/p>\n

Both men went from one of the largest companies in the Netherlands to a start-up that is since become a scale-up. Manuel: \u201cEveryone here has to take care of everything. We roll up our sleeves and package systems too. The biggest difference is that at Philips, it didn\u2019t matter so much if something went sideways. Whereas here, I tend to check more often to see if we still have enough money in the bank.\u201d<\/p>\n

\u201cThe emotional peaks and valleys are much steeper,\u201d Ickenroth adds. \u201cIf something doesn\u2019t go well here, I often lie awake at night worrying about it. But when something does go right, the sense of satisfaction is also much greater.\u201d<\/p>\n

That fretting might be about finding good staff, for one, or the ever-rising delivery times. \u201cForty weeks or even a year is a very common delivery time these days. So, you have to think and plan far ahead. But for a small company, that has a huge impact on working capital.\u201d The design of the system is made up of as many standard components as possible whose stocks are more stable than those of highly specialized materials.<\/p>\n