If it’s not safer, faster, or fairer for patients, it’s optional; if it is, it’s non-negotiable.

This is our first filter and our last check. If it doesn’t make care safer, faster, or fairer, it’s optional. If it does, it’s mandatory. When in doubt, ask: “Is this what I would want for my family?” That question beats any policy. It keeps us honest when trade-offs get hard. It means we choose clinical truth over convenience, evidence over ego, and long-term trust over short-term wins. We design for the busiest shift, the most vulnerable patient, and the clinician under pressure. We show our work with data, and we sit with users until it actually helps. We decline deals where the timeline or conditions would compromise clinical safety or quality. Patient-first is a promise we’re willing to be judged by. If we ever have to choose between business and patient benefit, we choose the patient and find another way.

We earn loyalty by living with our customers’ reality and delivering measurable outcomes that matter.

Growing customers is the responsibility of the whole organisation, not just the commercial team. Being customer-obsessed means every one of us spends real time with them: walking the floor, sitting in reading rooms, joining billing or procurement calls, shadowing workflow, and seeing how care actually happens. We work backward from their operational and clinical problems to deliver outcomes they can feel and would pay for. We measure customer impact — if we can’t measure it, they can’t value it. We earn trust with a high say/do ratio: clear promises, met on time, with no spin. We share what’s working and what’s not, early and plainly. We partner for their long-term success and solve the whole job-to-be-done — not just sell today’s product. We prioritise long-term loyalty over short-term wins, even if it costs more today. Customer-obsessed is not “do whatever they ask.” It’s understanding the constraint, the workflow, the risk, and solving it simply, safely, and measurably better.

Leaders show up in the work: sleeves up, eyes on the artefact, decisions made in the room.

Great work happens when we’re close to the work. Distance breeds bad calls. Presence sharpens judgment. No one here is “above” the details — not regional leaders, not engineers, not clinicians, not finance, legal, people & culture, GTM, or the founders. We roll up our sleeves, look at the real artefact (the image, the model output, the UI, the contract clause, the forecast, the log), and make the call in the room together. Autonomy is earned through repeated mastery, not demanded by title. Mastery is achieved by making the work visible, inviting critique, and improving fast. We trust and verify by actively engaging the work, not by handing it off. Being in the details means asking hard questions, chasing edge cases, and staying curious about how things actually work. It means unblocking others now, not next week. If bigger scope is the goal, better craft is the path. If you want to lead, lead in the details.

We hunt truth relentlessly, decide with incomplete data, and pivot when reality shifts.

We care about what’s true, not who said it. When something matters, we go straight to the source: the dataset, the clinic, the logs, the QA run, the contract language, the invoice, the user. If a process slows down access to truth, we improve the process. If hierarchy distorts the signal, we cut across it. When evidence is incomplete, we make a clear captain’s call with the best facts available and move — replacing “endless meetings” with fast, transparent decisions and rapid follow-up learning. We disagree and commit, and we also commit to learn. If new facts show we’re wrong, we change our minds quickly. Bad news travels faster than good news here, because we can only solve what we can see. Speed matters, but speed toward reality wins. We believe that feedback is one of the fastest paths to truth: give and ask for direct, honest feedback with care — no triangles, no parking lots — so we course-correct while the data is still fresh. Respect diversity of thought and surface dissenting views early; it’s the best way to de-bias decisions and get to the real answer.

Move faster than doubt, aim higher than comfort, breakthrough over incremental tweaks.

We choose to solve problems others avoid — not because they’re easy, but because they are hard — because if we should succeed, we will enable access to care for millions. This work will organise and measure the best of our energies and skills. It is a challenge we are willing to accept, one we are unwilling to postpone, and one we intend to succeed. We won’t take the safe option when patients need breakthroughs, not incremental tweaks. We attempt the improbable and back it with skill: clear success measures, honest timelines, and clinical-grade testing. We prototype in days, build in weeks, and validate fast with real users. When an idea fails, we shut it down with humility, keep the lesson, and redeploy talent quickly. When it works, we scale it so it helps real people sooner. Courage here isn’t bravado — it’s disciplined ambition: aim higher than comfort, move faster than doubt, and earn the right to try big things by doing the small things well.

Choose the move future us would approve, even when it costs us today.

We’re building tools clinicians and customers will trust for decades. Quarterly goals matter — they focus execution — but they must never conflict with long-term trust, safety, or strategy; when there’s a clash, the long view wins and we adjust the plan, not the principles. The long view shows up in small choices: we invest in data quality, safety systems, governance, and reliability that no one sees; we hire for character and craft, not just shiny resumes; we pick partners who share our bar, not just our logo. We choose markets, commitments, and designs that protect long-term trust and enduring value. We say no when a shortcut bends our values or risks patient or customer trust. We streamline ceremony and keep the controls that protect reliability and compliance. In a regulated industry, compliance is a feature, not a tax — meeting regulatory requirements, auditability, and clinical-grade quality is how we earn and keep trust. When in doubt, ask: “Will I be proud to explain this to a regulator, a customer, and my family in ten years?” If yes, do it. If not, fix it.

Do more with less: delete, simplify, speed up, then automate — budget comes last.

We win by being clever, not by being loaded. We never throw money or headcount at problems we don’t yet understand. We ask better questions about the process. If a step can be deleted, we delete it. If it can’t be deleted, we simplify it. If it’s simple, we speed it up. Only then do we automate, and only after that — if it truly matters — do we ask for more budget or headcount. This isn’t about being cheap; it’s disciplined allocation to get closer to the mission. Bring scrappy ideas. Share resources across global teams. Build rough prototypes in days. Reuse what already works. Negotiate hard on tools. Prefer small, sharp teams over big, busy ones. We celebrate impact per dollar and per FTE going up. Constraint is our ally. It forces clear thinking and aims resources at the signal, not the noise.

One crew, one course — we row together toward the mission or not at all.

A company is a group of people who work and perform together toward a common goal. That is us. We act in the best interest of Harrison.ai, not our team, function, or ourselves. Everyone here must be able to name our big bet, our mission, and how their work moves it. If you can’t, ask until you can. We plan, build and sell as cross-functional teams, tied to joint product and commercial outcomes. We break silos on sight. No turf wars, no “that’s not my job,” no optimizing a local metric that hurts the whole. Job descriptions are tools, not walls — be willing to blur them to move the goal; pick up the ball that’s rolling loose and pass it forward. It’s not done when your task is done; it’s done when the company objective is done. Think one boat, one crew, same course, same operating rhythm, no passengers. If you’re rowing in a different direction, you’re slowing us down. Share context widely, make trade-offs together, and choose what’s best for the mission — even when it’s harder for your area. Winning as one is the only win that counts.