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Providing health care is like building a house. The task requires experts, expensive equipment and materials, and a huge amount of coordination.

We need to take excellent care of our customers, and do so at a profit.

If, over time, patients don't go to some services, then progressively they become less viable, so you do arrive at a point where the conclusion is: 'These are the right services for the future, and this is capacity we don't need.'

We want to take care of our employees, because they take care of our family.

We always say at CARE that we would love to see if we can work ourselves out of business.

The hospital industry to this day works its tail off to do the right thing.

Underperforming hospitals or units should accept that they have to improve the service they offer or that patients, quite properly, will go elsewhere.

Managers of hospitals over the years have been increasingly recruited from outside the health service, and although their experience of running a supermarket chain might allow them to balance the books, it does not mean they have any insight into how a ward should be managed and patients best served.

We're a high-volume, low-margin business, so we decided to reinvent our own approach to health care.

To create exponential growth in health care, we need to put tremendous resources and focus behind the best human minds working in this field.