A child with pediatric leukemia is waiting for a CAR-T therapy manufactured from their own blood. It expires in 48 hours. One logistics failure and there is no second chance. Meanwhile, I can track my Domino's pizza from oven to doorstep. That contrast wasn't absurd. It was a problem I knew how to solve.
Ernst & Young had won the mandate to build a patient tracking platform. Seven-figure investment approved. Vision clear. Team assembled. But nobody could thread it together.
The challenge wasn't any single technical piece. It was the hundreds of data points scattered across manufacturer ERP systems, logistics providers, hospital networks, and regulatory requirements. I mapped every data point. Connected every system. What I built was a data ecosystem with applications purpose-built for clinical research operations, batch release technicians, logistics operators, and manufacturing capacity planners.
Kids got their cures on time. Parents got peace of mind. The platform landed on EY's books valued between $400-600 million. It generated approximately $50 million in tail revenue and a $140 million pipeline.
I didn't look for analogs. Clients tried aligning models with skin grafting logistics, others with organ transplant coordination. None of them worked. I asked: what does the mission actually require? Then I built it from first principles.
Takeaway
Nobody needed a new technology. They needed someone to thread together hundreds of data points across lab systems, cold chain logistics, hospital intake, and parent-facing visibility into one coherent patient journey. Offerings developed for the platform support CAR-T programs across four manufacturers and thousands of patients.