Richard has spent most of his career in healthcare, as a leader of organisations, as a board member and as a consultant. His leadership roles have spanned therapeutics, diagnostics and informatics both in the United States and in Europe. He was recently voted as one of the top 50 most influential people in UK healthcare and he sits on several healthcare and life sciences advisory boards on both sides of the Atlantic. His passions include securing a sustainable future for healthcare and redesigning how new medical technology is brought into practice. He now lives in London but is a frequent visitor to the US, where he spent 11 years working in Boston, New Haven, New York and San Francisco.

• Introduction and summary ; 1. The supply of new medicine - unlimited? ; 2. The demand for healthcare - insatiable? ; 3. The meltdown - unavoidable? ; 4. Taking responsibility - a 20 year healthcare agenda ; 5. Conclusion - the US, the UK and the middle way

Making care truly personal, redesigning how we deliver it, and creating incentives to progressively improve outcomes and productivity are at the heart of what we need to do. And it will be obvious from this list that only the overall framework can be established by government the rest is up to health system managers, medical professionals and all of us as patients.

Richard has spent most of his career in healthcare, as a leader of organisations, as a board member and as a consultant. His leadership roles have spanned therapeutics, diagnostics and informatics both in the United States and in Europe. He was recently voted as one of the top 50 most influential people in UK healthcare and he sits on several healthcare and life sciences advisory boards on both sides of the Atlantic. His passions include securing a sustainable future for healthcare and redesigning how new medical technology is brought into practice. He now lives in London but is a frequent visitor to the US, where he spent 11 years working in Boston, New Haven, New York and San Francisco.

• Introduction and summary ; 1. The supply of new medicine - unlimited? ; 2. The demand for healthcare - insatiable? ; 3. The meltdown - unavoidable? ; 4. Taking responsibility - a 20 year healthcare agenda ; 5. Conclusion - the US, the UK and the middle way

Making care truly personal, redesigning how we deliver it, and creating incentives to progressively improve outcomes and productivity are at the heart of what we need to do. And it will be obvious from this list that only the overall framework can be established by government the rest is up to health system managers, medical professionals and all of us as patients.

Richard has spent most of his career in healthcare, as a leader of organisations, as a board member and as a consultant. His leadership roles have spanned therapeutics, diagnostics and informatics both in the United States and in Europe. He was recently voted as one of the top 50 most influential people in UK healthcare and he sits on several healthcare and life sciences advisory boards on both sides of the Atlantic. His passions include securing a sustainable future for healthcare and redesigning how new medical technology is brought into practice. He now lives in London but is a frequent visitor to the US, where he spent 11 years working in Boston, New Haven, New York and San Francisco.

• Introduction and summary ; 1. The supply of new medicine - unlimited? ; 2. The demand for healthcare - insatiable? ; 3. The meltdown - unavoidable? ; 4. Taking responsibility - a 20 year healthcare agenda ; 5. Conclusion - the US, the UK and the middle way

Making care truly personal, redesigning how we deliver it, and creating incentives to progressively improve outcomes and productivity are at the heart of what we need to do. And it will be obvious from this list that only the overall framework can be established by government the rest is up to health system managers, medical professionals and all of us as patients.