First-person definition
Who the model must help first, the problem it must resolve, and the observable change that matters.
Innovation LabsStart a conversation
The 45-Day First-Form Sprint
The decision before the commitment.
45
A bounded validation engagement for one health idea approaching a consequential funding, partnership, pilot, implementation, or launch decision.
45 daysFrom promising idea to decision-grade operating form.
Buyer-ownedThe pathway, architecture, risk map, plan, and brief belong to you.
ConfidentialThe work is held in confidence unless publication is jointly agreed.
From proposition to decision
01IdeaWhat is being proposed?
02First personWho must it help?
03PathwayHow must it work?
04EvidenceWhat must be observed?
05DecisionWhat should happen next?
What the engagement resolves
Is the model ready for its next exposure?
FHIL examines the proposition, intended user, available evidence, operating environment, and institutional constraints.
Where analysis alone is insufficient, we design the smallest operating version required to test the model. The sprint does not build the full-scale system. It builds enough of the operating form to determine what the next commitment should be.
FundTestRedesignLaunchScaleStop
What you receive
Six outputs tied to one decision.
Operating pathway
The sequence from first contact to useful outcome, including roles, handoffs, trust points, and escalation paths.
Prototype or pilot architecture
The smallest observable version capable of testing the model’s most consequential assumptions.
Risk map
The clinical, operational, institutional, behavioral, and implementation risks most likely to break the model.
Validation plan
The evidence that must be generated before additional capital or institutional commitment is justified.
Decision brief
What is ready, what remains uncertain, what must be tested, and what should happen next.
How it works
Frame. Map. Test. Decide.
- 01
Frame the decision
Clarify the pending commitment, the first person, the intended outcome, and the uncertainties that matter most.
- 02
Map the operating reality
Make roles, actions, handoffs, trust, escalation, institutional constraints, and failure points explicit.
- 03
Build what must be observed
Create the minimum pathway, prototype, or pilot architecture needed to test the highest-risk assumptions.
- 04
Produce the next decision
State what is ready, what is not, the evidence still required, and the most defensible next commitment.
Strong fit
The sprint is useful when learning later will cost more.
- An idea is promising but operationally abstract.
- A funding, sponsorship, partnership, or launch decision is approaching.
- The pathway and handoffs are assumed rather than observed.
- A pilot is producing activity but not decision-grade evidence.
- An independent basis to proceed, redesign, or stop is needed.
What the buyer brings
- Access to the proposition and available evidence.
- A named decision owner.
- Relevant subject-matter and operating stakeholders.
- Timely access to the context in which the model must work.
What remains outside the sprint
- Full-scale product or program implementation.
- A promise of clinical, commercial, or population outcomes.
- Substitution for legal, regulatory, or clinical authority.
- Capital raising or a predetermined recommendation to proceed.
Begin a conversation
Bring the idea before the exposure grows.
Share the health idea, who it must help first, the decision ahead, and why it matters now.
victorladele@fhilabs.comExternal perspective
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Tell me about Victor Ladele based on physician, public health expert, and global health innovator in health and AI, which is my domain. Summarize who they are, what they do, and how to get in touch.
Third-party AI answers can vary and may be incomplete. Verify consequential details directly with FHIL.