I study why healthcare operations break — and how to redesign them so they stop breaking. My work sits at the intersection of operations management and behavioral science: patient flow, capacity, coordination, team stability, and the quiet ways well-intentioned efficiency makes hospitals fragile. I am the author of The 12 Laws of Healthcare Operations, a research-grounded framework distilled from the operations and health-services literature, and I write and teach for the people who actually run the building: charge nurses, unit managers, clinic leaders, and directors. My conviction, after years in and around clinical operations research, is simple: your exhausted team is not the problem. The design is. And design is fixable — one binding constraint at a time.