Clinical-grade infrastructure work.
Hospital BMS integration, asset tracking, biomed equipment monitoring, and the IT/OT boundary problems unique to clinical environments. HIPAA-aware where it applies, NABH-aware where it matters.
Hospitals are industrial sites. They behave like ones.
A 500-bed hospital has more SCADA-class infrastructure than most factories — chillers, AHUs, medical gas plants, generators, water plants, lifts, fire systems, RTLS, BMS, EMR integrations, and a biomed inventory that runs into thousands of devices. Most of it was specified by different vendors at different times under different codes. Most of it does not talk to each other. Most of it cannot fail.
We work the same way we work in manufacturing — with extra care for clinical workflows, infection-control zones, and the fact that the device on the rack might be holding someone's life. HIPAA-aware data handling. NABH-aware documentation. Engineering done at the rhythm of a working hospital, not a greenfield project.
Discuss your projectSix hospital-grade capabilities.
Hospitals are not factories. The capabilities below are adapted, not transplanted, from our industrial work.
BMS integration
Honeywell EBI, Siemens Desigo, Schneider EcoStruxure, and Johnson Metasys — integrated to a single visualisation layer. Cross-vendor without rip-and-replace.
Asset & staff tracking
RTLS deployments for biomed equipment, infusion pumps, and mobile assets. WiFi RTLS, BLE, and UWB depending on accuracy requirement.
Medical gas & utilities
Centralised SCADA for medical gas plants, water treatment, and electrical distribution. NFPA and HTM 02-01 conformant alarms and trending.
IT/OT segmentation
Network designed around the IEC 80001 risk framework. Device traffic separated from clinical traffic, separated from corporate traffic.
Operational analytics
Theatre utilisation, ICU bed turn, MRT availability — surfaced from the systems you already own. Useful enough to change rosters around.
NABH & JCI evidence
Audit packs that survive accreditation cycles. Documentation that maps explicitly to chapter requirements, not assembled the week before assessment.
Four stages, around clinical operations.
Walk-and-shadow
We shadow nursing, biomed, facilities, and admissions for two days. We do not propose anything until we have seen the workflow. Most of our scope changes happen here.
Design
Network and integration design reviewed with your IT, biomed, and infection-control leads. Including the device-deployment plan and the change-window calendar.
Phased cutover
No big-bang go-lives in hospitals. Wing by wing, ward by ward, system by system. Each phase has a rollback that takes minutes, not hours.
Run with biomed
We sit with biomed and facilities through the first month. Documentation handover is done person-to-person, not via email.
What you can expect.
- A single visualisation layer over your BMS, RTLS, and utility plants — no more switching between four vendor consoles
- Asset utilisation visible to biomed and operations leadership — measurable reduction in equipment hoarding
- IT/OT separation that holds up to a hospital cybersecurity audit, with evidence
- Documentation that takes you through accreditation without weekend-long evidence assembly