About Jarvis Bay
Built around a pattern that keeps repeating.
Across MedTech, the same problem shows up at different companies, at different stages, in different markets.
A product that works. A service architecture that doesn't.
And a gap between the two that grows quietly until it becomes visible as escalations, cost overruns, compliance exposure, or lost customer trust.
Jarvis Bay was built to close that gap. Before it opens, and after it already has.
Vikram Bhasker · Founder
Twenty years of building the systems that make MedTech perform.
I'm Vikram Bhasker. My background is in service and support operations across MedTech and diagnostics.
At Hologic, Lumos Diagnostics, and AutoGenomics, in environments where performance, compliance, and commercial outcomes are tightly coupled and the cost of getting it wrong is high.
At Hologic, I developed service infrastructure that reduced field service visits per instrument by 25%.
Not by working harder, but by redesigning how the service system was structured.
By examining where and how tools, systems, and processes were deployed.
At Lumos Diagnostics, I inherited a paper-based complaint system and rebuilt it from the ground up. That meant introducing helpdesk software, an eQMS with integrated complaint management, clean workflows, clear ownership, and documentation that hadn't existed before. What looked like a process problem was an architecture problem.
That distinction, between process problems and architecture problems is at the centre of how I work.
Process fixes treat symptoms. Architecture fixes change how a system behaves under real-world conditions.
Jarvis Bay is the practice I built around that distinction.
How I Work
A structured approach to making performance visible and predictable.
Every engagement begins with understanding how the system actually behaves, not how it was designed to behave. From there, the work follows four stages:
01
Map System Behavior
How work actually happens: service execution, decision flow, risk emergence,
and information handoffs across teams.
03
Design the Operating Model
Building or rebuilding the system including roles, ownership, interfaces, escalation paths, and feedback loops that allow the organization to perform predictably.
02
Establish Alignment
Identifying where outcomes are jointly owned across operations, quality, regulatory, and commercial and where ownership is unclear or absent.
04
Measure Performance & Outcomes
Establishing the KPIs and visibility that leadership needs covering product availability, customer stability, early risk signals, and a controlled compliance posture.
If you're preparing to launch, or you're post-launch and the field picture doesn't match the forecast, I'd like to hear about it.
Start a conversation.