Dr Mike Tremblay

My expertise is in the management of healthcare systems; this includes management decision making, priority setting and the structure of patient journeys. I work with payers, hospitals, life sciences/pharmaceutical companies as well as governments and professional organisations.

I am also a research fellow at University of Kent (UK) in health services research.

I have extensive experience working with leaders in industry and government, working in often challenging circumstances, and writing for demanding clients. I write a few, well-cited papers as well as write readable and actionable reports, design and run effective workshop and make interesting and forward thinking presentations.

I have experience across a broad spectrum of clinical settings and on a wide range of health conditions including neurology, oncology, cardiology, psychiatry, rehabilitation, etc. on topics such as pain management, long term/chronic health, home care, nursing homes and programmes by industry in these areas, such as CPD, and support to payers. This also includes foresight studies, policy and business options and market access.

I have worked at McMaster University, including the teaching hospital (now Hamilton Health Sciences) and worked on healthcare, government and industry challenges in over a dozen countries.

With colleagues, I founded Eden Communications Ltd to launch Living Health, the world’s first digital interactive television channel for health.

I tie back my focus on policy, strategy, decision making and helping my clients address critical challenges to the very beginning at university where I studied mathematical logic and scientific methodology; while I’d started out to be a nuclear physicist, I decided I was more interested in science generally which has freed me to be learn about a broad range of subjects.

My post-graduate work included mathematical logic (its 20th century foundations in Frege, Godel, Russell for instance) but also its application in reasoning and how we structure our idea (Pierce, Toulmin, others) — think how we frame our strategic objectives, the models we build to capture our objectives and the measures we use to assess success.

My master’s thesis took a theme from logic, and scientific method (Popper, Feyerabend, Kuhn, Lakatos), and examined modal logic as a way to formalise boundary problems of truth and falsity. This is important in understanding whether we are solving the right problem and with what evidence, as the essential problem is that many issues are ‘wicked’ and do not lend themselves to the easy true/false binary logic so typical of how we apply evidence. Real world problems and challenges are more nuanced and the challenges may not sit neatly in boxes. Along that journey, I learnt some Sanscrit, studied the Navya-Nyaya logicians and our understanding of uncertainty which is a essential feature of knowing when we have actually solved the right problem, whether in business or government. As a consequence, Buddhism is influential for me as a way of seeing the world.

My doctoral work at the University of Toronto took that formal preparation extended it to human reasoning, with a focus on policy development and on applied cognitive psychology (Kohlberg, Bruner, Ausubel, Kahneman and others).  I had initially started a dissertation on science policy as a way of ordering discovery, research and development. But I realised that the university is a key actor in that process, so I altered the focus to examine the purpose of universities as enablers of knowledge creation, in particular for informed reasoning and policy making. I would now, of course, add the role of independent and corporate research and knowledge translation entities, as well as academic health science centres as a key component in biomedical knowledge. This then brings us to major issues today with the emphasis on translational research, the triple helix of government, university and industry, and how we extract solutions to real world priorities.

More detail is available upon request.