For nursing directorates, hospital management, L&D teams in pharma and medtech, and nursing and health-management faculties. The decision practised here is not a diagnosis: it is how to make a rota balance, where the next euro of capital goes, and how to move a team that already knows what should be done.
Six conversations you have already had
Each one is a simulation with an economic model behind it, not a discussion case.
The rota has to balance and there are no nurses.
Substantive posts, bank, agency or overtime, against a closed budget and a skill-mix that degrades. Four levers, four different prices, four different consequences three months out.
The emergency department is full because the wards are full.
Length of stay, bed turnover, theatre utilisation. The bottleneck is almost never where the queue is visible, and adding beds is usually the most expensive and least effective answer.
Every service wants the new equipment.
Allocating finite capital across competing services, on imperfect cost-effectiveness data, to a committee that already holds a view.
The protocol says one thing and the ward does another.
Getting evidence into practice is an adoption problem, not a knowledge problem. It is practised by choosing who you convince first and what you are willing to stop measuring.
Everyone in the meeting is right and nothing moves.
Clinicians, administrators, patients, insurers and the regulator, all with legitimate and opposing interests. Halign turns that deadlock into something you can play, and lose.
The good ones leave and we find out from the resignation letter.
Turnover, unit climate and the real cost of a vacancy — including the unit everybody avoids, and why nobody had fixed it before.
Available now, not on a roadmap
Two core Eureka simulations, plus an Express bench that runs from hospital operations to pharmaceutical market access.
Core simulations
Halign
Stakeholder alignment in health: physicians, administrators, patients, insurers and the regulator around one table, with interests that do not fit together.
Critical Care
Running a health crisis under time pressure, with incomplete information and public consequences.
Express catalogue: health management, public health and pharma
- HealthOps: Hospital Operations Management
- Healthcare System Navigator: Hospital Operations & Patient Flow
- Hospital Network Strategy — Hub, Spoke, or Independent?
- Costaria Health-System Reform Strategy
- El Hospital en Números
- La Gestión Hospitalaria
- Gestión Hospitalaria en Colombia
- Salud Pública y Epidemiología
- Economía de la Salud en Colombia
- Pharmaceutical Launch Strategy: Pipeline to Market
- Marketing Farmacéutico
- Medicare Margins
- SilverWave: Longevity Economy Strategy
- Base-of-Pyramid Health — Clínicas Raíz and the Viability Gate
- Evidence into Practice — Embed the Sepsis Bundle at Riverside Vale
- Talent Under Pressure — Lakeshore Regional Health
And if your case is not on the list
On the Universal Simulation Framework we customise brand, sector and indicators in a 1-to-2-week cycle, and we also write a simulation from scratch on your own case: your service mix, your staffing agreement, your numbers. You do not cover a sector by buying a catalogue — you cover it by owning a factory.
How a sector gets covered: the nursing batch
In September 2026 we wrote thirteen nursing-management simulations across three batches. Each carries its four artefacts — design, playable simulation, case and teaching note — and passes the same quality gates before it is allowed to exist. Here is what they cover:
Making the rota balance on a 32-bed unit against a closed budget.
Allocating clinical placement slots between schools that all want more than exist.
Simulated hours versus clinical hours, in the one jurisdiction where that lever genuinely exists.
The unit with a behaviour problem that nobody had been willing to open.
The business case for a simulation centre, including its opportunity cost.
Assembling the evidence folder for an accreditation visit without inventing anything.
Thirteen simulations authored, currently in internal review: the economic assumptions are author estimates and are pending a read by a nursing-workforce reviewer. If they interest you we will show them to you exactly as they stand.
Four buyers, four different reasons
Nursing directorate
Ward managers and coordinators who decide staffing, skill-mix and unit climate every week, and who have almost never practised those decisions before making them for real.
Hospital management and operations
Patient flow, capacity, capital and the budget that has to be defended. Formats from 90 minutes, for an executive committee that does not have two days.
L&D in pharma, medtech and insurers
Launch, market access and reimbursement margins, for a commercial force spread across several countries and several languages.
Nursing and health-management faculties
A bench that maps to the syllabus and to the evidence an accreditation visit asks for, with decision data exportable by competency.
Honest about the fit
Three limits we would rather state before a demo than after one:
- We do not do clinical simulation. No virtual patients, no vital signs, no manikins, no licensure prep. For clinical judgement the specialists are Body Interact, Wolters Kluwer vSim, Elsevier and Oxford Medical Simulation; if that is what you need, we will say so.
- We make no clinical-hour substitution claim. EU Directive 2005/36/EC requires 2,300 hours in direct contact; Spain's Orden CIN/2134/2008 asks for 90 ECTS of supervised placement without mentioning simulation; and RD 325/2026 did not settle it. The NMC's 600 simulated hours are a British rule.
- The nursing batch is new and not yet published. Thirteen simulations in internal review, with economics estimated by the author. We are not going to present them as battle-tested, because they are not.
Frequently asked questions
Is this clinical simulation?
No, and that matters enough to say first. We do not do virtual patients, vital-sign engines, manikins, or NCLEX prep. Our simulations are about <strong>management</strong>: the rota that has to balance, patient flow, allocating a capital budget, keeping a team, and the negotiation between clinicians, administrators and payers. If what you need is clinical judgement practice, the specialists are Body Interact, Wolters Kluwer vSim, Elsevier and Oxford Medical Simulation — and we will tell you so.
Do you have nursing simulations?
Yes — nursing management: staffing and skill-mix, allocating clinical placements, retention and unit climate, speaking up in a team, the business case for a simulation centre, and assembling evidence for an accreditation visit. Thirteen simulations authored in September 2026, currently in internal review. They are not clinical simulation and do not replace a skills lab.
Does it count toward clinical placement hours?
No — and be sceptical of anyone who says otherwise. EU Directive 2005/36/EC requires 2,300 hours of clinical training in direct contact with an individual; Spain's Orden CIN/2134/2008 requires at least 90 ECTS of supervised placement and does not mention simulation; and Real Decreto 325/2026 declined to address it. The UK's NMC does permit up to 600 simulated hours inside the 2,300, but that is a British rule. No substitution entitlement exists in Spain today, and nothing we sell depends on one appearing.
What is available today for health management?
Halign, on stakeholder alignment in health, and Critical Care, on health crisis management, plus an Express catalogue running from hospital operations and patient flow to care-network strategy, health economics, public health, pharmaceutical launch and reimbursement margins. You can walk the whole thing in the Eureka Basics catalogue.
Can you build a simulation about our hospital?
Yes. On the Universal Simulation Framework we customise brand, sector and KPIs in a 1-to-2-week cycle, and we also start from scratch on your own case: your service mix, your staffing agreement, your indicators. The September 2026 nursing batch is that process applied to a whole sector.
What languages can people play in?
The platform is in 16 languages and the Express catalogue in 9 (EN, ES, CA, DE, EU, FR, IT, PT, ZH). Content is written natively in Spanish, English and Portuguese rather than translated from English — which in a health-management case, where the care vocabulary is local, matters more than it sounds.
Tell us which decision keeps jamming
One short call: you tell us the service, the profile of the participants and how much time you have. We tell you what exists today, what would have to be built, and what we will not be able to do.
Talk to the teamLast reviewed: 2026-09