Leading with Patients First: A Conversation with Gideon Jagermann, Chief Operating Officer

When Gideon Jagermann talks about hard calls, he doesn't linger on the tradeoffs. He goes straight to the one rule that decides everything: patients come first, no exceptions. That conviction is what brought him to TailorMed almost six years ago, and it still shapes how he leads today.

A Career Built Outside Healthcare, Anchored Around People

Gideon didn't come to TailorMed by way of healthcare. He spent 12 years in the electronic monitoring industry, working with law enforcement across the United States and all over the world. In his words, the work let people stay in their communities, stay with their families, and remain productive members of society, rather than being incarcerated. That business set the foundations for impact and scale. From there, he spent five years as COO in a software startup company serving the largest media companies in the world, deepening his enterprise skills. He joined TailorMed in late 2020 as, by his own estimate, employee number 30, when the company was still in its early, formative stage.

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What the Role Actually Covers

As Chief Operating Officer, Gideon owns three sides of how TailorMed runs:

• Company operating plan, translating TailorMed's strategy into the operating activities that department leaders execute against day to day
• The post-sales customer lifecycle, covering implementation, onboarding, project management, customer success, and support, including TailorMed Complete, the company’s tech-enabled service arm
• Legal and compliance, spanning commercial and supplier contracts, business conduct, and corporate governance

Proud of the Team

Ask Gideon what he's proudest of, and he points to the people first. His department managers, Kimberly, Michal, and Dom, run functions across the customer lifecycle, and he's quick to note how much strength and diversity that leadership bench brings to the table. The team is also genuinely global, spanning Israel and the United States, and rather than just tolerating the time difference, they've built their working hours to cover almost a full day, from 9 a.m. Israel time through 5 p.m. across US time zones.He's just as proud of something harder to measure: TailorMed has kept its culture intact while scaling.

The Hard Part

The part of the job that doesn't get easier, Gideon says, is watching a customer fall short of what TailorMed's solution can actually do for them, whether that's a staffing gap, a change in leadership, or simply a shift in priorities. He knows the value is there, and it's genuinely disappointing to watch it go uncaptured.As TailorMed adds more customers and more complexity, protecting patient impact means scaling people and processes deliberately, not just linearly. "We try to be lean and efficient, but we keep the same way of operating as we grow, so we don't lose sight of the core," he says.

Advice for Anyone Considering TailorMed

When Gideon talks about what it takes to succeed at TailorMed, three things come up consistently.

• Start with the mission. If a typical company disappeared tomorrow, the world would keep moving. If TailorMed disappeared, patients would be harmed. That's the bar Gideon measures everything against.
• Be ready to work across cultures. It's not just the language. It's understanding how colleagues around the world actually communicate and operate, rather than expecting everyone to adjust to one default.
• Be ready to work hard. TailorMed wants to grow fast, and growth is never easy. Gideon looks for people willing to go the extra mile for customers and, ultimately, for patients.

He adds one more thing that shapes how his own team operates day to day: TailorMed trusts employees to understand the big picture and carry their work forward largely on their own. "We don't like micromanaging," he says. "What's important is understanding the big picture and being able to carry your tasks and activities almost independently."

Gideon's story is one thread in a much larger fabric at TailorMed, one where the mission of getting patients the care and support they need shapes not just the product, but how the teams behind it choose to lead.