From sickcare to healthcare.
Doctors should be leading the technology entering their own practices, not adapting to it after the fact. TAMP trains them to do it, and connects them with the health systems and life science companies that need their judgment.
- 100,000+
- Physicians reached through medical association alliances
- 100
- Certified Doctor Innovators across 13 countries
- Top 2–5%
- Global placement at XPITCH 150 and the Roddenberry Prize
Three programs, one throughline.
Upskill physicians
The Digital Innovation Upskilling Program takes practicing doctors from technology consumers to credible evaluators and designers, over twelve weeks of structured work with physician facilitators.
Reach patients
Digital Wellness Outreach Programs put physician-designed health content in front of employee populations through corporate partnerships, backed by connected devices and AI.
Build what is missing
Certified Doctor Innovators work alongside health systems and technology providers to design, plan, pitch, and connect new solutions into real clinical settings.
Most digital health failures are adoption failures, not technology failures.
Health systems that need clinical buy-in before a rollout rather than after it. Life science companies that want physician insight early enough to change the product. Medical associations building innovation capacity for their members, without staffing a department to do it.
- Medical associations, societies, and academies
- Hospitals and multi-site clinical groups
- Life science and pharmaceutical partners
- Emerging digital health technology companies
Tell us what you are trying to move.
We will tell you plainly whether we can help, and what it would take.
Built around the clinician, not the vendor.
TAMP, Inc. is a digital health innovation company working with medical associations, healthcare institutions, and life science corporations across more than a dozen countries.
Shift healthcare from reactive to proactive by putting doctors at the front of it.
Healthcare spends most of its energy treating illness that has already arrived. Moving upstream requires technology, and technology only sticks when the clinicians using it helped shape it. That is the whole premise of the company: enable doctors to lead innovation, engage patients through the institutions that already reach them, and give both a route into the market.
An outsourced innovation department
Medical associations and societies rarely have the staff to build digital health curricula in-house. We function as that department, delivering programs under their name, customized by specialty.
Physician facilitators, not lecturers
Programs are co-facilitated by practicing Doctor Innovators who have run the implementations themselves. Participants learn from people who have already fought the same institutional battles.
Partnership over product
We match healthcare institutions with corporate partners, technology providers, and investors. The value is in the connection and the ecosystem around it.
Global from the start
Certified Doctor Innovators sit in thirteen countries. Cohorts run across time zones and specialties, which is also how the network compounds in value for participants.
David A. Hall
Founder and Chief Executive Officer
A multi-decade career spanning healthcare administration, clinical AI commercialization, and life science market entry across North America, Europe, and Asia. Former medical center administrator, co-founder of two healthcare and technology ventures, and a veteran of U.S. Infantry service and Fortune 100 leadership.
Board member of The Beautiful Way Foundation. Convenes the Harvard Club of Boston pharma and biotech special interest group. Degrees from Harvard University, Indiana University, Bryant University, and the University of Phoenix.
Technology arrives. Adoption does not.
Hospitals have spent a decade buying digital health tools that clinicians route around. The pattern is consistent enough to be predictable, and it is fixable at the point where most organizations do not look.
- 01
A tool is selected without the clinicians who will use it
Procurement evaluates features and price. The workflow question gets asked late, if at all, and usually of a department head rather than the people at the bedside.
- 02
Training treats the tool as the subject
Staff learn which buttons to press. Nobody explains what clinical problem the tool exists to solve, so the first friction point becomes a reason to abandon it.
- 03
Workarounds harden into practice
Clinicians build shadow processes to get their work done. The tool stays licensed and unused, and the data it was meant to generate never materializes.
- 04
The next purchase repeats the cycle
The failure is recorded as a bad vendor choice rather than a missing capability, so the organization buys again on the same terms.
Give clinicians the literacy to evaluate technology before the contract is signed.
A physician who can read a validation study, question a claimed accuracy figure, and map a tool onto an actual clinical workflow changes the outcome of every procurement conversation they touch. That capability does not come from vendor demos. It comes from structured training delivered by peers who have done the work.
That is what the upskilling program produces, and it is why the program is the foundation the rest of the business sits on. Engaged patients and co-created products both depend on having clinicians who can think clearly about technology in the first place.
The Digital Health Innovation Platform.
Where the programs run, the cohorts meet, and the network stays connected after a cohort ends. Built for physicians, with the parts they actually use kept one click away.
Claim and edit
Physicians claim an existing partner organization profile and maintain it themselves, so the directory stays current without administrative overhead.
Real-world experience
Doctor Innovators publish accounts of implementations they have led, including the parts that went badly. Searchable by specialty and technology.
Interactive sessions
Livestreamed sessions and events where cohorts meet facilitators and each other in real time, recorded for participants in other time zones.
Emerging tech briefings
More than a hundred short briefings covering extended reality, AI, connected devices, distributed ledgers, and additive manufacturing in clinical contexts.
Ask ten colleagues
Invite up to ten expert peers into a focused discussion on a specific clinical or technology question, rather than posting into an open forum.
Find and join a program
Locate the right cohort by specialty, region, and start date, and enroll without going through a sales cycle first.
How institutions engage.
- Upskilling. Co-developed programs led by Doctor Innovator facilitators, delivered under your institution's name.
- Wellness outreach. Customized corporate programs powered by connected devices and AI, reaching employee populations at scale.
- Marketplace. A trusted market network for digital health products and services, structured around value-based care.
- Co-creation. Physician-led design programs following the Design, Plan, Pitch, Connect sequence, with access to an investment fund and a global investor network.
Twelve weeks. One real proposal at the end.
A structured certificate program for practicing physicians, co-facilitated by Doctor Innovators, ending in an action-based proposal the participant can take back to their own institution.
- WEEKS 1–3
Innovative mindset
Core competencies before tools: flow, exponential thinking, collaborative structure, and the habits that separate a clinician who evaluates technology from one who receives it.
- WEEKS 4–7
Finding the pain
Participants stop looking at technologies and start looking at friction in their own settings. Design thinking applied to problems they encounter in their hospitals and clinics every week.
- WEEKS 8–11
Design and co-creation
Teams work with emerging technology partners inside INNOVAHUB, testing whether a proposed solution survives contact with clinical reality.
- WEEK 12+1
Final action-based proposal
Each team presents a proposal built for their own institution, not a case study. Participants finish at Explorer or Trailblazer level depending on depth of work completed.
Digital Surgery
For surgeons and proceduralists. High-technology operative environments, robotics, imaging integration, and augmented guidance, taught by surgeons using them.
Primary Care
Developed for family and general practice, where digital tools meet the widest patient population and the tightest time constraints.
Specialty customization
The framework adapts by specialty. Associations commission a version shaped to their members' clinical reality rather than a generic curriculum.
Programs are structured to support continuing medical education and continuing professional development requirements. Accreditation varies by region and partner institution.
The question is not whether AI works. It is who gets to judge.
Clinical AI is entering practice faster than most physicians can evaluate it. We treat that gap as the problem worth solving.
A physician who cannot interrogate a model is a physician who has to trust it.
Every clinical AI product arrives with a performance claim. Reading that claim properly means knowing what population it was validated on, how the reference standard was set, what happens at the decision threshold, and how the model behaves on patients who do not look like the training set.
Those are learnable skills. They are also the difference between a health system that deploys AI well and one that deploys it and quietly stops using it eight months later.
Evaluation literacy
Training physicians to read validation evidence, question accuracy claims, and identify where a model's failure modes intersect with their own patient population.
Deployment design
Working with institutions on where an AI tool sits in the workflow, who acts on its output, and what happens when it is wrong. Usually the harder half of the project.
Co-creation with developers
Bringing Doctor Innovators into product development early enough that clinical feedback can still change the design rather than justify it.
Adjacent technologies
The same evaluation discipline applied to extended reality, connected devices, additive manufacturing, and the diagnostic tools moving out of the lab and into the clinic.
A three-year engagement, because one year does not change an institution.
Capability first, ecosystem second, return third. The sequence matters, and skipping the first year is the most common reason digital health programs stall.
- YEAR ONE
Capability and change management
Onboarding, change management, and upskilling clinical staff through the certificate program. The objective is a critical mass of clinicians who can evaluate and champion technology rather than tolerate it.
- YEAR TWO
Ecosystem
Standing up the innovation practice inside the institution and opening co-design work with emerging technology providers. Physicians move from evaluating other people's products to shaping them.
- YEAR THREE
Scale and return
Scaling what worked, pursuing the new market opportunities the work opened, and establishing the institution as a credible innovation partner in its region and specialty.
- The twelve-week physician certificate program, customized by specialty
- Access to the digital health marketplace and innovation hub for co-development
- Structured support for adopting AI, extended reality, and connected device technologies
- Introductions into the corporate, technology, and investor network
- Ongoing platform access for participating clinicians after the program ends
David A. Hall
Founder and Chief Executive Officer, TAMP, Inc. Director, DPPC InnovaHub. Speaker on physician-led innovation, clinical AI adoption, and market entry in healthcare.
David A. Hall leads TAMP, Inc., where he works with medical associations, health systems, and life science companies on physician-led digital health innovation. His career spans healthcare administration, clinical AI commercialization, and life science market entry across North America, Europe, and Asia.
He previously served as a medical center administrator at Indiana University Medical Center and co-founded two ventures in healthcare consulting and internet technology. He serves on the board of The Beautiful Way Foundation, a nonprofit focused on community health access and patient advocacy, and convenes the pharmaceutical and biotechnology special interest group at the Harvard Club of Boston.
He holds an MHA, an MA, an MIS, and the PMP credential, with degrees from Harvard University, Indiana University, Bryant University, and the University of Phoenix. He served in the U.S. Infantry and held leadership roles at Fortune 100 companies before moving into healthcare innovation.
Why digital health adoption fails
The recurring pattern behind stalled implementations, and what changes when clinicians are brought in before procurement rather than after.
Evaluating clinical AI
What a physician needs to ask about a model before trusting its output, framed for a clinical audience rather than a technical one.
Building innovation capacity
How medical associations and health systems develop internal innovation capability without building a department from scratch.
U.S. market entry in healthcare
What international health technology companies get wrong about entering the American market, drawn from work with companies across Europe and Asia.
The physician innovator
What the role actually looks like in practice, and why the clinicians best positioned to fill it are rarely the ones asked.
Custom sessions
Sessions shaped to a specific audience, specialty, or conference theme. Panel moderation and workshop formats available.
Tell us what you are trying to move.
We will tell you plainly whether we can help, and what it would take. If it is not a fit, we will say that too.
- Emailcommunity@theampdr.com
- Phone857.468.1876
- Office 1 Kendall Square
Cambridge, MA 02142 - LinkedInTAMP Digital Innovation
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