A surgical pathway is a team effort.
Plan theatre coordination around readiness, resources, documentation and recovery handoffs—not a booking alone.
Explore the story
Medrella roadmap. This experience is being planned; scope and readiness will be demonstrated before implementation.
What this workflow connects.
The scope below guides discovery and demonstration. This capability is on the Medrella roadmap.
- 01
Procedure booking, rooms and team availability
- 02
Pre-operative preparation and consent status
- 03
Surgical and anaesthetic documentation
- 04
Consumables, implants and charge reconciliation
- 05
Recovery handoff and postoperative instructions
The schedule is only the visible surface
Behind every theatre booking are decisions about patient preparation, team availability, equipment, consumables and the next stage of care. A calendar can show a free slot while one of those dependencies remains unresolved.
Medrella's planned theatre capability brings those dependencies into a coordinated pathway. It is intended to connect the procedure with the patient record, inpatient stay and supporting departments. Clinical procedure records and theatre coordination both require new development; neither is presented as an existing complete theatre management system. Surgical teams must define the readiness states and handoffs that are meaningful for their specialty and operating environment.
Make readiness understandable before the day
Preparation begins before a patient reaches the theatre entrance. The workflow should distinguish a proposed procedure, a confirmed booking and a patient who is ready according to the hospital's clinical process.
Required documentation and approvals need clear ownership, but the system should not infer clinical suitability from the presence of uploaded files. Staff should be able to see what remains unresolved and who can address it. Changes to timing, resources or the procedure should be reflected across the teams affected. The goal is a shared operational picture that supports preparation without turning a checklist into an automatic clinical decision.
Connect resources without hiding clinical responsibility
Theatre coordination may involve anaesthesia, nursing, sterilisation, pharmacy, blood services and equipment support. Each department needs the part of the plan relevant to its work.
Resource availability, preparation status and actual consumption are separate records. A planned item should not automatically become a recorded administered item or a charge without the appropriate event. Local policies govern substitution, emergency changes and approval. Medrella's scope should make these boundaries explicit. Where specialist systems already exist, the implementation may favour a reliable connection rather than replacement, with identifiers and reconciliation rules agreed before attempting a broader theatre rollout.
Keep recovery and follow-through in the same story
The procedure does not end the patient journey. Recovery, return to the ward, medication instructions and follow-up all depend on a useful handoff.
Documentation should be available to the authorised receiving team with clear attribution and approval status. A draft operative note must not appear final simply because it has been generated or saved. AI-assisted documentation is a planned extension subject to clinician review. The patient-facing plan should be derived from approved instructions. A connected surgical pathway should help staff understand what happened and what comes next, while preserving the detail needed for professional review and local reporting.
Evaluate a realistic theatre day
A theatre demonstration should include a delayed case, a resource conflict, a changed booking and a recovery handoff.
Ask which team receives each update and how unresolved work is escalated. Trace consumables and service activity into the financial workflow without confusing planned and actual events. Review downtime procedures and the boundary between Medrella and any specialist system. A successful pilot needs agreement from the departments that share the pathway, not only the scheduler. This is a roadmap capability: the exact workflow, integrations and acceptance criteria are established with the hospital before any promise of operational availability.
Connected thinking.
What would more time
for care make possible?
Let's explore it together