An advisory practice built on the seams.

The practice

Most advisory work is organized the way hospitals are organized — by department. That is precisely why it struggles with the failures that matter. A sterilization failure can originate hundreds of feet upstream in a utility system. An environmental excursion can surface as a clinical finding. A survey citation can trace back to a workflow no one documented and a standard no one read the same way twice.

Q-Vision works across those boundaries. The practice pairs facilities and engineering fluency with clinical and regulatory literacy, so a problem can be carried into the language of steam, water, air, and mechanical systems — and brought back in terms that respect the people doing the work.

The founder

Dr. Brandon Quigley is a practitioner-scholar in healthcare operations and the built environment, with a doctorate in business administration and more than a decade of hospital operations experience spanning facilities management, sterile processing, environment of care, and regulatory readiness across multi-site health systems.

He holds the Certified Healthcare Facility Manager (CHFM) and Certified Healthcare Safety Professional (CHSP) credentials and serves as a Life Safety Code surveyor for an accrediting organization — experience that shapes how this practice reads a finding, a standard, and a room.

The through-line of that work is cross-domain translation: getting groups that have been talking past each other for years to move in the same direction, with evidence in hand.

How the work is done

The method is deliberately unglamorous, and it is the same at the scale of one failed load or an entire organization.

• Eliminate what it isn’t. Capture the facts completely before any theory is allowed in the room. Rule out before ruling in. Refuse to stop at the first plausible cause.
• Utility → equipment → process. A plain order of operations for where to look when something fails, so the investigation does not default to whichever department is closest to the symptom.
• Scope drives strategy. A problem that appears everywhere at once points upstream. A problem confined to one machine, one tray type, or one shift points somewhere else entirely.
• State the uncertainty. Evidence is often degraded by the time anyone calls. The discipline is to be precise about what is known, precise about what is not, and to keep both in view rather than manufacturing confidence.

Standards the work lives in

Engagements routinely touch AAMI ST79:2017 and AAMI ST108:2023, ASHRAE 170-2021, NFPA 99-2012 and NFPA 101-2012, and the FGI 2022 guidelines — alongside manufacturers’ instructions for use, which sit above voluntary guidance in the hierarchy that actually governs a department. Editions are cited deliberately: adopted editions vary by jurisdiction, and the edition is often the whole argument.

Principles

• Evidence before theory. Findings are built from what can be shown, not from what is easiest to conclude.
• Rigor over reassurance. A comfortable answer that does not hold under scrutiny is worse than no answer.
• Challenge practice, never people. Legacy practice gets tested with data. The staff running it get treated as the experts they are.
• Discipline is free; capital is phased. How an organization investigates costs nothing and is non-negotiable. What it must eventually build costs real money and deserves a realistic, staged path.