https://www.rasalingham.com/post/redundant-at-28-dot-com-bust 2026-10-14 https://static.wixstatic.com/media/a34a26_213b73414523493192fd7ac120840001~mv2.png Flat vector illustration: a man sees a red scar in a mirror, walks away unmarked, then reads a chest X-ray with a larger AI outline of himself. https://www.rasalingham.com/post/strategic-investor-or-venture-capital 2026-10-16 https://static.wixstatic.com/media/a34a26_8783e75875d3402988444a8c093b902d~mv2.png Flat vector illustration: a Nighthawk engine’s intake capped at a private hospital wall, beside a wall of pound-sign bricks partly fallen. https://www.rasalingham.com/post/when-the-rules-change-sometimes-you-are-sitting-on-a-network-effect 2026-10-20 https://static.wixstatic.com/media/a34a26_a21d2f760642442e8e41156894eed1ed~mv2.png Three-panel diagram: one hospital's night shift unaffordable, two hospitals sharing one radiologist, then ten hospitals after NICE guideline NG39. https://www.rasalingham.com/post/build-the-cash-flow-before-the-model 2026-10-15 https://static.wixstatic.com/media/a34a26_6ab52c6cb6e648faa8bc1c4f8aedd8a3~mv2.png "Build the cash flow before the model." Chart showing booked revenue rising steadily over 13 weeks while cash in the bank dips into a trough between invoice and payment ("the gap where profitable companies die"), alongside a simple cash-tracking template and tips to plan NHS receipts at 60–90 days and let AI build structure, never the numbers. https://www.rasalingham.com/post/five-senses-ai 2026-10-19 https://static.wixstatic.com/media/a34a26_e3706f3d115e44b78e6c0e90e8f850ed~mv2.png Children raise five sense icons. Only the eye and half the ear connect to a computer screen. Smell, touch and taste are marked not measured. https://www.rasalingham.com/post/neurodivergent-and-entrepreneurial-why-different-thinkers-build-great-businesses 2026-10-15 https://static.wixstatic.com/media/a34a26_2bf84c20a0054509863c8caf14ed642d~mv2.png "Different thinkers notice what others walk past." Diagram of many parallel lines converging into a tangled knot (an overlooked hard problem), branching through people who feel the same pain, and re-emerging as a market others walked past, captioned "Start with one real conversation." https://www.rasalingham.com/post/why-customers-matter-more-than-the-7-percent-club 2026-10-15 https://static.wixstatic.com/media/a34a26_febc6d306bd64cab88dcc9a34a3bfd23~mv2.png "Seven percent may impress a room. A customer proves the work is real." Contrasts a demo-day growth chart (7% week-on-week) with a staircase of the real customer value exchange — Problem → Solution → First paying customer → Real pain → Budget holder says yes → Trust → Renewed → Recommended unprompted — captioned "Investors validate a story. Customers validate a business." https://www.rasalingham.com/post/the-trillion-dollar-question-in-this-budget 2026-10-21 https://static.wixstatic.com/media/a34a26_8b7769d8ff22483f866e87a6f23897fc~mv2.png "Why set up a company in Britain?" Illustration of a football pitch split by a chasm labeled "the valley of death," with a team ("we build the best teams in the world") lined up at one end. A bridge made of UK R&D funding mechanisms — paid monthly against payroll, 43.5% refundable, grants against the plan, state fund no interest, refund eighteen months later — spans the gap toward a goal captioned "an exit worth reaching." A red arrow labeled "sold halfway across" cuts across the bridge partway over, and a spirit level on the near side reads "level the pitch." Scale figures at bottom read "1 team across, $1bn / 100 teams, $100bn / 1,000 teams, $1 trillion," with captions "science works" and "pays for itself" near the chasm. https://www.rasalingham.com/post/uk-ai-in-healthcare-report-44-recommendations-what-british-smes-need-next 2026-10-21 https://static.wixstatic.com/media/a34a26_94d41f4e7250477e80f344274a6e6f38~mv2.png "The report opens the door. The road stops at liability." Illustration of a road paved from a stack of recommendation-report pages, past lampposts labeled post-market surveillance, change-control plans, and device traceability, ending at a broken bridge over a chasm reading "Industrial strategy 0 · Reimbursement 0 · Sovereign AI 1" and "Who is liable when an autonomous system is wrong?", with the FDA shown as the route British SMEs take instead. https://www.rasalingham.com/post/recommendation-16-british-sme-compete-internationally 2026-10-21 https://static.wixstatic.com/media/a34a26_58c57858b1434989a18982e38e9040e6~mv2.png Diagram: a UKCA door opening on one market, an FDA door on many, and an unfinished recognition and reliance bridge marked Spring 2027. https://www.rasalingham.com/post/eu-mdr-fda-or-ukca-where-a-british-sme-should-start 2026-10-21 https://static.wixstatic.com/media/a34a26_696b13adad6944e3b7e1de763c5df7dd~mv2.png "Two ways in. No way out." Illustration of a "Great Britain" gateway with three storefronts: "International Reliance," where personified regulatory-approval cards (FDA, Health Canada, TGA — all stamped "Admitted") walk in freely; "UKCA," shown boarded up and cobwebbed with a sign reading "Still open, no queue"; and "CE Recognition — to 2030, indefinite under consultation," where an EU-badged card is admitted. A UKCA card stands outside holding a ticket, captioned "Obtainable. And increasingly unnecessary." In the background, US/EU/Canada/Australia gates are shown with shutters down, labeled "No exit for UKCA." Caption at bottom: "I do not expect UKCA to be a commercial requirement for most devices by 2030." https://www.rasalingham.com/post/your-1990s-desktop-still-beats-a-quantum-computer-that-s-not-the-story 2026-10-15 https://static.wixstatic.com/media/a34a26_079b9929ffc0435e84e705981c860cd0~mv2.png Illustration contrasting a 1990s desktop computer with a quantum computer, captioned that the real story is not raw speed. https://www.rasalingham.com/post/business-plan-basics-the-people-opportunity-context-and-risk-reward 2026-10-15 https://static.wixstatic.com/media/a34a26_6981c67f1b70435ba03598267cd9239a~mv2.png Mind map titled "Business plan: a thinking tool before a selling tool," branching into People, Opportunity, Risk and reward, Changes as you learn, and Context, each with supporting sub-points (who builds it, who buys, product/adoption/economics responses, customer feedback, regulation, competitor moves, etc.). https://www.rasalingham.com/post/how-to-build-a-start-up-part-5-what-s-in-a-name-your-company-s-purpose-and-identity-builds-a-bra 2026-10-15 https://static.wixstatic.com/media/a34a26_21ec61ab1bf94f49a32425bc475deafc~mv2.png “A name is the mission, compressed.” A pint-pouring illustration (glass tilted, head right, pipes clean) beside critiques of four company names: Synbiotix (“names a fusion, the X was for tech”), Medica (“sounds permanent”), behold.ai (“names the feeling”) and red dot (“their word, not ours: the film is gone, the name isn’t”), concluding “a name chosen for the right job outlives the people who chose it.”