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From Systems to Workflow: Improving Decision-Making in Air Medical Operations
From Systems to Workflow: Improving Decision-Making in Air Medical Operations
1 June 2026
Interview originally published in AirMed & Rescue Magazine | Issue 171 | June 2026
As air medical and rescue operations grow in complexity, the challenge is no longer just managing individual systems. Increasingly, the focus is on how those systems support the full operational workflow, from initial request through to mission completion and follow-up. We spoke with Krister Genmark, Senior Vice President of Revenue at Vellox Group, about how this shift is changing the way air medical teams operate day to day.
As air medical and rescue operations grow in complexity, the challenge is no longer just managing individual systems. Increasingly, the focus is on how those systems support the full operational workflow, from initial request through to mission completion and follow-up. We spoke with Krister Genmark, Senior Vice President of Revenue at Vellox Group, about how this shift is changing the way air medical teams operate day to day.
Q1: There has been a lot of focus on integration. How is that changing the way operations are managed in practice?
Krister Genmark:
We are starting to see a shift from managing systems individually to managing the workflow as a whole.
In many operations, each part of the mission has traditionally been handled in its own system. Dispatch, flight operations, safety reporting and maintenance all work well in their own areas, but the connection between them is often manual.
For example, once a mission is underway, information is often passed between teams at different stages, rather than flowing naturally through the operation. That creates extra steps and increases the chance of inconsistencies, particularly when teams are working under time pressure.
As systems become more aligned, the focus moves to how information flows between each stage. That means fewer handovers, less duplication, and a clearer link between what happens before, during and after a mission.
Q2: Where do you see the biggest gaps today when it comes to operational workflow?
Krister Genmark:
The gaps are usually not within individual systems, but between them.
For example, when a mission request comes in, key details are captured early on, but those same details often need to be re-entered later in the process, whether that is during dispatch, reporting or follow-up. That creates small delays and increases the chance of inconsistency.
We also see situations where a decision made in one part of the operation is not immediately visible to another team. That might be a change in aircraft status, a crew limitation or an operational constraint.
Those gaps are not always obvious, but they add up over time. In time-critical situations, even small delays can affect how confidently a decision is made. Closing them is less about adding new functionality, and more about ensuring that information moves reliably across the operation.
Krister Genmark is a purpose-driven commercial leader and Senior Vice President of Revenue at Vellox Group, with a global track record across sales, partnerships, and customer success. Known for leading from the inside out, he brings authenticity, clarity, and energy to building high-performing teams and driving strategic, mission-focused growth.
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