Ian McCrae
Founder
Hospital systems look different when you've sat on both sides of the table.
Amalga brings together people who have spent their careers building systems for hospitals with people who have been responsible for running them.
That experience shapes how we approach change: understand how the hospital needs to work, what has to keep running while things change, and where a new system can make the biggest difference.
50+ implementations change how you approach the next hospital
Each one showed us where complexity appears, what needs to be considered early and how decisions made during implementation play out in day-to-day hospital work.
Those lessons come from hospitals that kept admitting patients, running theatres, seeing outpatients and delivering care while their systems changed.
Our track record
In 2025 we supported:
75,000+
surgeries
250,000+
outpatient visits
150,000+
inpatients
25,000+
invoices
150,000+
waitlisted patients
200,000+
referrals
The leadership team
Niru Rajakumar
Chief Executive Officer
Carey Campbell
Clinical Director
Claire Gallagher
VP Product
Timothy Kim
Head of Sales
Duncan Poxon
Operations Director
Thomas Ba Trong
Regional Manager - SEA
Kimberley Fell
Commercial Director
Erem Dora
Director, Product and Partnership Enablement
Our back story
- 2007
Microsoft aquires GCS Hospital 2000 from Global Care Solutions, renames to:
- 2012
Orion Health acquires Amalga HIS from Microsoft, renames to Hospitals
- 2025
McCrae Tech divests from Orion Health, retains Hospitals
-
McCrae Tech renames Hospitals to original name of Amalga
Amalga's history goes back to Microsoft in 2007. Orion Health acquired the system in 2012 and continued its development through work with hospitals across New Zealand and Southeast Asia.
When that business was sold in 2025, McCrae Tech retained Amalga. McCrae Tech is a New Zealand-owned company founded by Ian McCrae.
Today the team includes leaders who have run major private hospital groups, and Amalga has nearly two decades of work with hospitals behind it.
Start with what needs to work better
Hospital change rarely starts with a blank sheet of paper. There are people doing their jobs, processes that work well, systems that still have a role to play and areas that clearly need to change.
That means starting with the problem the hospital is trying to solve, keeping what is already working and making sure the change works for the people who will live with it every day.
What do you want to improve?
Whether you're replacing an ageing system, connecting work that has become fragmented or changing one part of the hospital, tell us where you want to start.