Oneview's Bedside Hub: Turning Epic's Bedside TV Strategy into a New Revenue Channel

Bedside Hub: A New Channel, A New Sales Cycle

Oneview's half-year report is dominated by one word: Bedside Hub. The company has spent the last year positioning itself as the certified delivery partner for Epic's bedside TV strategy, and the results are starting to show. As CEO James Fitter put it, “we've taken the decision to get our device certified, which will happen in May of this year.” — James Fitter, CEO · 2026-08-26 That certification has already had an effect: previously stalled deals have resurfaced, and the pipeline now includes 16 opportunities representing over 20,000 beds—more than the company's entire current installed base of 15,000 endpoints. The sales cycle, Fitter notes, is shortening: “in certain cases, Bedside Hub, the sales cycle is going to be measured in weeks, not months.” — James Fitter, CEO · 2026-08-26 This is a profound shift for a company whose historical sales cycles have been long and deployment-heavy.

The strategic logic is clear. Epic controls the electronic health record for nearly 43% of acute hospitals and 56% of beds in the US. By making itself the go-to vendor for the virtual care-enabled bedside TV, Oneview inserts itself into a far shorter procurement cycle and a larger addressable market. The company's existing health system relationships, plus the new Baxter GPO win, give it two powerful distribution channels. Perhaps most importantly, Bedside Hub is a lighter-touch product: deployment does not require deep integration with the hospital's Epic interface team—as Fitter says, "Epic is simply pushing a URL to our hardware to get the devices up and running."

Financial Discipline Paves the Way for Scale

Financial performance in H1 2026 was mixed but directionally encouraging. Recurring revenue—the metric management treats as the true measure of a software business—grew 13% reported, or 20% on a constant-currency basis. CFO Darragh Lyons highlighted that “underlying growth on a constant currency basis was actually 20% in '26 versus '25.” — Darragh Lyons, CFO · 2026-08-26 The mix shift toward recurring revenue helped lift gross margin from 61% to 70%, offsetting a 14% headline revenue decline caused by volatile nonrecurring deployments and FX headwinds. Operating cash outflow fell 15%, a direct result of the June 2025 restructuring and disciplined cost management. That discipline is also visible in the adoption of AI across the software development lifecycle: “85% of code is now written by AI agents, obviously supervised by humans.” — James Fitter, CEO · 2026-08-26 This is feeding directly into product velocity and, management claims, pricing power—with 15–20% price increases secured on several US renewals.

Product innovation also continues at pace. The company is just completing a rebuild of its new front end, which is designed to be the most sophisticated patient experience platform available. Combined with the ongoing rollout of Ovie, its agentic intelligence layer, and real-time data analytics, the platform is broadening its role in orchestrating care. This is a clear attempt to widen the moat against both legacy vendors and the niche bedside-TV competitors that Epic has certified.

The balance sheet was strengthened with a $19M placement in March, and pro forma cash of EUR 11.4M provides a runway into 2027. The company remains focused on cash-flow breakeven, and the new revenue channel is central to that plan because it leverages existing infrastructure with minimal incremental cost. As Darragh Lyons noted, "Epic TV, for instance, there's no major investment needed for that new revenue channel."

The Australian Headwind and the Rural Health Tailwind

Not everything is rosy. The Australian public sector market remains brutal: the company lost 481 endpoints to a decommissioning and was undercut in two RFPs, with the winning bid coming in at roughly a third of Oneview's prior price. Management has chosen not to chase price, and instead points to new US endpoints carrying nearly 60% higher average recurring revenue. The decision to hold the line is a calculated bet on the long-term value of the installed base.

Offsetting that headwind is a significant new federal program: the USD 50 billion Rural Health Transformation Program, split over five years.

And to put this in context, the previous largest funding program made available was the $30 billion funding for the digitization of medical records, which was part of the Obamacare plan.

The combination of a shorter sales cycle, a new distribution channel, and a federal tailwind is a genuine inflection point for a company that has spent years building a complex, integrated platform. The recurring revenue stack, now 79% of total revenue, is the foundation. Management's laser focus on that metric, coupled with the new new logo pipeline (four in redline negotiation, with ARR potential to triple the business), suggests the long-anticipated scalability story may finally be getting real. With 3 of the top 25 US hospitals as reference customers and only one ever lost, the retention narrative remains intact.