SCFH wasn’t built to be big. It was built to be better, more personal, more attentive and more connected to the people doing the work.
Welcome to
SmartCo Future Health
Working. Together.
We take a truly holistic approach to digital. From readiness programmes and governance support through to full transformation, data strategy, technology enablement, and end-to-end workstream delivery, we provide seamless support at every stage of your journey.
Getting you ready
Strategic Advisory
We help leadership teams define clear and practical digital strategies that align technology investment with organisational priorities and evolving models of care.
Our advisory work includes digital strategy development, technology roadmaps, investment planning and independent strategic guidance to support confident decision-making.
Our service offerings include:
Strategy and Innovation: Helping clients shape direction, priorities and future‑focused change
Readiness and Assessment: Understanding current state, risks and capability to deliver
Financial and Commercial: Supporting robust business cases, investment decisions and commercial models
Getting it done
Project and Programme Delivery
We support organisations to successfully deliver complex digital and technology programmes.
We provide programme leadership, project delivery expertise and specialist support to ensure initiatives are implemented effectively, with strong governance, stakeholder engagement and measurable outcomes.
Our service offerings include:
Project and Programme Delivery: From staff augmentation to fully outsourced or milestone‑based delivery
Planning and Governance: Setting up strong structures, controls and decision‑making
Intervention and Remediation: Stepping in to stabilise, recover or reset challenged work
Getting the value
Digital Optimisation and Improvement
Digital transformation continues beyond implementation.
We help organisations maximise the value of existing digital investments by improving system performance, strengthening user adoption and enhancing digital services through continuous improvement and optimisation.
Our service offerings include:
Training and Adoption: Building capability and embedding change
Benefits Realisation: Ensuring outcomes are measured and delivered
Productivity: Improving ways of working, efficiency and value
Where We Bring Our Expertise
Our expertise spans the core components of modern digital healthcare environments, supporting organisations to build resilient, integrated and future-ready digital services.
Digitally Enabled Healthcare Estates
Supporting healthcare organisations to develop digitally enabled environments where infrastructure, facilities and technology are aligned to support modern clinical services and operational resilience.
Healthcare Applications
Advising on and supporting the implementation and optimisation of clinical and operational applications that underpin healthcare delivery.
Technology Services
Strengthening the technology foundations that support healthcare systems, including technology strategy, service design, governance, and operational improvement.
James Hawkins
Chief Digital and Information OfficerWill Monaghan
Group Chief Digital Information OfficerJohn Paul Birch
EPR ManagerMiriam Jepson
Deputy Head of Digital TransformationMike Emery
Chief Digital and Innovation OfficerZharain Bawa
Product DirectorLatest Insights
Explore our latest insights and resources on healthcare trends, best practices and industry news. Stay ahead of the curve with our expert analysis and thought leadership.
Blog
Social Value in Action: How SCFH is Preparing for 2027
From January 2027, a new Social Value Model will apply to relevant central government procurements, placing greater emphasis on creating good jobs, developing skills and supporting communities across the UK.Introduced through Procurement Policy Note (PPN) 026, the model reinforces an important principle: public investment should deliver benefits that extend beyond the services being purchased.At SCFH, this approach aligns closely with our existing commitments. For us, social value isn't simply about meeting procurement requirements. It's about creating meaningful opportunities for people, supporting the communities we work with and making a positive, lasting impact.Building on Our Commitments for the Social Value Model 2027Social value is already an important part of how we operate at SCFH, from the way we recruit and develop our people to how we support inclusion, wellbeing and wider community initiatives.One example is our New Futures Programme, which is designed to create opportunities for individuals who may face barriers to entering consulting, healthcare or digital transformation.Through work experience, mentoring and professional development, our aim is to help people gain the skills, confidence and experience needed to build meaningful careers.We're also committed to supporting the Armed Forces community. As a signatory to the Armed Forces Covenant, we recognise the valuable skills and experience that veterans, reservists and military families can bring to the workplace, and the importance of supporting their transition into civilian employment.Alongside these initiatives, we continue to invest in an inclusive and supportive working environment, with a focus on flexible working, wellbeing, professional development and ensuring that people from different backgrounds have opportunities to succeed.These commitments reflect our belief that creating a positive working culture and investing in people are fundamental to building a responsible and sustainable business.Turning Commitments into Measurable OutcomesOne of the key priorities of the new Social Value Model is ensuring that commitments are meaningful, achievable and supported by evidence.For organisations working across the public sector, this means moving beyond statements of intent and demonstrating the difference their activities are making.At SCFH, we're strengthening how we capture, measure and report our social value contributions, including:Employment opportunities, apprenticeships and career developmentSkills development, mentoring and work experienceInclusion, wellbeing and workforce supportPartnerships with SMEs and local communitiesEnvironmental responsibility and sustainable outcomesImportantly, we recognise that social value should be relevant to the organisations and communities we support. Rather than taking a one-size-fits-all approach, our focus is on making commitments that reflect local needs and can be delivered and measured effectively.Looking Ahead to 2027PPN 026 applies to relevant central government procurements commencing on or after 1 January 2027. While it does not automatically apply to all NHS or wider public-sector procurement, it signals a continued emphasis on the wider benefits suppliers can deliver.For SCFH, preparing for these changes is about building on the work already underway, strengthening our approach to measuring outcomes and ensuring social value remains embedded in how we operate and deliver for our clients.Ultimately, our ambition goes beyond meeting procurement expectations. We want to continue building a business that creates opportunities, supports communities and delivers lasting benefits alongside the work we do to improve healthcare.Find out more: Our approach to Social ValueSources: Cabinet Office – PPN 026: The Social Value Model
Adam Libbey
3 November 2026
Blog
Awarded ISO 42001 certification
SCFH has achieved BS EN ISO 42001:2023 certification, the international standard for Artificial Intelligence Management Systems (AIMS), marking another important milestone in our commitment to quality, governance and responsible innovation.As artificial intelligence becomes increasingly embedded in healthcare, the opportunities to improve services, support clinical teams and enhance patient outcomes are significant. But realising that potential requires more than technology alone. It demands clear accountability, effective risk management and an approach that puts people first.ISO 42001 provides an internationally recognised framework for organisations to establish, implement, maintain and continually improve how they manage AI.Building trust in AIFor healthcare organisations, trust is fundamental. As AI becomes more widely adopted, patients, clinicians and healthcare leaders need confidence that technology is being used appropriately, with clear safeguards and effective oversight.Our certification reflects SCFH's commitment to these principles and provides a recognised framework for managing AI-related risks and responsibilities.The certification reinforces our focus on:Responsible AI: Supporting the ethical and considered use of AI, with appropriate human oversight.Risk management: Identifying and managing risks associated with AI.Accountability and transparency: Establishing clear responsibilities and decision-making processes.Continuous improvement: Evolving our approach as technology and expectations develop.Supporting responsible innovation in healthcareAt SCFH, we work alongside healthcare organisations to turn digital and technological ambition into practical, sustainable improvements.Our ISO 42001 certification covers an Artificial Intelligence Management System with a stated scope encompassing our strategic advisory, programme delivery, digital optimisation and technology services.As AI continues to develop, this provides an important foundation for supporting healthcare organisations in navigating new opportunities and challenges, while maintaining a clear focus on delivering meaningful outcomes.Building on our existing ISO 9001, ISO 14001 and ISO 27001 achievements, this latest certification further strengthens our commitment to quality, environmental responsibility, information security and robust governance across our work.A huge thank you to everyone involved in achieving this certification. It's a reflection of the hard work, collaboration and commitment of our team, and another important step in continuing to build a business that our clients and colleagues can have confidence in.
Hannah Granshaw
21 October 2026
Blog
Smarter Estates, Sustainable Care
The buildings in which we deliver healthcare have a significant impact on the environment, the way services operate and the experiences of patients and staff. Yet when we talk about digital transformation in healthcare, the focus is often on clinical systems and technologies, rather than the buildings and infrastructure that support them.I believe there's a real opportunity to change that.By connecting buildings, technology and data, we can create healthcare environments that are not only smarter and more efficient, but also more sustainable.It's a topic I'll be exploring at the Sustainability in Healthcare Summit 2026 in Dublin this October, where I'll be speaking about how digitally enabled estates can help healthcare organisations reduce energy consumption, make better use of space and assets, and turn digital investment into measurable environmental, operational and financial benefits.Looking Beyond the TechnologyOne of the most important considerations when developing a digital estates strategy is understanding what we're actually trying to achieve.Technology alone doesn't make a building sustainable. It's how we use that technology, the information it provides and the decisions it enables that make the difference.Whether we're looking at an existing hospital or planning a new healthcare facility, there are opportunities to improve how buildings perform, how resources are managed and how spaces support the people using them.For example, connecting building management systems with operational data can provide greater visibility of energy consumption, space utilisation and asset performance. This allows organisations to identify inefficiencies, make more informed decisions and target investment where it can have the greatest impact.But to realise these benefits, digital needs to be considered as part of the wider estates and operational strategy, rather than something added later.Making Better Use of What We Already HaveWhen discussing sustainable healthcare infrastructure, it's easy to focus on new hospitals and major developments. While embedding digital capabilities into new buildings is essential, there is also significant potential within existing healthcare estates.Many organisations are already operating complex environments with ageing infrastructure, increasing demand and competing financial pressures.Digital technology can help us understand these environments more effectively.From monitoring energy consumption and improving maintenance planning to understanding how clinical spaces and assets are used, better access to data can support practical improvements without necessarily requiring large-scale redevelopment.The opportunity is to make better use of what we already have while ensuring future investments support longer-term sustainability goals.Turning Digital Investment into Measurable BenefitsHealthcare organisations are under increasing pressure to demonstrate value from their digital investments.For digital estates, this means looking beyond the implementation of technology and focusing on the outcomes it delivers.Before we can improve the performance of our healthcare estates, we need to understand how they're operating today. Better visibility of building data, energy consumption and asset utilisation gives organisations the foundation to make informed decisions, identify opportunities for improvement and measure meaningful progress.Can we reduce energy consumption and operating costs? Can we improve the utilisation of buildings and assets? Can we create environments that are more comfortable, efficient and responsive to the needs of patients and staff?These are the questions that should inform our approach.By establishing clear objectives and measures from the outset, organisations can better understand the environmental, operational and financial impact of their investments.Importantly, these benefits aren't achieved by estates or digital teams working in isolation.Bringing together estates, digital, clinical and operational colleagues is essential to ensuring that technology supports the wider needs of healthcare organisations and the people who use their facilities.Connecting People, Buildings and TechnologyThroughout my career in digital strategy, enterprise architecture and technology transformation, I've seen the importance of connecting technology decisions with wider organisational objectives.Having worked across major digital transformation initiatives and international hospital programmes, including the NHS New Hospital Programme, I recognise the value of embedding digital thinking into the earliest stages of planning and development.But this approach is just as relevant to existing buildings as it is to new developments.At SCFH, our Digitally Enabled Healthcare Estates practice focuses on helping healthcare organisations connect their digital ambitions with the infrastructure, technology and operational capabilities needed to deliver them.Ultimately, smarter healthcare estates aren't simply about more connected buildings. They're about creating environments that work better for the people delivering and receiving care, while making more responsible use of resources.My session, "Smarter Estates, Sustainable Care. Driving Sustainability through Digital Estates," forms part of Session 3, The Role of AI and Digital Technology in Sustainable Healthcare.The summit's theme, "Partnerships for Sustainable Healthcare – turning shared goals into measurable actions and solutions," is particularly relevant to this discussion.Creating more sustainable healthcare environments requires collaboration across disciplines, a shared understanding of the challenges and a clear focus on measurable outcomes.About AndyAndy is an experienced Digital Strategist, Enterprise Architect and Technology Lead with over 20 years of experience across health and social care sector. He specialises in defining future-state technology visions, developing strategic roadmaps and delivering large-scale enterprise solutions across national and international organisations. This has included major digital transformation initiatives and several international new hospital programmes, most recently contributing to the NHS New Hospital Programme, where the focus is on embedding digital at the heart of future healthcare and operational delivery.About SCFH. A modern approach to health consultingWe combine strategic advisory with hands-on delivery, across data, digital and technology, helping health, life sciences and public sector organsisations improve outcomes, productivity and long-term value. Our diverse team brings together deep industry expertise, innovative thinking and a shared commitment to delivering outstanding results for our partners.
Andy Brett
19 October 2026