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
World Mental Health Day 2026: Why being heard matters
Mental health is personal. Everyone’s experience is different, and that makes listening to those experiences all the more important.This World Mental Health Day, the theme “Lived experiences heard: real voices, real change” puts that principle at the centre: creating space for people to share their experiences, but importantly, ensuring those experiences are valued and can help influence meaningful change.At SCFH, that message resonates with us, both in the culture we want to create for our own people and in the work we do across healthcare.Making time to connectSupporting mental wellbeing at work isn’t about one day, one initiative or having all the answers.Often, it starts with something much simpler: creating an environment where people feel comfortable talking, feel listened to and know that support is there when they need it.It can be checking in with a colleague. Taking a break together. Making time for a conversation that isn’t about work. Or simply recognising someone for the difference they’ve made.To mark World Mental Health Day, we’re encouraging our team to do exactly that.We’re making time to walk and talk, catch up over coffee and cake, and show appreciation for the people around us.Small actions, but ones that help strengthen the connections we rely on every day.The World Health Organization’s 2026 campaign highlights the importance of lived experience informing decisions, policies and services, moving from listening to meaningful involvement. That principle is just as relevant when we think about change across healthcare.New technology, digital transformation and redesigned services can have a significant impact on the people who use and deliver them. Listening to patients, clinicians and teams helps us understand not only what needs to change, but how that change will work in practice.Because successful transformation shouldn’t simply happen to people. The people experiencing it should have a voice in it.Real voices. Meaningful change.Mental wellbeing is something we all contribute to through the culture we create, the conversations we have and the way we treat the people around us.World Mental Health Day gives us an opportunity to focus on that, but its message matters every day.At SCFH, we’ll continue to make time to listen, connect and support one another, and to carry the same principle into the work we do with healthcare organisations.SCFH. A modern approach to health consulting.We 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.
Hannah Granshaw
6 October 2026
Blog
Beyond go-live: Realising value from digital investment
How do we turn digital investment into measurable benefits for patients and frontline teams?It’s a question we talk about a lot in healthcare, and one I had the opportunity to explore at the DNV Digital Health Summit in September as part of the “Is your ROI real?” panel discussion.There continues to be significant digital investment in healthcare, with technology expected to improve productivity, transform ways of working and support better experiences and outcomes for patients and staff.But investing in and implementing technology is only part of the challenge. The real measure of success is whether it delivers the benefits we set out to achieve, and whether those benefits can be sustained beyond implementation.For me, that means looking beyond go-live.Technology alone doesn't deliver transformationA successful go live is important, but it isn't the same as successful transformation.Realising the benefits of digital investment requires us to be clear from the outset about what we're trying to achieve, how we'll measure it and who is responsible for making it happen.It also means giving teams the capacity, support and governance they need to embed new ways of working. Without that, there is a risk that technology is implemented successfully but the anticipated benefits don't fully follow.Transformation is a team sportOne of the messages that stayed with me from the summit came from Stephen McAdam's closing speech:It's a simple phrase, but it captures something fundamental.Successful transformation can't sit with one team or function. It requires clinical teams, operational colleagues, digital specialists, technology partners and delivery teams to work towards the same outcomes.That shared responsibility needs to continue beyond implementation. Go-live shouldn't mark the point at which attention moves elsewhere; it's often where the work of embedding change and realising value really begins.If we don't have data we can trust, it becomes incredibly difficult to understand whether an investment has genuinely improved productivity, patient experience or clinical outcomes.That means agreeing meaningful measures early, establishing clear baselines and continuing to track progress after implementation.ROI in healthcare also needs to be considered more broadly than a purely financial calculation. Time released back to frontline teams, improved workflows, better staff experience and improvements in patient care can all represent significant value.Looking beyond go-liveFor me, one of the biggest takeaways from the discussion was the importance of thinking about benefits realisation as part of transformation from the beginning, not something we measure retrospectively.At SCFH, this is central to how we approach transformation. We bring healthcare teams and technology partners together to agree what success looks like and share responsibility for delivering it beyond go-live.Ultimately, the value of digital investment isn't the technology itself.About TajaTaja Quigley is a Partner at SCFH, where she helps organisations reimagine care models through digital innovation. With experience tackling complex challenges across the NHS and public sector, she brings together clinical insight, technology, and delivery to build health systems that work smarter for patients, clinicians and the wider population.SCFH. A modern approach to health consulting.We 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.
Taja Quigley
1 October 2026
News
UK’s Best Workplaces in Tech™ 2026
Another fantastic recognition for SCFH and our team. We’re been named as one of the UK’s Best Workplaces in Tech™ 2026 by Great Place To Work® UK, ranking in the Small and Medium Companies category.Our people make SCFH what it isThis latest recognition is particularly meaningful for SCFH. Technology sits at the heart of much of what we do, but it is our people, their expertise and the way we work together that enable us to make a real difference for our clients.Creating a workplace where people can thriveAs SCFH continues to grow, we remain focused on creating a workplace where people feel trusted, supported and able to do their best work. From flexible ways of working and opportunities to develop, to our monthly company days that bring the whole team together, we want our culture to grow alongside our business.Our company days give us regular time away from the day-to-day to celebrate our wins, share successes, talk openly about where we can improve and make sure everyone has a voice in what comes next.This recognition follows SCFH being named #18 in the UK’s Best Workplaces™ 2026 and #21 in the UK’s Best Workplaces for Development™ 2026, reinforcing our commitment to building a workplace where people can grow, contribute and succeed together.What makes a UK Best Workplace in Tech?The UK’s Best Workplaces in Tech™ list is based on confidential feedback gathered through Great Place To Work’s research-backed Trust Index™ employee survey.Employees are asked about their experience across areas including trust, wellbeing, work-life balance, job satisfaction, psychological safety and fulfilment. Great Place To Work® also assesses how consistently organisations create a positive employee experience across different roles and levels of seniority.We’re proud to add this latest recognition to SCFH’s Great Place To Work achievements and, most importantly, proud of the team and culture behind it.
Hannah Granshaw
24 September 2026