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.
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
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
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 Officer
Will Monaghan
Group Chief Digital Information Officer
John Paul Birch
EPR Manager
Miriam Jepson
Deputy Head of Digital Transformation
Mike Emery
Chief Digital and Innovation Officer
Zharain 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.
Taking Action this Mental Health Awareness Week
At SCFH, we pride ourselves on being a people-first business. Mental Health Awareness Week is a reminder that this is not just something we say, it's something we all need to actively live. And while it sounds like a cliché, it's true. A happy, supported workforce is a productive one. In healthcare, that matters even more. The NHS focus on prevention over cure applies just as much to mental health as it does to physical health. In fast-paced digital environments, where people are constantly connected, it can be easy to overlook the importance of switching off, checking in and creating space to recharge. We're proud of the culture we've built at SCFH, and our awards reflect that. But culture is not defined by recognition alone, it's shaped by everyday actions. Take action for yourself Good mental health is built on small, consistent actions. For me, it's getting outside, exercising and stepping away from the noise. That reset makes a huge difference. For everyone, it will look different. It might be sleep, taking breaks, connecting with others or simply checking in with how you are feeling. Whether it’s stepping away from your screen, taking a short walk or creating space to properly switch off, small actions can make a real difference. Find what works for you and make it part of your routine. For a few quick ideas to help reset and recharge during the working day, our Take a Moment Guide includes simple, practical actions that can help support wellbeing, even on busy days. You can view the guide here: Take a Moment Take action for someone else We spend a huge amount of our lives at work, so it has to be a place that supports good mental health. Are we creating an environment where people feel safe to speak up? Do we know the difference between healthy challenge and too much pressure? Do we listen when someone says they are struggling? Sometimes action is simple. Check in properly. Listen carefully. Give people space when they need it. That is how supportive cultures are built. Take action for all of us Awareness and advocacy matter, but they're only part of the picture. We all have a role in educating ourselves, reducing stigma and creating the right environment. Small actions, repeated by many people, create real change. Bringing people together like this really matters. Being in the same room, having proper conversations, sharing ideas and checking in with each other can make a real difference to wellbeing. Connection matters, especially in modern working environments where so much communication happens through screens. Those conversations over lunch, the informal check-ins and the time spent together all help build a stronger, more supportive environment. Every action counts This week is a reminder that every action counts. Whether it's looking after yourself, supporting someone else or simply starting a conversation, small actions can have a lasting impact. This week, take one action. Check in with a colleague. Take a proper break. Go for a walk. Start a conversation. At SCFH, we're committed to continuing to build an environment where people feel supported, valued and able to thrive. About Adam Adam Libbey is the COO and an experienced people and change practitioner whose career spans the Army, Big 4 consulting, and a growing advisory environment. Across these settings, he has developed a strong understanding of how people respond to challenge, how organisations adapt and how culture can enable or block transformation. He brings a calm, practical and people‑centred approach to helping teams navigate change and deliver meaningful progress. 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.
Adam Libbey
11 May 2026
GCA Digital Outcomes and Specialists 7 (DOS 7)
We’re proud to share another important milestone for SCFH, having been named as a supplier on Government Commercial Agency’s (GCA) Digital Outcomes and Specialists 7 (DOS 7) Framework. This latest achievement strengthens our position as a trusted strategic consulting partner to and for the NHS, ensuring our customers can continue to procure our services compliantly and with confidence. A step forward for procurement Government Commercial Agency (GCA) is the UK’s central commercial and procurement organisation, connecting public and private sectors to achieve the best outcomes for the UK and its citizens. GCA uses its commercial expertise to create a simpler procurement experience that redirects valuable resources into essential public services – creating value for the nation. DOS7 marks a significant evolution in GCA’s procurement landscape, bringing together the previous DOS6 and Digital Specialists and Programmes (DSP) frameworks into one streamlined agreement. By combining project-based outcomes, larger-scale delivery partnerships, and specialist resource requirements under a single framework, DOS 7 creates a simpler and more efficient route to market for buyers. This reduces the complexity organisations previously faced when navigating separate agreements, making procurement faster, clearer and more accessible. Strengthening our impact Being appointed to DOS 7 reinforces our ability to support the NHS and public sector organisations in designing, building and improving digital, data and technology services that deliver meaningful outcomes. What this means in practice The DOS7 framework provides a compliant and efficient route for public sector organisations to access specialist digital support, whether delivering defined projects, enabling transformation programmes, or bringing in targeted expertise. SCFH has been awarded a place across all three lots: Lot 1 – Digital Outcomes: Delivery of defined digital services and outcomes Lot 2 – Capability and Delivery Partners: Long-term, multi-disciplinary transformation support Lot 3 – Digital Specialists: Flexible access to individual experts Our focus remains clear As we build on this momentum, our focus remains clear: Continuing to invest in the right capabilities, people and partnerships Recognising the importance of frameworks that enable compliant NHS procurement Making it easier for NHS organisations to access specialist support Delivering impactful digital, data and technology outcomes Looking ahead This appointment reflects SCFH’s growing role in supporting the NHS and wider public sector organisations to deliver modern, user-centred services. It also reinforces our commitment to working in line with government standards and best practice across delivery, design and technology. We’re excited to build on this momentum, deepen trusted partnerships, and continue supporting NHS organisations to deliver meaningful change. Notes to Editor GCA is an executive agency of the Cabinet Office, supporting the public sector to achieve maximum commercial value when procuring common goods and services. To find out more about GCA, visit www.gca.gov.uk Follow us on X: @gov_procurement Follow us on LinkedIn
Hannah Granshaw
16 April 2026
Welcome to Andy Brett
We’re delighted to welcome Andy Brett to SCFH as a Partner, as we grow our leadership team and expand our work in digital health. We caught up with Andy to talk about his career to date, his new role and his thoughts on digital health. Discover more about his journey and the depth of experience he brings to SCFH. Andy. Tell us about your career journey? I began my career as a software engineer, developing monitoring and control systems for fibre optic submarine telecommunications cables – critical infrastructure connecting countries across the globe. That early experience exposed me to complex, high-reliability systems and gave me the opportunity to work internationally, delivering installations and training across multiple countries. I later moved into solution architecture and delivery, leading the design, integration and implementation of large-scale call centre platforms, including telephony and CRM systems, across financial services, automotive and telecommunications sectors. This broadened my experience of delivering customer-centric systems at scale, working across Europe and the US. My transition into healthcare came through the National Programme for IT, where I spent five years contributing to one of the NHS’ most ambitious digital transformation programmes. That marked a turning point in my career, and I’ve now spent over 20 years working across health and care. Since then, I’ve worked both within organisations and as an advisor, providing strategic, architectural and technical leadership to a wide range of health and care providers in the UK and internationally. 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 delivery. What’s a project you’re especially proud of and why? My ongoing involvement in large-scale new hospital programmes stands out, particularly through the NHS New Hospital Programme. What makes this work so meaningful is the opportunity to embed digital from the ground up, not as an add-on but as a core part of how hospitals are designed and operated. This involves working across clinical, operational and estates teams to define requirements, align stakeholders, and ensure digital infrastructure and data capabilities are considered from the outset. These programmes are inherently complex, bringing together multiple organisations, disciplines and priorities. Helping to navigate that complexity and translate strategic ambition into something practical and deliverable is particularly rewarding. Essentially putting digital at the heart of future healthcare, creating environments that are better connected, more efficient and better equipped to support both patients and staff. What are you most looking forward to about joining SCFH as a Partner? Having known several members of the team for many years, I’ve seen first-hand the impact SCFH is making across the health and care sector. I’m excited to build on those strong foundations, scaling the work, shaping new opportunities, and delivering meaningful outcomes for clients. What sets SCFH apart? It comes down to the people. There’s a clear, shared commitment to client engagement and delivery, not just getting the job done, but achieving the best possible outcomes for the organisations we work with. What are the biggest opportunities for innovation in digital health? One of the biggest opportunities is still getting the fundamentals right, particularly integration, interoperability and effective data management. Too often, organisations attempt to innovate on top of fragmented systems and inconsistent data, which limits the impact of new technologies. Treating data as a true strategic asset, with the right governance and standards is a critical foundation, and one that many organisations are still developing. At the same time, there is significant opportunity to apply AI in ways that support, rather than replace, day-to-day activities. While much of the focus is on clinical use cases, there is growing potential in operational areas such as estates and facilities management, especially as healthcare environments become more connected and intelligent. Ultimately, the real opportunity lies in creating joined-up, data-driven environments where technology enhances both care delivery and how healthcare organisations operate behind the scenes. What’s a trend people aren’t talking about enough? One of the most overlooked challenges is the gap between digital ambition and the reality of delivery. Many organisations have clear strategies and bold aspirations, but lack the capability, capacity or maturity to translate them into sustained change. This gap is even more evident beyond core clinical systems, particularly in estates and facilities management, where digital maturity is often lower but the opportunity is significant. As healthcare environments become more connected and data-rich, the built environment itself is generating valuable operational data, yet many organisations aren’t set up to fully utilise it. Closing this gap, through skills, governance and a more integrated approach to data, is where much of the real opportunity lies. Organisations that can bridge ambition with practical delivery across both clinical and operational domains will see the greatest impact. What motivates you on a tough day? Taking a step back and focusing on the bigger picture helps. Breaking challenges down into manageable steps with the team, and finding small wins along the way, keeps momentum going. In healthcare, even small improvements can make a meaningful difference to patients, staff and services. What’s a skill you’d love to master outside of work? Having worked internationally over the years, I’d love to become fluent in another language. What’s your go-to-way to unwind after a busy week? In a word: exercise. I do resistance training three times a week, complemented by swimming and cycling at the weekend (weather permitting). Rest and recovery days are just as important too.
Hannah Granshaw
7 April 2026