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.
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
Quieter Hospitals, Smarter Care
SCFH is delighted to share that we’ve been selected to present at the European Healthcare Design Congress 2026, one of the world’s leading forums for healthcare planning, design and innovation. Our presentation, “Quiet hospitals, smarter care,” has been accepted into the Science, Technology and Digital Transformation stream, which explores how digital innovation, artificial intelligence and smart infrastructure are reshaping healthcare environments. Our work highlights how acoustic environments and intelligent systems can improve clinical outcomes, support staff wellbeing and drive operational efficiency, reflecting our continued leadership at the intersection of technology, design and patient-centred care. Taking place in London from 15–17 June 2026, EHD2026 will convene an international community of healthcare leaders, designers, researchers and policymakers under the theme “Agile not fragile: Designing for resilience, renewal and regeneration.” The Congress will examine how healthcare systems and infrastructure can adapt to rapid technological change, workforce pressures and growing environmental challenges. This year’s programme features a rich mix of keynote plenaries and specialist streams, covering topics such as digital transformation, smart hospitals, climate resilience and new models of care. This year also marks a significant milestone as the Congress moves to its new home at the QEII Centre in Westminster, welcoming a global audience both in person and through a fully integrated digital platform. “We’re delighted to be selected for the European Healthcare Design Congress 2026. Our presentation, ‘Quiet hospitals, smarter care,’ explores how thoughtful acoustic design, combined with intelligent digital systems, can transform healthcare environments. By reducing noise and enhancing sensory conditions, we can improve patient recovery, support staff wellbeing and enable more effective, efficient care. We’re looking forward to sharing our insights and learning from peers across the global healthcare design community.” Taja Quigley The European Healthcare Design Congress remains a vital platform for sharing research, best practice and innovation, bringing together multidisciplinary expertise to shape the future of health systems worldwide. For more information about the congress, visit www.europeanhealthcaredesign.eu 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
23 March 2026
Living Our Social Value
Whilst recently reviewing a tender response, I paused on our Social Value section and felt genuinely proud. Everything written there reflected what we actually do. It wasn’t a set of promises or a compliance exercise. It was a reflection of how we show up every day. Social value at SCFH is lived, not performed. Across the business, our teams contribute to wellbeing, inclusion, environmental responsibility and community impact in ways that are structured, thoughtful and meaningful. It is an approach that continues to mature and strengthen. Turning Commitment Into Action Last week, Taja and I visited HMP Bronzefield, Europe’s largest women’s prison and only a short distance from our Surrey office. The visit formed part of our pledge through the New Futures Network, which exists to connect employers with prisons and increase employment opportunities for prison leavers.The experience was humbling and eye opening. The women we met were confident, prepared and full of potential. Caroline Atkins, the Employment Broker for the London Prison Group, captured the essence of this work perfectly when she said: Partnerships like this genuinely change lives and open doors for women as they move closer to release. Caroline Atkins Her words are a powerful reminder that people are never defined by their circumstances and that true diversity, when embraced, becomes a real strength. Celebrating Women, Championing Inclusion The visit also coincided with International Women’s Day over the weekend, which reminded us of the inspiring women we work with every day and why we remain committed champions for women in technology and healthcare. Their leadership and resilience help shape our culture and our impact. Creating a Culture Where People Thrive This week is Neurodiversity Awareness Week. More than 20 percent of our permanent team are neurodiverse at SCFH, reflecting society as a whole. What makes this even more meaningful is that it has happened naturally, without formal programmes or recruitment targets. It is the result of a culture built on psychological safety, trust and flexibility. Inclusion here is not an initiative; it is the environment we deliberately and consistently create. Our Wider Social Value Commitments Our approach to social value runs throughout the organisation. We have committed to the Armed Forces Covenant and hold the Bronze Award in recognition of our support for veterans and reservists. We maintain environmental responsibility as part of our everyday operations. Our people intuitively make sustainable choices, which means meeting standards such as ISO 14001 becomes a natural and embedded part of our behaviour. We continue to invest in community engagement, volunteering, mental health and wellbeing, and digital inclusion work. These efforts are grounded in partnership and purpose, designed to create local impact that is visible and lasting. Why This Matters The past week has reinforced that social value at SCFH is not something we write in tender documents. It is reflected in our actions, our relationships and our culture. Whether through engagement with prisons, supporting women in tech, celebrating neurodiversity, maintaining environmental stewardship or giving back to our communities, we are building a business that leads with humanity and purpose. Social value here isn’t a statement. It is who we are. About Adam Libbey Adam Libbey is the Director of Operations 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
20 March 2026