Resources and insights
The latest industry news, interviews, technologies, and resources.
Quieter Hospitals, Smarter Care
Hannah Granshaw
23 March 2026
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
Smart Buildings in Healthcare: The Opportunity is Now
The buildings in which healthcare is delivered have always shaped the quality of care provided within them. Yet for decades, NHS estates have been managed reactively, focused on maintaining ageing infrastructure, responding to operational failures and treating the physical environment as a cost to be controlled rather than a capability to be developed. That mindset is beginning to shift, and the pace of change is accelerating. The New Hospital Programme is setting the direction At the forefront of this transformation is the NHS New Hospital Programme (NHP). Through its Intelligent Hospital vision, the programme has positioned Smart Buildings not as an optional technology upgrade, but as a strategic necessity. From IoT sensors and intelligent energy systems to digital twins and AI-enabled building management platforms, the ambition is both structured and significant. Importantly, this is the first time in this sector, formally articulated at a national programme level. It's worth noting that NHP's smart buildings work is currently focused on the approximately 40 acute hospital Trust schemes within the programme, running in parallel to the day-to-day work of the broader NHS Estates body. While the approach has not yet been formally adopted as a national standard, it represents a clear statement of intent and an increasingly influential reference point for how digital estates thinking should be applied across the NHS. The opportunity extends beyond new hospitals Crucially, the NHS cannot afford to wait for new hospitals to lead the way. Two converging forces make the case for acting now. Firstly, the wider NHS Estates community, working with hundreds of organisations across thousands of sites, is already navigating modernisation programmes where smart building thinking can and should be applied. Secondly, the government's Neighbourhood Health agenda is driving one of the most significant shifts in care delivery in the history of the NHS. With 250 Neighbourhood Health Centres confirmed, and more than 100 expected to be operational by 2030, the NHS is undertaking one of the most significant shifts in care delivery in its history. Bringing diagnostics, community services, mental health support and primary care together under one roof, closer to where people live, represents a massive and immediate opportunity These new and repurposed buildings are being designed right now, and they carry a clear expectation of being digitally enabled spaces that can adapt to evolving service delivery. Getting the digital estates foundations right from the outset, rather than retrofitting them later, will determine how much value these investments ultimately deliver. How SCFH supports NHS Organisations This is precisely the space where SCFH operates. Our Digital Estates practice brings together deep experience across health and social care in the NHS, spanning clinical transformation, operational change, application programmes and infrastructure, with direct experience of the smart buildings strategy being developed within the New Hospital Programme itself. We understand the policy landscape, the technical architecture and, critically, the realities of delivering change within NHS organisations. We work with clients to first understand their organisational strategy, operational priorities and the outcomes they are trying to achieve. From there, we explore how smart building technologies and digital estates capabilities can enable and support those objectives in a practical and proportionate way, ensuring technology serves the strategy, rather than dictating it. We then help organisations assess their current position, define a clear strategic direction and develop a realistic, deliverable roadmap for change. Our services span strategy development, gap analysis, programme and delivery support, benefits realisation, operational transformation and workforce upskilling. The time to act is now For NHS leaders, the question is no longer whether smart buildings are relevant to them. The question is whether they will proactively shape their own digital estates journey, or find themselves trying to catch up later. The standards are emerging. The investment is flowing. The buildings are already being planned and built. Further reading: PM launches new era for NHS with easier care in neighbourhoods Neighbourhood health centre guidance for regions and integrated care boards Government confirms 250 Neighbourhood Health Centres as part of prevention-focused 10-Year Health Plan About Andy Andy brings over 20 years’ experience in digital health and care, having worked on major NHS transformation programmes and across international healthcare systems, spanning both solution architecture and strategic advisory. His ability to connect strategy, technology and delivery, alongside a focus on more connected, data-driven care, will strengthen the impact we deliver for our clients. 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.
Andy Brett
7 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
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
Welcome to Richard Darch
We’re delighted to welcome Richard Darch to the SCFH leadership team as a Board Director. We recently caught up with Richard to learn more about his career journey, his new role and the impact he’s making in digital health. Read on to discover his story and the wealth of experience he brings to the team. Hi Richard. Tell us about your career background? I’ve spent my entire career in healthcare, beginning in academia as a Health Economist at the University of York, where I also completed my MSc. While I enjoyed academic life, it wasn’t particularly well rewarded, so I made my first move into consulting with Price Waterhouse (before its merger with Coopers & Lybrand). In 1991, I co-founded my own consultancy with former colleagues from PW. We grew the business successfully before exiting in 2001. During the 2000s, I moved into the investment and development of healthcare infrastructure, primarily buildings, where I developed a strong appreciation for architecture and design. In 2017, I founded Archus, a specialist healthcare infrastructure advisory practice, and brought in private equity investment in 2023. Throughout my career, I’ve been particularly interested in the intersection between physical and digital infrastructure, and how digital systems and processes can and should influence design. I’m excited to build on this further with SmartCo Future Health. What’s been the highlight of your career so far? Seeing healthcare buildings come to life during the Infracare years stands out as a real highlight. Taking an idea from a blank sheet or whiteboard through to a fully functioning facility, used by staff and patients, is incredibly rewarding. The completion of South Bristol Community Hospital is a particular milestone I’m proud of. What drew you to SmartCo Future Health? As with many consulting and advisory businesses, it’s ultimately about the people, and SmartCo Future Health has a fantastic team with a clear sense of purpose. Healthcare, more than most sectors, is on the brink of transformation through emerging digital technologies. Being at the forefront of that change, and supporting clients through it, is hugely exciting, especially when the end goal is improving health outcomes at a national level. What excites you most about working with SmartCo Future Health? I’m particularly interested in gaining deeper insight into the emerging technologies shaping healthcare, and the opportunity to contribute to the next phase of the company’s growth, helping establish it as the go-to advisor in the market. What’s one piece of advice you’d give to others? Don’t fear failure. Embrace it, own it and learn from it. If you weren’t in your current profession, what would you be doing? Designing beautiful buildings. Is there a podcast, book or show you’d recommend? A book: Making Sense of Chaos by J. Doyne Farmer. It’s a fascinating return to my economics roots, exploring how AI and large language models can enhance modelling and improve our understanding of complex systems and decision-making. What’s something people would be surprised to learn about you? During a visit to Cuba, I, or possibly a member of my family, was recorded as the one millionth visitor to the country since the revolution… and we were officially celebrated by the government.
Hannah Granshaw
17 March 2026
UK’s Best Workplaces™ 2026
We’re proud to announce that we’ve been recognised as one of the UK’s Best Workplaces™ 2026 by Great Place To Work® UK, ranking 18 among the top 100 organisations in the Small Companies category. Our ranking was revealed at the prestigious UK’s Best Workplaces Awards ceremony at Grosvenor House in the heart of London. Widely regarded as the ‘gold standard’ of employer awards, the list recognises organisations that have built exceptional workplace cultures grounded in trust, inclusion and strong people practices. Being recognised in the Small Companies category is a moment of great pride for SmartCo Future Health and reflects our ongoing commitment to creating an inclusive, supportive and high-performing environment where our people can thrive. “Our inclusion in the UK’s Best Workplaces List is a testament to the culture our people help build every day, a culture grounded in respect, trust and purpose. We take pride in our work, put our customers first, celebrate achievements and strive for excellence in everything we do. Most importantly, we succeed because we collaborate as one team.” Adam Libbey, Director of Operations, SCFH The UK’s Best Workplaces List is compiled using a rigorous and independent methodology. Great Place To Work analyses confidential employee survey feedback measuring levels of trust, employees’ ability to reach their full potential, and experiences of leadership, innovation and company values across all roles and levels within the organisation. These insights are then benchmarked against culture and employee value propositions to identify organisations that consistently deliver exceptional employee experiences. “At Great Place To Work our mission is to help every workplace become a great place to work for all. We wholeheartedly endorse that what’s ‘better for business’ aligns with what’s ‘better for people,’ ultimately contributing to a better world For All™” Benedict Gautrey, Managing Director, Great Place To Work UK. We’re incredibly proud of this recognition and remain committed to continuously strengthening our culture and employee experience. Thank you to the entire team for making SCFH a great place to work.
Hannah Granshaw
13 March 2026
The UK – Norway Policy Playbook
SCFH is pleased to share our newly published UK – Norway Policy Playbook, capturing key insights from the UK – Norway Smart Hospitals and Intelligent Health Systems Roundtable. Convened with Team Norway, DNVI and Sonitor, the event brought together senior leaders from healthcare, digital transformation, clinical operations and policy to explore how intelligent hospital systems can improve patient safety and clinical performance. Health systems in the UK, Norway and other advanced economies face growing pressures, rising demand, workforce shortages, increasing clinical complexity and fiscal constraints. The playbook highlights that incremental reform is no longer sufficient; instead, system-wide redesign and intelligence embedded from the outset are needed. “The UK – Norway Policy Playbook articulates a strategic vision for the next generation of smart and intelligent hospitals. Informed by senior leadership dialogue and SCFH sustained investment in understanding cross border and system-wide healthcare challenges, it outlines how embedding intelligence across workforce, pathways and digital infrastructure can enable more anticipatory, outcomes-driven care. Crucially, it establishes the foundations for stronger patient safety and more resilient, sustainable health systems for years to come.” Taja Quigley, Partner, SCFH Key themes from the roundtable include: Safety by design: Embedding safety into hospital buildings, digital systems and operating models. Intelligence in the system: Aligning people, processes and technology through standardisation and governance. Platforms, not projects: Designing systems that can adapt and scale innovations across the health system. Interoperability: Seamless data and information flows across community, acute, and digital care pathways. Behaviour follows system design: Creating environments where the safest ways of working are also the easiest. The playbook makes clear that intelligent hospitals are defined not by technology volume, but by how effectively they support safer, more integrated care. Hospitals must function as part of a wider health ecosystem, supporting care closer to home while reserving hospital capacity for patients who most need specialist intervention. SCFH will continue to facilitate cross-system dialogue, shared learning, and collaboration to accelerate the development of safe, intelligent, and sustainable hospital systems.
Hannah Granshaw
11 March 2026
Powered by People
It’s now been six months since I stepped into the world of digital healthcare and began working closely with the NHS. In that short time, one thing has become abundantly clear to me: this sector is powered by people. Dedicated, purpose driven, hardworking people who genuinely want to improve healthcare for everyone. And although healthcare is often described as the biggest industry in the world, what has surprised me most is how small and connected it feels in reality. Relationships matter. Community matters. And there is a shared sense of purpose that is rare and inspiring. The refreshed NHS 10 Year Health Plan sets out three major system shifts: moving care from hospitals into communities moving from analogue to digital shifting the focus from sickness to prevention These ambitions reflect exactly what I have observed across the system. The plan makes it clear that the NHS must embark on radical change to remain sustainable. It calls for reimagining how care is delivered, empowering patients, and using technology to predict and prevent ill health rather than simply treat it. NHS England leaders have emphasised that digital transformation is not about buying more systems but about building connected, interoperable foundations that actually enable better and safer care. That message resonates strongly with what I have seen so far. Technology on its own doesn’t create change; people do. The shift to digital maturity will only succeed if culture, confidence and ways of working evolve alongside the tools. And a necessary disclaimer: I’m not qualified to make bold statements about clinical practice, nor do I have decades of NHS experience. I’m still new to the sector. But what my background in the Army, Big 4 consulting, and now a smaller advisory environment has taught me, is how people respond to challenge, how organisations adapt and how culture drives or blocks transformation. Those are the lenses through which I interpret what I see. One of the surprises of joining digital health has been the cultural contrast between public and private sectors. Having been institutionalised earlier in my career, the private sector once seemed intimidating. I quickly came to recognise its value: pace, innovation and the business edge needed to adapt in a world that is changing faster than ever. Yet parts of the system remain hesitant about private sector ideas or the role of major technology companies. I understand the caution, but I also see opportunity. People already rely on consumer technology every day. Wearables, apps and connected devices have enormous potential to support prevention, one of the key pillars of the NHS 10 Year Plan. Embracing what citizens already use could accelerate progress. My reflections lead me to one overarching question: Is the system culturally ready for the transformation it is striving for? Before we get into data platforms, governance frameworks or digital architecture, we may need to begin with people. Psychological safety. Mindset shifts. Collaboration. Openness to learning from both the public sector and private innovators. The plan speaks to the need for major change, but that change will not be carried by technology alone. It will be carried by people. Despite the complexity and the challenges, these six months have been energising, enjoyable and full of purpose. I feel genuinely fortunate to be working in a space where the mission truly matters. A huge thank you to SmartCo Future Health for an amazing experience so far. I’m excited for what the next chapter brings. About Adam 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.We are a people first business, prioritising employee well-being, flexible working and equal opportunities for all.
Adam Libbey
23 February 2026