Resources and insights

GCA Digital Outcomes and Specialists 7 (DOS 7)

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.

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.  

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.

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.

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.

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.

The Power of Belonging

Children’s Mental Health Week, led nationally by Place2Be, shines a spotlight on the mental health and wellbeing of children and young people across the UK. This year’s theme, ‘This is My Place’, focuses on the importance of belonging, the sense of being seen, accepted and valued by peers, families, schools and communities. Feeling that you truly belong is a fundamental human need, and it can have lasting effects on mental and physical health, education, relationships and future opportunities. When children feel they belong, they are empowered to participate, contribute and make a real difference in the world around them. At SmartCo Future Health, we believe that health is shaped by inclusion, connection and the environments we invite people into from childhood onwards. Belonging isn’t accidental, it’s built through everyday experiences and intentional actions. One way we support this is by helping children explore the world of work through their parents. Workplaces can often seem distant or mysterious to children. By opening our doors to child-focused events, we make these environments feel human, accessible, and inclusive, reinforcing that everyone has a place. Leadership reflection I’m really proud that my children are teaching me about Children’s Mental Health Week through what they are learning at school. Hearing them talk about belonging and feeling safe is a powerful reminder that the environments we create in schools, communities and workplaces really do matter. Taja Quigley, Partner At SmartCo Future Health, creating spaces where children feel they belong isn’t optional, it’s a shared responsibility. When children know they have a place, they carry that knowledge with them for life. Learn more about Children’s Mental Health Week here. About SmartCo Future Health SmartCo Future Health is an award-winning consultancy shaping the future of healthcare. We bring a best-in-class team and future-focused approach; empowering clients, programmes and partners. We are a people first business, prioritising employee well-being, flexible working and equal opportunities for all.

GCA Technology Services 4 (RM6190)

We’re proud to announce that SCFH has been named as a supplier on Government Commercial Agency’s (GCA) RM6190 Technology Services 4 framework. 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. One of the UK public sector’s flagship, tier-one routes for procuring technology and digital services. Technology Services 4 provides central government, health bodies, local authorities and the wider public sector with a flexible, compliant way to access expertise across the full digital lifecycle. This includes strategy and service design, end-user support, infrastructure, application and data services, and major transformation programmes. The lots we are named on include: Lot 1: Technology and Digital Consultancy Services Lot 2: Transition and SIAM Lot 3/3a: End User Services Lot 4/4a: Infrastructure Management Lot 5/5a: Application and Data Management Lot 6: Major Technology Services Transformation Programmes Being named on all lots, marks a significant milestone in our continued growth and maturity as a partner experienced in supporting complex digital change across the public sector. What this means for our clients Being named as a supplier on Technology Services 4 enables: Faster access to pre-vetted capability A clearer, simpler route to market The ability to engage SCFH for everything from strategy and service integration to large-scale delivery and assurance, through a single, nationally recognised framework “This achievement is a testament to the trust our clients place in us and the outcomes we achieve together. It creates a fantastic opportunity to deepen our impact in the public sector and build even stronger partnerships across the UK.” Taja Quigley, Partner We’d like to thank the SCFH team, whose expertise and commitment were instrumental to our success in achieving this milestone. ENDS Notes to Editors: 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