I work with founders, leadership teams, and investors across digital health, healthcare providers, and regulated wellbeing services. Most clients are navigating growth, launching new services, entering new markets, or facing complex delivery challenges where senior strategic clarity is needed.

Yes, generally. My work tends to be focused on healthcare and digital health. I have over 16 years’ experience working in regulated healthcare environments, including national NHS services, private healthcare pathways and insurer-led models. This means advice is grounded in real commissioning, regulatory, clinical and operational constraints rather than generic consultancy frameworks. That said, there are many markets that can benefit from these baseline skills.

Item descriptionCommon areas include:

• defining growth strategy or market entry

• turning strategy into real services or pathways

• commercial design, partnerships and pricing

• aligning product, operations and commercial teams

• building operating models that can scale within regulated healthcare environments.

Engagements are flexible and shaped around the problem being solved. This may include fractional leadership support, fixed-term contracts or targeted advisory work. Many clients start with a short discovery or scoping phase before agreeing on ongoing support. This approach allows organisations to access senior experience without committing to a full-time hire.

Yes. I have extensive experience supporting organisations working with the NHS, including understanding commissioning models, procurement processes and service delivery expectations. I help teams assess readiness for NHS market entry, shape propositions that align with commissioning priorities, and design operating models that can deliver safely and at scale.

Yes. I work with organisations on commercial strategy across NHS, private healthcare and insurer markets. This includes pricing, partnership structures, contracting approaches and negotiation support. The focus is on building sustainable commercial models that align growth ambition with delivery capability and regulatory requirements.

Yes. Operating model design is a core part of my work. I support organisations in designing delivery structures, governance, performance management and ways of working that support growth. This is particularly important in regulated healthcare environments where clinical quality, efficiency and scalability must be balanced.

It varies depending on the challenge. Some projects run for a few weeks around a specific objective, while others involve ongoing fractional support over several months. The focus is always on clarity, progress and measurable outcomes rather than open-ended consulting.

I primarily work within the UK healthcare and digital health landscape but also support international organisations navigating UK market entry or working across multiple markets.

Engagements are flexible by design. Depending on the need, this may include fixed-scope projects, fractional leadership arrangements, or advisory support. Details are agreed following initial discussions once objectives and scope are clear.

If you’re facing a complex growth or delivery challenge and want senior strategic input grounded in real-world healthcare experience, an initial conversation is usually the best way to determine fit quickly.