At Hunter Healthcare, we believe that true progress in healthcare leadership is driven by diversity, inclusion, and equitable access to opportunities. This belief forms the foundation of our ongoing partnership with The Shuri Network – a pioneering organisation dedicated to championing women from ethnic minority backgrounds in digital health. Together, we are fostering an environment where underrepresented voices are amplified, and meaningful career opportunities are unlocked.
A Shared Vision for Inclusive Leadership
The digital health sector is evolving rapidly, but representation at leadership levels remains a challenge. The Shuri Network has been at the forefront of addressing these disparities, advocating for greater inclusion and breaking down barriers to leadership for women from minority ethnic groups. At Hunter Healthcare, we share this vision and are committed to ensuring that talented professionals from all backgrounds have the support they need to thrive.
Impact Through Action: Recent Initiatives
Our collaboration with The Shuri Network has translated into tangible initiatives aimed at professional development, career advancement, and leadership empowerment.
Fellowship Event: Inspiring the Next Generation
Recently, we had the honour of hosting a fellowship event at our London headquarters in partnership with The Shuri Network. The day was filled with invaluable insights, with esteemed speakers including Dame Neslyn Watson-Druée, DBE, and expert panellists Lisa Emery, Eddie Olla, Patience Chinwadzimba, and Abi Olapade. Their discussions on diversity, leadership, and innovation in healthcare provided attendees with not only inspiration but also actionable strategies for career progression.
Beyond panel discussions, our team led interactive workshops focusing on practical skills development, including CV tailoring and job application strategies. These sessions were designed to equip attendees with the tools and confidence needed to advance in their digital health careers.
Career Development Webinar: Building Stronger Networks
Expanding our support beyond in-person events our Digital, Data & Technology team recently hosted a webinar with The Shuri Network, furthering our mission to provide accessible resources for career development. This session covered essential topics such as:
→ LinkedIn Strategies: How to effectively build a personal brand and network to unlock career opportunities.
→ NHS Jobs & the TRAC Recruitment System: A practical guide to navigating applications and standing out in the hiring process.
The enthusiastic participation and engagement in these sessions reaffirms the demand for such targeted support and mentorship.
Looking Ahead: Driving Systemic Change
While we are proud of the progress made through our partnership, our commitment to fostering diversity in digital health leadership is ongoing. We will continue working closely with The Shuri Network to expand opportunities, develop innovative initiatives, and ensure that the future of digital healthcare leadership reflects the diversity of the communities it serves.
To all professionals striving for leadership roles in digital health: we see you, we support you, and we are committed to championing your success. Together, Hunter Healthcare and The Shuri Network will continue to pave the way for a more inclusive and dynamic healthcare landscape.
Hunter Healthcare put people at the centre of everything we do, working with the health and care sector to ensure that the best available people serve on their boards and in other leadership positions. To ensure that we are able to do this effectively, we regularly undertake research projects that help us to understand how we can do better and publish our learning so that improvement can be a shared endeavour.
Two years ago, we published the first report in our “The Way Forward” series, focusing on the experience of Black, Asian and ethnic minority NEDs in the NHS. We have now completed the second report in the series, which looks at the experience of disabled people serving as Chairs and NEDs in the NHS, a copy of which is enclosed.
Working in partnership with the Disabled NHS Directors Network (DNDN) we developed a series of questions that we posed to the disabled NED community in a combination of questionnaires and one – to – one conversations. Their responses paint a picture of life as a disabled NED in the NHS today: up and down the country, disabled NEDs are making a significant contribution to the leadership of the NHS, but it is clear that not all are receiving the support they need and to which they have a legal right. To address this and a number of other issues that are holding back disabled NEDs, our report identifies 16 recommendations / and or best practice that will promote NED roles to disabled people, improve their experience as candidates for NED roles and enable and support disabled NEDs to give their best to these important roles.
We have called this series of reports “The Way Forward” because they identify the change needed to create the conditions in which a diverse community of NEDs will thrive and fully contribute to the NHS today and in the future. We hope our research is both helpful and informative. But we also want it to make a difference – we invite you to be part of that change: learn from the experience of disabled NEDs; review the recommendations and best practice identified and show your organisation the way forward.
Breaking Boundaries in Digital Health: A Journey of Passion & Persistence
The digital health industry is a dynamic and rapidly evolving sector, but it’s also one that has historically been male-dominated. However, exceptional leaders like Evelyn Okpanachi have shown that perseverance, curiosity, and passion can overcome these barriers. In a open and candid conversation, Evelyn shared her journey, insights, and commitment to empowering women in tech, offering an inspiring perspective on the challenges and opportunities in the digital health landscape.
Evelyn’s career path began in the healthcare sector, initially far removed from the digital health space. Reflecting on her early days, she recalls, “I started with health studies and management, and my first role was in private healthcare with Bupa.” Her venture into operations and management sparked an interest in project management, but it wasn’t until she began working on several tech-driven initiatives that her passion for digital transformation emerged. Her curiosity led her to explore information technology, despite it not being her initial focus. “I’m a very systems and process person, and you need technology to be able to do that.” This insight paved the way for her transition from management into the realm of IT, software testing, and business analysis. Evelyn pursued multiple certifications and accreditations, becoming a chartered Business Analyst, a certified software tester, and a practitioner in project management. These skills equipped her to navigate the complex digital landscape, particularly within the public healthcare sector.
Transitioning from private to public healthcare, Evelyn experienced what she described as a “rude awakening.” The stark difference in resources and decision-making processes between the two sectors became immediately apparent. “Coming from the private sector, where you have a very large pot to spend on, moving to the public sector was really eye-opening.” However, this shift only fuelled her determination. Evelyn embraced the challenge, focusing on software development, implementation, and digital strategy within the NHS, which ultimately shaped her holistic approach to Programme Management.
One of Evelyn’s greatest passions is helping more women break into the technology industry. Reflecting on her own experience, she observed, “I was the only female in digital, the only female in IT in multiple organisations. It’s honestly never been an issue for me, but I’d love to see more women there.”
She is determined to dismantle the fear that many women feel towards tech-related roles. “There’s a fear factor, and that’s the reason why many shy away. How do we stop that? How do we break that?” She believes in starting at the foundations, encouraging young girls to embrace STEM subjects, and building their confidence in male-dominated fields. Evelyn shares a personal anecdote about her daughter, who was initially afraid of technology but now confidently navigates it. “It’s really exciting to see women stepping out of their comfort zone to embrace the tech culture.”
She is a firm believer that women possess natural project management skills, even if they don’t realise it. “I always find women are extremely good Project Managers, they just don’t know it. You manage your home, your finances, your holidays – that’s project management in layman’s terms. So why can’t you do it in the workplace?”
Evelyn speaks through removing limits, creating a mindset shift. She emphasises that one of the most significant barriers women face in tech is the limits they place on themselves. “We put a limit on ourselves,” she says. “Why are you placing limits around yourself when you can evolve and develop yourself further?” This mindset of self-imposed constraint is something she is passionate about breaking. She often coaches women to step beyond their comfort zones and embrace opportunities for growth, even in unfamiliar fields. Her approach is grounded in practicality. Drawing on her experience as a project manager, she highlights how women can mitigate risks in their careers, just as they would in a project. “Half of the time, fear is a risk. So, what mitigations are you putting around that risk? If you have a plan, suddenly that fear doesn’t seem so daunting.”
Despite working in environments where she was often the only woman – and sometimes the only woman of colour – Evelyn has never let this hold her back. “I am what I am, and that’s not my problem. If someone has an issue with it, that’s their problem, not mine.” She chooses to focus on the skills and value she brings to the table, rather than her gender or race. While she acknowledges that being the only woman in the room might stand out to others, she has always prioritised her capabilities over external perceptions. “What do I bring to the table? That’s enough for me. If it’s not enough for others, that’s their issue.”
Evelyn’s passion for empowering women extends beyond her immediate circle. She’s driven to inspire girls and women from all backgrounds to pursue careers in technology and digital health. “It’s about removing fear and building confidence,” she explains. Her coaching sessions often lead to what she calls “paradigm shifts,” where women of all ages, backgrounds, and identities begin to see themselves in a new light, discovering they are far more capable than they ever imagined.
One of the most powerful lessons she shares with women is the importance of “failing forward.” “Sometimes you have to step into the unknown, fail, learn, and grow. It’s part of the process.” By encouraging women to embrace challenges rather than shy away from them, Evelyn hopes to create a culture of confidence and resilience among women in tech.
When asked about her inspiration, Evelyn gives an unexpected yet refreshingly honest answer: “Funny enough, I was actually going to say myself. I don’t really have role models. My motivation comes from within.” She is quick to acknowledge and admires the accomplishments of many women in the industry, and finds inspiration in their unique journeys and successes, but remains focused on her own path. “There are phenomenal women doing amazing things, and I respect that. But ultimately, I have to keep going, keep pushing for me. That’s what inspires me.” For Evelyn, the achievements and morals of others are motivating, but her true drive comes from her personal goals and relentless determination, “it’s a nice thing to wake up to every single day”
Evelyn’s journey is a testament to the power of perseverance, passion, and a relentless focus on personal growth. Her story serves as an inspiration to anyone looking to break into the digital health space, particularly women who may feel intimidated by the male-dominated nature of the industry. By sharing her experiences, she not only highlights the possibilities within the field but also paves the way for a new generation of women leaders in technology.
Hunter Healthcare is proud to have worked in partnership with the Association of Professional Healthcare Analysts’ Chief Data and Analytical Officer Network to research and publish a landmark report;
What Makes a Top Chief Digital and Analytical Officer?
This deep dive into a relatively new role in the NHS explores the essential attributes needed to make it to the top in this field and makes recommendations to ensure the Chief Data & Analytical Officer (CDAO) role reaches its full potential in the NHS. At Hunter Healthcare, we are proud to support this research and advocate for stronger, more empowered CDAOs within the NHS.
Our report sheds light on how the role of the CDAO is evolving, capturing both areas of progress and those that are still needed for a path to success. It may not have all the answers, but we can support CDAOs to help them grow and evolve as a core part of the healthcare landscape. The report looks at key areas that will strengthen the position of the CDAO and help unlock the full potential of data and analytics in the NHS.
First, CDAOs need to be elevated to an executive level, or at least have their voice heard loud and clear in executive decisions. It’s critical for such a presence to exist in order for data and analytics to be recognised as strategic assets of the organisation. We must set up CDAOs so that they can contribute directly to the strategic direction helping the NHS embed data insights into a patient-centred, more efficient, modern data-led health service.
Further, the role of the CDAO should shift from simply reporting to engaging in strategic decisions. This will give those in the role scope for becoming more predictive and proactive towards data-driven actionable insights. CDAOs can be catalysts for improving data liquidity in the NHS and should be directly involved in leveraging the power of advanced analytics and AI for their organisations, alongside helping to shape national policy in the context of the Federated Data Platform and Secure Data Environments.
Formalised career development programs for data professionals also need to be established, which would offer ways to develop skill levels and routes to professional accreditation so that the data specialist is resourced and incentivised in their quest for further development.
The report also examines nurturing of the next generation of CDAOs through flexible recruitment practices, which develop the talent early by hiring directly from universities, or even schools, to guarantee a steady supply of skilled data professionals.
These recommendations, in addition to building a robust network around the role of the CDAO, will enable CDAOs to drive the agenda in innovation, improvement in the quality of NHS care, and help to drive insight-driven excellence in the NHS.
The Teams call connected, and there was Linda — someone I have always enjoyed speaking to due to her bright and optimistic nature. We started off with a lighthearted exchange about the rare sunshine gracing London and our hectic schedules, noting how we had to reschedule this call three times. It was great to finally catch up with her again.
We talked through her varied career, reminiscing about her early days in family and local council work before she stumbled into the Health Informatics Service (HIS) for 18 months. Her first major challenge was taking paper out of GP practices and replacing it with SystmOne. Initially, the GP practice admin staff and nurses, who were heavily reliant on paper, were understandably resistant to change. However, three months later, they were asked if they wanted to revert to the old system but they loved the new digital system and the change it brought. Linda recalled that it was such an amazing transformation.
She then moved to Bradford to join the NPFIT programme. “I’m showing my age now, as you were probably in nursery!” she joked. The programme aimed to standardise work processes and ensure that the systems used were in the same language. It was at this point that NHS England realised that all systems should use HL7 . The programme team at Bradford worked with the national digital team to digitise end-to-end patient pathways. She believed this was the beginning of the NHS’s digital transformation journey.
Her career was filled with opportunities to meet wonderful people and take on failing or delayed projects across various organisations including Leicester Child Health Services, Luton and Dunstable NHS Foundation Trust, and Doncaster and Bassetlaw NHS Foundation Trust. She began to see the patterns of the gaps and challenges within all these systems and worked her hardest to deliver these successful projects.
Eventually, she saw a job opening at Imperial College Healthcare NHS Trust, interviewed with the CIO for the Health Records Manager role where the task was to digitise health records – and got the job. Expecting a bustling environment, she was surprised to find the team relatively quiet with not much to do. Linda wrote a business case and went out to tender for an EDM system, cutting paper records on-site, and saving the Trust £9 million. Her dedication and success on numerous projects saw her rise up the ladder to the position of Associate Director of Digital Transformation. “I think it’s really important to try and make a difference,” she said.
When asked about professional or personal setbacks, Linda acknowledged the challenges of working in a male-dominated industry. Handling her emotions was one of the hardest aspects. “I get quite animated, especially if it’s something I really believe in, and the emotion can really come through,” she explained. This sometimes meant that while she said the right words, they didn’t always hit the right points. She admits that it did take her a while to learn the intricacies of the NHS.
Reflecting on her time at the HIS, she noted that they were very monetarily driven, which she enjoyed – “my drive is to save lots of money,” she mentioned, joking that it’s something easier to do at work than in personal life.
However, focusing on monetary aspects can be difficult when patient care is interconnected. Talking about replacing systems or products is challenging because it affects everyone — clinicians and patients alike, especially if the change is perceived as being driven solely by financial considerations.
“You need to work around different stakeholders and adjust your language to who you’re speaking to. Make them understand that you are here for them to make their life easier and better for clinicians and patients.” Linda emphasised. Focusing on all the benefits, which in turn saves money, is crucial.
Language can be one of the hardest parts of working in the NHS, according to Linda. Each Trust has different ways of working, and she often has to satisfy the language across four very different trusts with different cultures and focusses as her role supports programmes running across the North West London Acute Provider Collaborative. “It’s all about how you portray your message,” she concluded. Navigating through who’s who and understanding how to work effectively is also challenging.
Linda mentioned the difficulty of being in a room full of men and trying to get them engaged and listening to her. “Are you seen as a professional or a mother?” she pondered. She notes that there are times where men will only listen to other men, but Linda believes this will change over time. “I don’t think they realise it, but maybe it’s a comfort thing!” she added.
She doesn’t necessarily see this as purely a gender issue, but more about who you know and respect. “The more you can call out things you aren’t comfortable with in a respectful yet serious way, the more inclined they are to change their behaviours and notice,” she advised.
However, Linda acknowledged that strong women can sometimes be seen as a threat, with their emotions or assertiveness dismissed as hormonal. Women face a delicate balance of upholding high standards while keeping certain egos in check. What’s crucial, Linda said, is to focus on the main driver and remember that everyone is there to deliver the best patient care, and supporting each other is key.
We agreed that it’s important to articulate your thoughts clearly while maintaining respect. “You need strong women who support other women rather than blame them to get into the circle with the men,” Linda said. “Don’t just feed the male beast; find ways to collaborate with a various number of people on different projects.”
When asked about her hopes for the next generation of leaders in digital health, Linda expressed her desire to see more women stepping into these roles and encouraging young women to seize opportunities. She ensures her team has access to development opportunities, regardless of gender, and advocates for collaborative and positive growth.
Linda has reached a position she never imagined possible and feels a responsibility to pave the way for the next generation. She hosts open-door sessions where team members can discuss anything—home, work, ideas—and she actively brings people from other teams into digital roles if they show interest, allowing them to grow and advance their careers.
Linda shared stories of team members who, with her encouragement, have climbed the ranks to managerial positions. “They are like flowers; you just have to make sure they’re in the right soil, to see them flourish” she said with a smile. It’s particularly special, she noted, when you see this with women working together. We discussed the societal misconception that women are always in competition with each other. In reality, proving that you can do the work is challenging enough—why compete when you can support one another? “We are all in this together,” she said.
I complimented Linda on her beautifully articulated thoughts. Her final advice: “Don’t give up, and don’t take things personally, even if it feels personal at times. Just keep focusing on yourself and your growth.”
The NHS’s chief information officers derive much satisfaction from their work – but do we have what it takes to hold on to them, asks Tom Hodges.
Against a backdrop of constant advances in technology which transform the way we live our lives, the NHS appears to have been struggling to match the pace. However the NHS is now emerging from the shadow of the National Programme for IT (NPfIT) and embarking upon its own technology transformation and information revolution, the impact of which is being felt hard by chief information officers (CIOs) who are having to adapt and change.
The journey so far
A great deal has changed in the last decade and although the potential for technology and health informatics to improve patient care is well understood, there have been varying levels of competence and of investment. There has also been a shift away from what remains of NPfIT – almost all of the contracts will have been exited by the middle of this year. This means good CIOs have recognised they can once again be transformational engineers, rather than implementers of systems.
There is wide recognition of their importance in elevating the use of technology and informatics beyond just a supportive function
Despite the willingness to change, it is widely acknowledged that the NHS is still lagging when it comes to making the most of data and healthcare intelligence. There is a growing demand for CIOs to work together and learn from each other in order to catch up and push the NHS to the forefront of informatics.
Transforming methods
To help us understand what CIOs need to meet these challenges, we are publishing the latest report in our Insight for NHS Leaders series titled What makes a top CIO? Our report, based on over 30 in-depth interviews with CIOs, unpicks what has been crucial to the success of those who have been leading the way in this field, how the role has developed and what we need to nurture a new generation of leaders.
One of the report’s key findings is how varied the route to CIO has become. We examine some of the motivations to becoming a CIO and what factors keep them in their jobs. There is wide recognition of their importance in elevating the use of technology and informatics beyond just a supportive function and becoming an enabler for change.
Our report also explores how CIOs are represented at board level and the increasing professionalisation of health informatics, by examining the perspectives of those CIOs who have been the driving force for improvements in their organisations at a local and national level.
One of the report’s key findings is how varied the route to CIO has become.
Despite the day-to-day frustrations we found an overwhelming sense of satisfaction which comes from being at the frontline and making transformational improvements in patient care. The question is whether this sense of achievement will be enough to encourage the next generation of NHS CIOs or will the contrasting financial rewards for the same skills in the commercial sector leave the NHS falling short when top CIOs are needed most.
Your can read our full report What makes a top CIO? by clicking here.
On Thursday 20th June 2024 our Hunter Healthcare Life Sciences team had the privilege of collaborating with DeciBio on a networking event, held at our Hunter Healthcare London headquarters. DeciBio serves clients across the precision medicine industry, providing strategic consulting services as well as market intelligence.
The networking event, aptly titled ‘Iterating vs. Innovating: Assessing the Diagnostic Landscape in Today’s Market’, explored a range of topics relating to current trends in the industry.
We began with the team from DeciBio diving into a discussion around precision medicine, with particular focus on market assessment opportunities and external applications. Our panel of experts, consisting of Michael Egholm of Standard BioTools, Sean Kendall of ARCH Venture Partners and Maximilian Schmid of Dr. Maximilian Schmid Consulting, then shared their insights and led a thought-provoking discussion around innovation vs. Iteration in the European and US markets. Our Hunter Healthcare Life Sciences team, spearheaded by Cath Rock, then explored the power of people and the impact of cultural awareness.
We thoroughly enjoyed hosting such an engaging and thought-provoking event, and extend our thanks to the team at DeciBio for joining us. We look forward to our next opportunity to come together to share opinions and explore industry trends.
Photos & video credit to Danny Jeffs at Master Productions.
Website: https://www.masterproductions.co.uk/
LinkedIn: www.linkedin.com/company/69885073/
Hunter Healthcare is committed to equality, diversity and inclusion across the healthcare sector. As part of that commitment, we are working with the Jabali Men’s Network to identify and promote opportunities for senior male healthcare professionals in the NHS. This is transformational allyship in action.
The Jabali Network is a network of senior male nurses from African, Asian and Caribbean backgrounds. The network supports each other to develop and to inspire future generations.
Allyship
Allyship stands on four pillars: listening, learning, speaking up, and taking action. Allies listen, empathise, educate themselves, speak against discrimination, and actively uplift ethnic minorities. By engaging in allyship, we create a more equitable workplace, where everyone can succeed. Let’s stand together, fostering a culture of allyship that empowers all individuals… that’s the magic!
Senior healthcare staff from the ‘global majority’ are underrepresented in senior leadership positions within the NHS. The percentage of individuals from ethnic backgrounds in very senior managerial roles has been significantly lower than their representation in the overall workforce. This is why we value the support from committed allies to challenge this paradigm because ultimately this affects all.
Ambitious
Jabali members are high achievers with a drive to succeed. We do this with meticulous intent and dedication to our profession and organisation. Doing things well is in Jabali’s DNA. We take accountability for seeing our work through and delivering on our commitments.
Brotherhood
The Jabali brotherhood embodies deep mutual respect and support, creating a strong, enduring bond that goes beyond friendship. It unites us in our shared experiences and challenges, fostering solidarity and collective well-being.
This brotherhood enriches our community, encouraging us to lead with compassion and empower each other. It stands as a testament to unity, proving that together, we are more resilient. Chosen with purpose, our brotherhood is a journey of cooperation and love, building a legacy of hope for the future. Jabali’s brotherhood transforms us, ensuring everyone is valued and empowered to thrive.
Advocacy
With a collective voice, Jabali Men’s Network actively advocates for the interests and needs of its members within the healthcare sector. This includes addressing issues of inequality, promoting diversity in leadership roles, and working towards systemic change in healthcare institutions, particularly in areas where members of the global majority are underrepresented.
Leadership
We are obsessed with uplifting each other whilst inspiring the future generations. We focus on retaining talent. Diverse leadership teams are shown to be more innovative and effective in problem-solving, ultimately leading to improved patient outcomes.
Read more:
Transformational Allyship in Action – Hunter Healthcare – Jabali Men’s Network
As the Teams call begins, Jo’s unmistakably cheerful face lights up the screen, her hair displaying a vibrant array of pinks freshly dyed in three distinct shades. Melina, my colleague, joins in from our New York office, excitedly talking about her upcoming sunny trip in Miami. We catch up on recent holidays and life updates, before proceeding into the call.
Jo has been a familiar face to Hunter’s network for years. I was actually lucky enough to build on our relationship after securing her a role as an Interim CIO Consultant at University Hospitals Sussex NHS Foundation Trust back in the summer of 2023. Naturally, I knew I was always going to tell Jo about launching my own little series of write ups aimed at empowering the next generation of Digital Tech, and I was thrilled by her response. Jo was delighted to share her experiences and to provide what I knew would be an insightful and inspiring perspective on her journey.
We speak about her notable career and journey into the digital health industry, exploring her early days as a programmer in a pharmaceutical company (Roche Products Limited) up through the ranks of project management and numerous interim CIO positions, now landing her current role as Interim Chief Digital Officer at Royal Free London NHS Foundation Trust, a testament to her dedication in the field.
What was the pivotal moment for Jo when transitioning into leadership roles?
It was her first CIO position in the NHS – Royal Brompton & Harefield NHS Foundation Trust (RBHT).
“Roche gave me an amazing career and exposure to what good looks like both in people and processes as well as technology, which I was able to bring into the NHS. RBHT was very clear about their ambitions and wanted to be quite brave, so they chose to have a CIO that had not worked in the NHS as they wanted best practice and new ways of working that outside experience could bring.”
Like many aspects in life, Jo admitted that, at the time, she didn’t realise how ”easy” RBHT made it for her, in terms of enabling her to drive the changes needed. When she started in the role, it was a time when funding was not as constrained and she was given the authority and autonomy to do what was necessary. The combination of all of these factors gave her a strong sense of fulfilment and enjoyment in her work.
“It was easily the best job I’ve ever had and I am very grateful to both Roche and RBHT for giving me that experience and confidence.”
As our conversation unfolded, Melina inquired, “was technology always your primary focus?”
Jo chuckled as she reflected upon her unconventional path, admitting that she left school at 16, driven by the arrogance of typical youth. It was clear that she was eager to enter the workforce and earn money, so much so that she bypassed the traditional route of university, “much to my mother’s horror!”– initially having roles in Banking, HR and Sales Marketing. She found herself changing positions every three years, mainly as the novelty had worn off.
It was during this journey that she stumbled upon digital and IT. She was encouraged by others to talk to the IT Director at Roche, and undertook aptitude tests which lead to her journey into the world of technology.
“It was then I knew that this was the world for me. It was amazing. I am passionate about digital – it’s so broad and deep in terms of the roles available – from being a real techy and working at the computer to delivery projects and programmes and talking to people about their requirements as well as working with stakeholders on digital strategy. To me, I don’t know why everyone doesn’t want to work in digital!”
Melina emphasised that within healthcare, technology is something that will never really go away – it’s always evolving.
Jo wholeheartedly agreed, highlighting the nature of digital integration across all sectors. “Absolutely, the world runs on digital, and continues to do so. With health, we all relate to it, we’ve experienced it first hand through ourselves and our family and friends and we can make a real difference. There really isn’t a better cause.”
Delving deeper into Jo’s journey, I asked about the particular challenges she’s encountered as a woman.
She was candid and honest with me, “I went into the NHS in my forties, so I’d already developed a fair degree of confidence. I would argue that the NHS is one of the most inclusive and diverse environments, public sector bodies are really tasked to be so. I haven’t faced any issues personally – that I’ve noticed. Actually I’ve been impressed by the number of women in leadership roles.”
We also explored the everyday challenges that are encountered like the bureaucracy and financial aspects of working within the NHS. The NHS operates under a complex system of processes that are all in place to safeguard themselves against risks which can make acquiring resources and managing finances particularly challenging “you just have to accept that procurement and HR may take longer than in a commercial organisation, but processes differ in each Trust”.
We asked if there was a particularly impactful project or achievement that she was proud of. In short, Jo expressed it was the transformation of digital at RBHT. She had heard about the challenges in the public sector but was determined to be a part of transforming their digital and IT.
“I had the autonomy to define a strategy and describe a roadmap. I did that personally, I didn’t pay people to do it for me. I got it approved and had 3rd party validation that it was fit for purpose.” She achieved one of the highest levels of funding through NHSE and Safer Hospitals Safer Wards scheme, which was, in part down to how she managed the process and the support from the execs. They restructured the team, replaced networks and systems, they changed everything. The transformation of digital was what she was proud of. She loved the job, but it came to a natural end after five years and she was appointed as the CIO for Sidra in Qatar.
I remembered Jo’s involvement with numerous organisations worldwide – from the Japanese and Arabs to the Americans. I couldn’t help but pick her brains on how she navigated around different cultures when approaching a new role.
As she explained herself, I came to learn how and what makes Jo tick, “I love understanding what makes people behave and act. I like to try and work out how to get the best of that rather than clash with it. I love culture, I love style. The pharmaceutical organisations, and also Sidra invested in cultural and social awareness programmes, along with an understanding of social styles. In Japan, the US and the Middle East, it was important to have that sort of training because the workforce was widely diverse. I’m very lucky that in my career, I’ve had a lot of development to help me understand more about me, how I operate and how to work with others and try to and adapt.”
So, how does Jo maintain a work life balance in such demanding programmes?
“Very badly,” she jokes. One of the reasons she came back from the Middle East was to work with a more portfolio type approach. It gives her a degree of flexibility. “I will make sure to deliver, I’ll still do emails and admin at weird times of the day and night, but I sometimes find it easier to switch off as an interim – as long as I know I can deliver”
We debate around the perks of interim contracts and the blend of commitment and flexibility. You are fully committed to an organisation for the duration of your time there, and you take pride in the achievements you deliver. However, unlike permanent roles, there is more freedom to pursue your own career ambitions as you’re not necessarily tied to the organisation in the long term. Arguably, there is less pressure to develop deep personal connections or feel the need to advance your career specifically within that organisation. You can focus on specific responsibilities without the added weight of pleasing social networks and trying to be everyone’s best friend so you’re able to direct your energy towards achieving key results than navigate around complex interpersonal dynamics.
“What’s your biggest tip?”
“My biggest tip? Again, this is quite hard to answer as everyone is different and the roles are so diverse. I think, really recognising and understanding how to play to your strengths. What do you enjoy the most?” She expresses that digital will always have a role that maps to your strengths, so it is important to look for it. It’s key to recognise that the breadth of digital is more than just buying technology, hardware or software, it presents opportunities for stakeholder management or business relationship management. In short, the breadth of digital extends beyond those technical aspects, so you have to encompass your skills and strategies for your own success. “These are different skills and strategies that are all really important. You need to understand your organisation’s purpose, it’s goals and objectives. Making sure that you rely on digital to help the organisation deliver those things. To me, that is the most important and exciting part of the job.”
“I guess it’s not really a tip, but a reminder to focus on what you’re good at. Don’t do it because it pays you a lot of money. If you do something and you enjoy it, you will be successful. If you’re trying to make yourself do something because you think it’s a route to earning money and a good career – you won’t, necessarily.”
Jo enthusiastically gives us more words of advice, recounting her early experiences as a Programmer. She vividly recalls the excitement of understanding a business problem and being trusted with designing the solution to it herself. “I’d be sitting up in bed at midnight with my pencil and paper to figure it all out”, she recollects with a chuckle. “I was one of those ‘sad’ kids that went home and did maths homework for fun. I like solving problems!” her laughter rings out, an indication to the joy she found in her work, even from the earliest days of her career.
Throughout our conversation, Melina and I have explored Jo’s admirable qualities, as well as her relentless drive. With a shared sense of anticipation, we were keen to discover if Jo had any particular people she looked up to. Who were her aspirations in life?
And of course the answer, which I can say is a recurring theme throughout all my discussions so far, is the invaluable network of people you trust and can talk to. They are the ones who help inspire us on our journey.
“There were two amazing female executive partners in Gartner, who ran a women’s network where I met all sorts of fantastic women CIOs. I wouldn’t say any one of them stood out as the one I aspired to be, but more of that group of people that I regularly met with. There were people in my industry, outside of my industry – and that network of people gave me inspiration,” she smiles as Melina replies “it’s hard not to feel inspired when you’re around those sorts of women.”
Jo points out that the network of women is an answer linked to one of the questions I sent prior to our interview – ‘As a woman in a leadership role within the industry, what strategies do you employ to empower and support other women in the field?’ she highlights the significance of actively watching out for your team and choosing to bring them into different events outside of your 9-5, linking them in with your network and pushing for opportunities of growth and visibility. It’s a strategic move. “It’s how you evolve your career. You need to get exposed to other people and understand what’s going on out outside of your world”
We continue to speak about the changes Jo has seen in her journey, the ways of working and general behaviours throughout the years. Melina and I are completely captivated. As she continues to fill us in on little snapshots of her life, our jaws have dropped, and Jo laughs out loud at our reaction, explaining that we’ve barely scratched the surface ourselves. With a warmth in her voice, Jo reflects on our talk today, and confesses “But all of that, all the experiences an individual goes through life, to some degree, it does shape you. I’ve always believed the best in everybody, I’m a glass very full kind of person”.
It’s clear that her spirit and positivity is illuminated in her success.
“I believe very strongly that we, and only we, are responsible for our destiny. Our careers. Life throws curveballs, the only thing you can control is how you deal with it. No one is in charge of your career except you.”
I had the pleasure of speaking with Francesca Owen, a visionary leader in this field. With extensive experience, Francesca has played pivotal roles, currently serving as Programme Director at Surrey and Borders Partnership NHS Foundation Trust. Her strategic vision and unwavering dedication have reshaped healthcare delivery, firmly establishing her as a leader in the industry. As we celebrate International Women’s Day, let’s take a moment to acknowledge Francesca’s outstanding contributions and her commitment to empowering women in the industry.
Reflecting on the theme of International Women’s Day, Francesca emphasised the importance of inspiring inclusion in the digital workplace, encouraging individuals to share their stories, strengths and weaknesses to empower others.
“The importance of inclusion of all women and men in the digital workplace. Setting your story and showing your reality for other women, not to be perfect, because none of us are. Share your strengths and weaknesses, so others can learn with you on that journey of creating digital health transformation and enabling the change for the people who use our services”
Her journey in digital health began unexpectedly, starting as a temp in the NHS, falling into the digital role, before eventually taking on leadership roles. Francesca highlighted pivotal moments that propelled her into leadership roles, including being recommended for a senior role after maternity leave. She acknowledged her growth in speaking up and overcoming barriers, emphasising the importance of ongoing support networks and learning to invest in herself.
“Time and job roles will evolve as technology moves forward, there’ll be other opportunities – look for them, investigate them and seize them.”
“Make sure you know the value that you bring to the table, you bring a valuable perspective and don’t undervalue yourself.”
Francesca credited female leaders like Eileen Jessop, a previous CIO she worked with at the Christie NHS Foundation Trust for inspiring her career journey and emphasised the importance of cultivating self-belief and authenticity in leadership.
“We continue to support each other, and we’ve got that community. I would say that of course there are pivotal moments, but it’s that ongoing network and support that will also support you. Tell the people that you admire what they did is as important to you as it is to them too.”
“Keep pushing yourself in steps. Keep learning. Lots of people are experiencing the same as you and again, we’re not going to be perfect. It’s a learning experience. Remember it’s your journey and try to keep that growth mindset.”
Looking ahead, Francesca expressed hope for future female leaders in healthcare, advocating for teamwork, self-belief, and true representation. She encouraged women to assert their authority and prioritise work-life balance.
“Give yourself the time and space to decide which areas you are going to be able to do well in, and what you need to let go”
“I think it’s really important tonsure that when women and men work as teams together, all voices are heard. I would encourage people to assume you have the power. Don’t let the power be taken from you. Assume that authority, in your own way.”
In terms of amplifying the voices of underrepresented women, Francesca emphasised the importance of being genuine, fostering wellbeing, and providing space for all viewpoints, women and men, to be heard.
“Be myself and be genuine in what I do – good, or not so good. Show my learning to encourage them to do the same. It’s about wellbeing and bringing teams together.”
“Make sure that all viewpoints are heard, encourage people to influence, and have that ownership. It’s about that power, but recognising different people’s circumstances at different times – women and men. Providing the space for women and men to share and understand what’s going on in their lives and supporting each other. I think understanding people’s perspectives at any given time is excellent for how we work as a team as you get the best from people.”
Francesca highlighted the significance of communication, listening, and supporting each other in achieving common goals within healthcare and beyond.