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A hybrid leader shaped by disruption

Jo’s route into digital leadership wasn’t mapped out for her. She built it herself. Originally trained as an occupational therapist over 20 years ago, she quickly realised that structured leadership pathways weren’t as clearly defined for therapists as they were for doctors or nurses. Rather than wait for that opportunity, she created her own path.

Midway through her career, she stepped into operational leadership roles, mobilising brand-new primary care and children’s mental health services and working closely with GPs. It was there she became a “hybrid leader” who is equally comfortable in clinical and operational spaces.

Now, as Chief Clinical Information Officer at Sussex Partnership NHS Foundation Trust, she is leading digital transformation across one of the country’s largest specialist mental health and learning disability services – ensuring technology improves safety, access and patient experience at scale.

Digital emerged naturally from that intersection. “Being disruptive but in a positive way – for your own profession really matters,” she says. “Digital fits perfectly if you want to shift the dial.”

When technology became unavoidable

Jo can remember a time before email and electronic patient records – but only just. Over the course of her career, technology has steadily reshaped clinical practice. “There hasn’t been a point where clinical work hasn’t been impacted by technology,” she reflects. “Now we’re talking about AI but it’s just the next evolution.”

Her interest in digital wasn’t about gadgets or systems. It was about patients. Working in mental health, she became increasingly aware of the hidden burden placed on people navigating complex pathways – missed calls, repeated assessments, long waits, retelling traumatic stories again and again.

“Patient journeys in mental health are already hard enough,” she says. “The repetition, the anxiety, the feeling you’re having to pitch for treatment- we shouldn’t be making that harder.”

That frustration became fuel.

A strategic decision to level up mental health

The real turning point came when Jo realised she had a choice: continue leading services that included digital transformation, or step fully into strategic digital leadership and advocate for mental health at a system level.

Working across primary care and mental health made something clear to her: parity wasn’t there. Not in funding, and not in technology.

“If mental health wants to level up, we have to stop feeling ‘less than’ and stand up for ourselves,” she says. “If I wanted to be part of that movement, I needed to move into a more strategic role.”

As CCIO at Sussex Partnership NHS Foundation Trust, she now advocates consistently for mental health representation in digital conversations – both within the Trust and across the wider Sussex system. “If we can spend 55 minutes talking about cardiac pathways, we can spend time talking about mental health pathways too.”

Pandemic shifts and digital reality

Like many digital leaders, Jo saw attitudes transform almost overnight during COVID. Video consultations, once resisted, suddenly became essential. Her organisation went from significant pushback to being one of the highest users nationally.
“It wasn’t the patients who were the barrier,” she says. “It was us.”

The shift changed her own clinical practice too. Delivering therapy virtually required new skills, new risk management thinking and new awareness. “When you’re in a therapy room, it’s controlled. Online, it’s a completely different dynamic.”

COVID didn’t just accelerate adoption, it forced cultural change.

Where digital can make the greatest impact in mental health

For Jo, digital in mental health must go beyond digitising notes. Integrated records across A&E, community and mental health settings have transformed safety. Electronic prescribing across inpatient and community settings could further simplify journeys and reduce risk.

She is particularly excited by AI-supported decision tools, digital talking therapies and ambient voice technologies, but always with safeguards.
“Clinical judgement can’t be replaced,” she says. “Technology should support decisions, not make them for us.”

She also sees huge potential in virtual wards and remote monitoring, particularly for people with learning disabilities, where life expectancy remains significantly lower than it should be. “If we can monitor whole health properly, we change outcomes.”

Innovation with a safety lens

Mental health digital transformation carries unique risks, from safeguarding to bias in AI systems trained on smaller or more complex datasets.

“There’s a real danger of more complicated groups being excluded from innovation,” Jo warns. “We shouldn’t be the last conversation in the room.”

Her approach is embedding clinical safety teams from procurement through to deployment, ensuring innovation is matched with governance. “You can’t bolt safety on at the end,” she says. “It has to be there from the start.”

Selling strategy to the frontline

One of Jo’s most honest reflections is about introducing well-intentioned digital ideas to frontline teams who didn’t ask for them.

“We’ve all done it,” she admits. “Taken something that’s a good idea on paper and tried to ‘sell’ it to a service.”

She believes the basics are often missed; process mapping, change management, giving teams space to adapt. Mental health teams, she notes, are creative and will build workarounds if something doesn’t fit.

“If you get it wrong, they’ll find another way. So better to intentionally disrupt together than impose something.”

Small projects, big impact

While she has led major programmes, one of Jo’s most rewarding projects was a smaller one: digitising a group intervention platform. Developed collaboratively with clinicians and digital teams, it aligned perfectly with organisational values and demonstrated what happens when the right ingredients come together.

“It flowed because we didn’t try to cut corners,” she says. “It showed me that innovation doesn’t have to be huge to be transformational.”

Courage, authenticity and allies

For clinicians – particularly women – considering digital leadership, Jo’s advice is clear: build allies, take opportunities and ask questions.
“No one is going to stop you asking a question in a room. Ask it.”

She openly acknowledges experiencing assumptions linked to gender, age and seniority. “You know when you’re being underestimated, so call it out.”

Over time, she has become more unapologetically herself. “I’m far more authentic now. I don’t need to be more corporate and I don’t need to be less quirky.”

Inspired by community

Jo draws strength from the people around her. From current CEOs to clinical leaders like Jade Padmore, Uzman Niazi, Paul Colbran and Colin Hicks, to national voices such as Ayesha Rahim, she’s built a network that both challenges and champions her. She also credits peer communities – including the Shuri Network and the national CCIO mental health network – as spaces where ideas are sharpened and support is real.

An early chapter of her career in New Zealand also shaped her perspective. “They were ahead in some areas,” she reflects. “Coming back to the UK made me realise what was possible.”

For Jo, inspiration isn’t about hierarchy, it’s about community. “You need advocates, supporters and contacts,” she says. “Digital leadership isn’t a solo sport.”

Learning the system from the ward floor

Maria’s understanding of digital didn’t start with technology – it started on the ward. After qualifying in 1993 and beginning her career at Royal Surrey, she expected to work in paediatrics, but a medical ward placement changed her trajectory. The reality of frontline care and the way systems either support or hinder it, made a lasting impression.

As she moved through cardiac, medical and surgical roles at Royal Surrey and Kingston Hospital, and later into outpatients, she began to see patient journeys end to end. That exposure laid the groundwork for a career focused on making systems work better for the people using them.

Seeing the gaps – and stepping into them

While working in outpatients, Maria became acutely aware of the gap between clinical advice and the services available to support patients. Long before national stop-smoking initiatives existed, doctors were advising patients to quit without clear pathways to help them do so. Rather than accept that, Maria took action, explaining that “if the process isn’t working, the technology – or the policy – won’t fix it.”

She went on to lead stop-smoking and alcohol harm-reduction services across several organisations, including more than a decade at St George’s Hospital as a Clinical Nurse Specialist. Alongside service leadership, she developed and delivered training programmes, building a strong foundation in education, change and system thinking.

An accidental route into digital

Maria’s move into digital was not a deliberate career choice. While working as a clinical lead at Royal Surrey, she led the upgrade of their electronic observations system and was asked to sit within the IT team as a nurse. That experience proved pivotal. She quickly recognised that what appeared to IT as a small system issue could have serious implications on the ward. As she explains, “when someone is locked out of a system, that’s not an inconvenience – it’s a patient-safety issue.”

Naturally, Maria became the bridge between clinical teams and digital colleagues, translating real-world workflows into digital language and vice versa.

Leadership forged under pressure

In 2017, Maria informally moved into clinical informatics, supporting implementations including BadgerNet and community systems. She later became Chief Nursing Information Officer as Royal Surrey embarked on its EPR programme – signing the contract the day before the first COVID lockdown was announced.

Delivering a greenfield EPR during a pandemic was intense and unforgiving. Reflecting on that period, she says “there aren’t many CNIOs who’ve implemented an EPR twice – doing it during COVID was something else.” The experience reinforced the importance of strong clinical leadership at the heart of digital transformation.

Trust is built on presence

Following EPR go-live, Maria spent over a year on the ground listening to staff, resolving issues and rebuilding confidence in the system. Her visible, hands-on approach earned her Royal Surrey’s Corporate Services Champion Star of the Year award. For Maria, leadership is about proximity, not hierarchy. “My team is everything,” she says. “Because of them, we can make meaningful change.”

Today, her focus is on optimisation, interoperability and ensuring digital solutions genuinely support nursing and midwifery practice.

Digital is about people, not platforms

Maria is clear that digital success is never about technology alone. It is about people, processes and culture. She is passionate about face-to-face engagement and designing systems that reflect real clinical workflows rather than digitised paper. As she puts it, “we don’t need paper processes made digital – we need digital processes designed properly.”

Her teams spend significant time in clinical areas, working alongside staff to understand pressures, interruptions and patient needs.

Learning from those who lead well

Throughout her career, Maria has been inspired by leaders who combine compassion with clarity. She credits her former Chief Nurse, Jo Mountjoy as a role model for patient-first leadership and attention to detail, and speaks highly of working closely with her CCIO, Andrew Carne, and Chief Nursing Officer,. Beyond work, she also credits her husband, Doug Morris, for his constant encouragement and support.

Confidence, voice and representation

Maria’s experience in digital leadership has been shaped by strong female representation at senior level within Royal Surrey. While she hasn’t faced overt barriers, she acknowledges that confidence is key. Early in her digital career, she was more hesitant to speak up. Now, she is clear that “if you don’t understand something, you can’t make the best decision.”

She is passionate about promoting women across nursing, midwifery and allied health professions into digital roles, and about creating visible pathways into leadership.

Looking ahead

For Maria, the future of nursing informatics lies in reducing documentation burden, improving interoperability and capturing information once – then using it well. She is excited by the potential of AI, ambient voice technology, virtual wards and remote monitoring, while remaining clear that clinical judgement must always come first.

A final word to nurses curious about digital

Maria encourages nurses interested in digital to shadow informatics teams, get involved as digital champions and trust the value of their clinical experience. “Your clinical knowledge is your superpower in digital,” she says.

A Name That Carries Weight

There are some names in NHS digital whose reputation really speaks for itself, and Beverley Bryant is definitely one of them. Long before many of today’s programmes, platforms and national strategies existed, she was already helping to shape how NHS digital would evolve. So when I met with her, I fully expected authority, experience and an encyclopaedic understanding of the industry. What I didn’t quite anticipate was how openly she would speak about doubt, confidence, loyalty and the very human reality of leading change at scale.

From the outset, it was clear that Beverley doesn’t see digital as a destination in itself. For her, it has always been about journey, context and purpose. Technology is the enabler, not the point. The real work sits in culture, trust and in bringing people with you through transformation.

An Unconventional Beginning

Before entering the world of IT, Beverley was immersed in languages, studying Japanese and working as an interpreter in the early 1990s. Although she accomplished what she set out to do, she found that achievement alone wasn’t fulfilling. Beverley quickly realised that the destination mattered less to her than the journey. She has described feeling like a “machine” – technically capable, but not truly heard.

That restlessness led her into a graduate consulting scheme across in IT development, and it was there that the logic of technology, problem-solving and transformation really clicked. Consulting gave her pace, variety and exposure to emerging tech, but more importantly, it gave her a voice. It was the start of a lifelong relationship with digital, even though healthcare was not yet in the picture.

Finding Purpose in the NHS

Health came later, but when it did, it stayed. After a decade in consultancy, Beverley worked deliberately to move into the NHS, initially driven by a desire to be closer to family in Leeds, but quickly captivated by the values and complexity of healthcare.

Her first major NHS project opened her eyes to the scale, the pressure and the moral purpose of the system. Delivery never really ends, decisions matter and technology has real consequences for patients and staff. Around 2003, she realised this wasn’t just another sector. This was where she wanted to build her career.

Behind the Scenes of Government

Her move to the Department of Health marked her first CIO role. It was here that she became immersed in the “machinery of government”, gaining first-hand insight into how policy, funding, technology and frontline services connect. Working on national platforms such as NHS Choices gave her a panoramic view of what it truly takes to deliver digital at scale.

But she was also clear that policy and central IT were only part of the story. To be a credible digital leader, she wanted to understand the frontline. She deliberately took on operational and non-IT roles to immerse herself in how hospitals really function, how clinicians work and how pressure feels on the ground. Context, not just command, has always mattered to her.

From Driving Change to Orchestrating It

One of the most striking parts of our conversation was how openly Beverley reflected on the evolution of her leadership style. Early on, she described herself as direct, passionate and very much leading from the front. In a system as federated as the NHS, she found that technology was often treated as “an IT project”, something to be handed over rather than owned by clinical and operational leaders.

Over time, particularly through roles at organisations such as Guy’s and St Thomas’ and programmes like the Apollo EPR, she learned that sustainable change doesn’t always come from being the loudest voice in the room. It comes from creating the conditions for others to lead. She moved from driving to orchestrating, from pushing at the front to pulling strings from behind, ensuring clinical and operational teams truly owned transformation.

Transformation, Not Just Technology

Beverley is uncompromising on one point: digital transformation is never just about digital. She smiled when we talked about how often technology is treated as something that can simply be “switched on”. Her phrase was that people think it’s “magic, not electric”.

Systems get bought, programmes get announced, but the harder work of changing behaviours, redesigning processes and building capability is underestimated time and time again. This is why she insists on end-to-end ownership and genuine partnership between digital, clinical and operational teams. It’s also why she has little time for optionality – if a new way of working is safer and better, it has to be the way of working.

Her pragmatism came through just as strongly when we spoke about AI. She sees the potential, especially in automation and workforce processes, but is cautious of hype. “Healthcare cannot afford to chase trends without clear lines of sight to safety, governance and real value”.

The Power of Sponsorship and Loyalty

What came through just as strongly as Beverley’s strategic authority was the respect she has for people. She told me about an early Chief Executive who once gave her a handwritten Christmas card and a bottle of champagne simply to say thank you. It was the first time she had truly felt valued, and it stayed with her.

Today, she leads in the same way – through personal notes, time, sponsorship and a genuine interest in others’ growth. She believes loyalty is earned through trust and recognition, not demanded by hierarchy. It was clear how much pride she takes in the teams she has built and the women she now supports into senior leadership.

Confidence, Scars and Knowing When to Walk Away

Beverley was equally open about the harder chapters. We talked about environments that didn’t feel fair, about situations that took an emotional toll and about the decision to walk away when something could no longer be fixed.

Her father’s advice, she told me, was simple: if it isn’t right, then leave. You don’t have to stay and be diminished. She followed that advice, rebuilt her confidence and returned stronger. Those experiences leave scars, but they also bring clarity about what you can control, what you can’t and when it’s time to move on.

Advice to the Next Generation

When I asked what advice she would give to women aspiring to leadership in technology, her answer was immediate: be bold. Put your hand up. Say yes to opportunities. Find sponsors who will back you. Shadow people you admire. Learn how the system really works. And trust your own capability.

She laughed as she told me that early in her career in London, she once tried to adopt a “posh” accent to fit in. It didn’t last. Eventually, she realised the only sustainable way to lead is to be yourself. Your voice, your background, your way of thinking – that is the value you bring.

Lessons from the Past, Eyes on the Future

Looking back to herself in 2003, stepping into her first senior roles, Beverley spoke candidly about imposter syndrome and about sitting in rooms where everyone seemed more confident, more qualified, more entitled to be there. What she would tell that younger version of herself now is simple: if you know your craft, can explain your thinking and you are prepared to speak up, you belong. You don’t have to know everything. You do have to believe you have a right to be in the room.

Listening to Beverley, I was struck by how her confidence today feels both formidable and hard-won. Built through experience, through setbacks, through learning when to lead from the front and when to enable from behind. She is, without question, one of the architects of modern NHS digital. But I think what defines her most is not just what she’s built, it’s how deliberately human she has remained while building it.

Last week, as part of our annual Hunter Christmas celebrations, our UK team came together for a festive, fast-paced charity challenge aptly titled ‘Sleigh The Stage’. Combining creativity, teamwork, and a healthy dose of Christmas spirit, the event proved a great way for our Hunter family to come together to celebrate the festive season whilst also giving back to our local community.

The challenge began with just 45 minutes on the clock, as teams raced against time to source as many items as possible from ‘Santa’s Wishlist’. Armed with determination (and a few questionable shopping tactics), participants raced out to gather festive treats and thoughtful gifts before returning to the office to transform their finds into beautifully curated Christmas hampers.

Once the hampers were assembled, the competition moved firmly into game-show territory. Each team was tasked with presenting their hamper to their colleagues in the most imaginative way possible. From energetic performances and festive skits to songs and dances, the presentations showcased an impressive range of creativity and collaboration. A winning team was ultimately crowned based on a combination of quality of hamper, performance, and overall teamwork – and perhaps some dubious dance moves.

At the heart of Sleigh The Stage was an incredibly meaningful cause. All completed hampers were donated to Michael Sobell House, part of Harlington Hospice, whose dedicated teams provide comfort and compassionate care to people and their families during some of life’s most challenging moments. We were honoured to be able to support their work, particularly during the busy Christmas period.

Events like this perfectly reflect what the festive season is all about – coming together, giving back, and making a positive impact where it matters most. We are extremely proud of our Hunter crew for their generosity, creativity, and commitment, and grateful to Michael Sobell House for allowing us to support them and the wonderful work they do.

With over three decades in health and care, Ciara Moore has seen the NHS evolve through waves of financial, cultural, and digital transformation. Now running her own consultancy in Cambridge, she advises NHS organisations on optimising their technology to improve staff experience and drive better patient outcomes.

Growing Up with Technology

Ciara grew up “in the NHS,” but her curiosity about technology started early. “I’m Gen X, and I remember when my dad bought our first fax machine, that was the moment I got hooked,” she recalls.

Though now a recognised digital leader, Ciara’s early career started in finance. Her first real encounter with transformation came during an Oracle Financials implementation, where she discovered the power of systems thinking from a user’s perspective.

A small, practical moment stuck with her at Northwick Park Hospital; automating car park cash collection instantly improved staff days. “It was such a small thing, but it made the day easier. Since then, that’s for me the root of digital optimisation.”

Lessons from a Career in NHS Technology

Having led multiple large-scale digital and transformational programmes, Ciara learnt that success isn’t measured by how advanced the technology is, but by how people feel about using it. “You can have the best solution in the world, but if people don’t understand how, it will improve their lives, it won’t stick. Transformation is about culture, trust, and helping people see the benefits for themselves. The ‘what’s in it for me?’”

Meaningful change, she adds, often takes longer than project plans allow. “You need perseverance, patience, and empathy so people can build trust and see how change really affects them. Once adoption becomes second nature and people realise what’s possible, that’s when the real transformation happens.”

Being a Woman in Tech

Ciara credits her early confidence in technology to her education.

“I went to an all-girls school that was really innovative. We were one of the first to get computers. No one ever told us tech wasn’t for us.”

That foundation helped her navigate the early years of a career where digital and data roles were largely male dominated. “I was often the only woman in the room,” she admits. “But that’s changed enormously. Now, I see women leading digital programmes, technical teams, and entire end to end EPR implementations and that’s brilliant to see.”

Projects That Made a Difference

Looking back, Ciara’s proudest achievements are those where technology delivered real human impact. At Addenbrooke’s Hospital, she has watched a decade-long journey of digital transformation unfold. “To look back ten years later and see how their EPR system has matured is amazing,” she says.

She’s also proud of her work across Mid and South Essex during the pandemic, where her programme team supported the rapid deployment of remote monitoring and wearable technology to support patients at home. “It showed what happens when you combine urgency, teamwork, and the right tools. We had the tech in people’s homes within weeks and it made a real difference.”

For Ciara, projects like these reinforce the privilege and responsibility of working in health tech. “You’re not just delivering software or an EPR deployment, you’re shaping how care is delivered. That’s a huge responsibility and an incredible opportunity.”

Bridging the Gap Between Clinicians and Technology

Over the years, Ciara has seen the gap between clinicians and technicians narrow but not disappear. “Technicians are always pushing forward; clinicians are focused on patient safety. Change happens when you can translate between those worlds”

Successful transformation rests on three pillars: technology, people, and process – with people and change management often making the biggest difference. “You need translators, people who can explain what the technicians are trying to achieve in a way clinicians relate to.”

Strong people and change management are essential even on a small scale. “We’re getting better at bringing more clinicians into technology,” she notes. “They’re becoming more curious, more engaged, and that’s a huge step forward.”

The Future of Healthcare Technology

Looking ahead, Ciara is realistic about the pace of digital change within the NHS. “We’ve got a solid ten-year plan, but progress will be slower than we’d like because of financial pressures,” she says. “That said, technology is still the answer to most of our challenges; we just have to keep making the case for investment.”

She sees the biggest gains coming from care-at-home technologies – wearables, sensors, and data platforms supporting independent living. “We have an ageing population and fewer care homes, so the home has to become part of the health system. And it’s a myth that older people can’t use tech… they’re banking online and booking flights like everyone else. The real issue in engaging patients in technology are for people in areas of demographic deprivation.”

Misconceptions and Lessons Learned

Ciara challenges the misconception that implementing an EPR marks the finish line. “By the time your EPR goes live, it’s already old. The real work starts after go-live -optimisation, engagement, and keeping your suppliers engaged. You can’t sit still.”

Her team once captured more than 200 lessons learned from EPR rollouts, with three key themes about culture, communication, and post-implementation support. “That’s where success or failure lives. You’ve got to keep scanning the horizon, there’s always someone doing it faster or differently, so know where you are, what value you bring, and never stop improving.”

If She Could Fix One Thing

She wouldn’t prioritise asking for more funding or newer tools – she’d ask for time. “Clinicians are brilliant, but they don’t have the headspace to step back and rethink how they work,” she says. “If we could give them that time upfront, every digital transformation would land better.”

“Standardising processes before implementation saves months of rework. We need to invest in doing it right and start during the business case phase.”

She also highlights post-go-live challenges, “When your project team moves on, clinicians aren’t necessarily system experts. You almost need a shadow team focused on optimisation and sustainability.” She praises NHS England’s Frontline Digitalisation Change team and their recent work estimating costs for change management teams throughout programme lifecycles – exactly the kind of planning needed more often.

Staying Grounded

Motivation always comes back to one thing: patients.

“Everything we do in digital should come back to improving care. We have all been patients, or we will be. I want the best experience for everyone who comes through the system.”

That shared humanity is what drives her. “We all have this connection with each other in healthcare – our why is always about caring for our people.”

Advice for the Next Generation

Ciara encourages curiosity and collaboration between clinicians, operations and IT teams. “Clinicians and operation leaders should take time to visit IT departments and see what they do. IT teams are great at engaging people these days, but make the first move – just pop in and have a chat.”

For women considering a career in health tech, her message is direct and encouraging: “Go for it. There are less barriers now. Be curious, get out into your services, and understand the roles and problems your teams are trying to solve around you. The NHS needs more women who combine empathy with technical insight.”

Inspiration and Outlook

Ciara credits much of her professional ethos to mentors and colleagues who shaped her approach. From Frances Cousins, Partner at Deloitte and SRO at Addenbrooke’s Hospital – who led the successful Epic programme with incredible leadership – to Charlotte Williams, Deputy CEO at North-West Anglia NHS Foundation Trust, known for her innovation and horizon scanning, and Dr Keith McNeil, CEO at Addenbrooke’s Hospital, who constantly encouraged her by asking, “What’s stopping you?”

“They all taught me something about leadership – to be brave, curious, and unapologetically human,” she says.

After speaking with Ciara, what stayed with me most was her unwavering commitment to keeping people at the heart of everything she does. Her leadership isn’t about following a set path or chasing the latest tech – it’s about using tools wisely, solving real problems, and helping others do the same. Ciara continues to support the next generation of digital leaders through mentoring and webinars, helping younger clinicians build confidence, visibility, and skills in an ever-changing field. With curiosity, persistence, and purpose guiding her, Ciara is shaping healthcare in ways that truly matter, proving that technology can empower people, not replace them.

At Hunter Healthcare, we believe that leadership goes beyond the boardroom. It’s about showing up for the causes that matter and driving impact not only in the sectors we serve but also in the communities we are part of.

Last week, our team put that belief into action by lacing up our walking shoes and collectively coming together to take on a 42km marathon walk on routes across London, Boston and Germany. The aim of our effort was to raise funds and awareness for Spencer Dayman Meningitis Research (SDMR) – a charity with deep personal meaning to us as a business, and one whose mission is changing lives.

Our connection to SDMR comes through our colleague Steve Dayman, whose family has been at the forefront of meningitis awareness and research in the UK for decades. Steve’s father, Spencer, continues to run the charity entirely on a voluntary basis -ensuring every pound raised goes directly to advancing research.
This research is already shaping the future of healthcare, supporting advancements such as:

A five-minute diagnostic test for meningitis and sepsis, being pioneered at the University of Bristol.
Research into a vaccine for invasive Group A Strep, one of the major causes of sepsis and meningitis.

These developments are potential game-changers for patients and families impacted by meningitis and sepsis.

On the day, our London team mapped a route past seven key hospitals in the city, while our Boston and Germany colleagues mirrored the challenge in their locations. It wasn’t always easy – 42km is a long way! But the grit and determination of our team (and yes, quite a few blisters!) reminded that effort, persistence, and the willingness to keep moving forward together is what drives real change.

The result? Over £7,500 raised – more than 150% of our original target – with every penny going directly into research that could one day save lives. We are so incredibly proud of our team for coming together and uniting on a shared goal, and blown away by the generosity of our community. To anyone who has supported us on this journey, we would like to extend our sincere thanks and appreciation.

For us at Hunter Healthcare, this journey is just the beginning. Over the coming months, we’ll continue to support SDMR through fundraising, volunteering, and awareness campaigns. Watch this space!

: Team London

: Team Germany

: Team US

: Team London

: Team US

: Team US

We recently hosted our very first Charity Golf Day here at Hunter Healthcare, proudly organised by our Edify Committee in support of Access Sport – a remarkable charity working to open up community sports opportunities for disadvantaged young people in Bristol.

This wasn’t your average day in the office, nor on the green. Inspired by Hunter Healthcare Relationship Manager Tom Hull’s ongoing work with Access Sport, we gave the day a creative twist: a series of golf-themed challenges where each successful putt earned either a £10 donation to this very worthy cause or a precious five minutes off our Friday finish time. It was the perfect mix of friendly competition and meaningful purpose.

It was great to see the energy from our team throughout the day – whether you were kitted out in full golfing gear, showing off your short game, or simply cheering on your teammates, every single person brought something special to the occasion. Special mention to Mez’s iconic outfit and Izzie’s top-tier golf hat (pictured below) – true testaments to the spirit of the day.

: Mez’s Golf Day Outfit

: Izzie’s Golf Day Hat

Thanks to the enthusiasm and generosity of everyone involved, we were able to raise an amazing £1,000 for Access Sport. This funding will help ensure more young people in Bristol can experience the confidence and connection that comes from being part of a sports community.

Thank you to everyone who took part and supported such a fantastic cause, and here’s hoping for plenty more great days like this!

A Leap into Digital Health

How Did Clare McMillan Make the Leap into Digital Health?

Clare McMillan didn’t take the typical route into digital health, she actually started out in media, holding a range of roles at the BBC. In fact, when I asked her how it all began, she laughed and said it started with a phone call she wasn’t expecting. The shift to healthcare came as a bit of a surprise, sparked by a call from a former colleague who had moved to the NHS and asked if she’d be interested in helping with a six-month review project at Guy’s and St Thomas’ NHS Foundation Trust (GSTT). “I thought, ‘Why not?’” she told me. “It was something completely new.”

What started as a six-month gig quickly turned into something more permanent. She credits her early success to a network of mentors and sponsors who were genuinely invested in her potential. Within a few years, Clare had moved from Head of Service Delivery Transformation to Deputy CIO – a role that reported directly to health tech leader and CIO Beverly Bryant. She called those years a “fiery intro” to the world of digital health, and it’s clear the pace never really slowed.

Reflecting on the shift from media to healthcare, Clare pointed out that the BBC and NHS share some surprising similarities – both are public institutions, both are highly regulated, and both can be resistant to rapid change. But technically? It was a whole new world and the shift was steep. Broadcasting had already gone through digital transformation, while the NHS was still working with legacy systems, it was still catching up. One of her biggest learning curves was around patient data governance and understanding how data is stored, accessed, and used across primary and secondary care.

What Drew Clare to the London Ambulance Service?

After leading several major projects including supporting the implementation of the Epic EPR across GSTT, King’s College Hospital, and Royal Brompton – Clare was approached by the London Ambulance Service (LAS). She wasn’t actively looking for a new role at the time, having just reset the digital strategy at GSTT with a team of over 200 in place.

When I asked her what made the role stand out, she said it was the chance to do something different. LAS is a smaller organisation so the opportunity to join the Trust where she could influence digital strategy at board level, while navigating a totally different operational model, was hard to resist. “It felt like a fresh challenge, not just a new role,” she told me. She now leads a team of around 120 to 130 people, but it was the opportunity to help shape strategy from the top that made it such an exciting move. “It’s a chance to build, to shape, to really have an impact,” she said. And from the energy in her voice, I could tell she means it.

What Makes Digital Leadership in Emergency Care Unique?

Clare told me she quickly realised that LAS operates very differently from acute trusts. LAS isn’t your typical healthcare trust. When she first joined the executive board, she was one of only two women among six men – a ratio that’s now a more balanced five to three. “We’ve made good progress,” she said, and spoke warmly about the team dynamic, describing it as strong and cohesive.

We talked about how ambulance services occupy a unique position in the system – somewhere between healthcare and emergency response. In many ways, they operate more like the police or fire services than a hospital. “We don’t really have ‘patients’ in the usual sense,” Clare explained. “And that difference really shapes the kind of digital approach we need to take.” It’s not just about systems that support continuity of care – it’s about responsiveness, coordination, speed. The kind of digital infrastructure needed here is operational at its core.

How Does Clare See the Future of Digital Health?

As our conversation turned toward the future, Clare didn’t sugarcoat the challenges. While digital health has come a long way, she says, progress still feels slow at times. “There’s a lot of ambition – but not always the structure or funding to match.” She makes a point to stay close to what’s happening in the wider sector, staying current means making time for industry events and connecting with peers.

Right now, data integration and interoperability are top of mind, especially with major EPR rollouts. “We have to ask ourselves: have we genuinely changed the way we work?”

She’s also refreshingly realistic about AI. “AI is just a tool,” she said. “It’s not going to fix broken processes or bad data. All the challenges we faced with EPR will still exist with AI if we don’t get the foundations right.”

Her approach? Start with the problem, not the tech. “Yes, AI and automation are powerful, but they must be applied with purpose.” One hurdle she pointed out is that AI is typically funded through revenue, while NHS innovation funding often comes from capital – which can make pilots difficult to fund and scale. For Clare, successful innovation needs more than ideas – it needs ring-fenced budgets, clear business cases, and time to prove value.

How Does Clare Balance Career and Parenthood?

At one point in our chat, I asked Clare what her proudest milestone was – and without skipping a beat, she said: “Becoming a parent.”

She has six-year-old twins, and while returning to work after maternity leave wasn’t especially hard – she and her partner share parenting duties, so finding a sustainable rhythm that works for both career and family has taken time. “Before kids, I could throw myself entirely into work,” she said. “I still want to do that, but it’s not always realistic.”

She credits long, honest conversations with her partner for helping her find the “middle ground” – being fully present at work without always being switched ‘on’. Clare also praised the NHS for its flexibility, which has helped her build a working pattern that suits family life. She typically works three days in the office and two from home but adapts when needed.

Who Has Inspired Clare Along the Way?

Clare is quick to credit those who’ve helped shape her career. At the BBC, she had a colleague (now a close friend) who showed what it looked like to work with values, not just targets. “He showed me what commitment to improvement really looks like,” Clare said.

At GSTT, she told me that Beverly Bryant’s leadership during the Epic rollout left a strong impression. “Watching her navigate a high-pressure, high-stakes environment with poise and determination taught me a lot about resilient leadership.”

Now, at LAS, she works alongside Daniel Elkeles, the CEO. She described his enthusiasm for collaboration and innovation as “infectious.” You can tell she’s still learning from the people around her and enjoying it.

What Advice Does Clare Have for the Next Generation?

As we wrapped up, I asked Clare what advice she’d to her younger self or to women entering the world of digital health. She didn’t hesitate. “Don’t doubt yourself.”

Though she doesn’t come from a technical background, Clare’s experience in service delivery and programme management has proven to be just as valuable and this is exactly why her perspective matters. “We don’t have nearly enough women in digital leadership roles,” she told me. “And digital health is such a powerful space for women to make an impact – whether through data, innovation, or service redesign.”

She’s also actively involved on developing new talent through the NHS graduate scheme and is passionate about changing the way we talk about digital. For Clare, it’s not just a technical function – it’s a driver of quality and transformation. “Digital health needs diversity of thought,” she told me. “It’s not just servers and firewalls. It’s about improving care, rethinking services, and creating real impact – and that’s exactly why we need more women in digital leadership.”

Walking away from my conversation with Clare, what really stuck with me wasn’t just her impressive CV or how much she’s achieved – it was her clarity, her honesty, and the sense that she’s genuinely in this to make things better. She is proof that you don’t need to follow a traditional path to lead with impact. She’s not here for the buzzwords, she’s here to build things that last. Whether it’s building digital strategies, mentoring new talent, or finding balance at home, Clare’s doing it with purpose and showing others that they can too.

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.

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.”