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.
