19 AUGUST - SEPTEMBER 2025facilitated my involvement in assisting and guiding healthcare sector start-ups, where my role is to support ventures to identify their true value-creation potential, and how they can effectively convert their concept or product directly to improving patient care. Since you focus on innovation, what potential difficulties do you see for start-ups and entrepreneurs in this space?A significant challenge faced by start-ups in the healthcare sector is navigating the intricacies of interacting with the National Health Service (NHS), and being able to effectively demonstrate the value of their product. This issue has arisen because the NHS actually comprises many disconnected individual organisations in the form of, for example, Hospitals, Trusts and Health Boards. Consequently, entrepreneurs often have to engage in multiple discussions regarding the value of their product with a number of different procurement departments, each of which have legacy systems and processes that differ across organisations. These discussions can be difficult. They may result in the need to adapt a product to suit the distinct needs of each organisation, a process and compromise that some founders may be reluctant to undertake despite its importance to maximising the likelihood of their product being adopted.A further issue arises when a start-up's product cannot not be immediately translated into cost savings. Many innovations are geared towards enhancing patient outcomes. However, in a time of critical financial strain on the NHS, a big challenge lies in quantifying the financial value of such outcomes against a backdrop of constrained resources and existing services competing for limited financial resource. How can start-ups mitigate these challenges?Start-ups in the healthcare sector face different challenges to established companies when trying to contract with the NHS, and may find it advantageous to focus initially on the private sector rather than pursuing a direct approach with the NHS. Although counter-intuitive, this strategy involves directly engaging with patients, allowing for exploration and product development in the private sphere, which can serve as a compelling use-case when later approaching the NHS. Attempting to introduce new technologies directly into the NHS without prior implementation at scale can lead to uncertainty for those making decisions on procurement because it is difficult quantify the products value without robust evidence demonstrating improved patient care outcomes. The increasing demand for private healthcare, driven partly by increasing waiting lists, presents a burgeoning market for start-ups. By addressing the needs and preferences of patients in this expanding landscape, entrepreneurs can position their innovations for success and foster positive customer relationships directly with patients. This approach allows start-ups to validate their solutions and provides valuable insights through direct customer feedback. Further, this approach may also help to relieve pressure on NHS services in the event that their product succeeds.With this robust evidence in hand, start-ups can then approach NHS organisations with a compelling value proposition bolstered by a proven track record of successful implementation. By acknowledging the interplay between private healthcare and patient care, start-ups can strategically position themselves for long-term growth and future collaboration with the NHS.What general advice would you give these start-ups?It is crucial to reframe setbacks as opportunities for growth and improvement, rather than dwelling on perceived failure. I know it's not easy, but I'd say always focus on a `win or learn' mindset. Embarking on the journey of developing a start-up is often far more challenging and time-consuming than anticipated, with periods of no movement followed by moving at a frenetic pace. Many individuals who venture into this sphere possess a history of being highly motivated, driven, and dynamic in their personal and professional lives, accustomed to achieving their personal goals through sheer determination. However, the landscape of entrepreneurship introduces a unique dynamic where you may at points need to rely heavily on the collaboration and support of others. Consequently, achieving milestones or timelines solely through accustomed personal willpower may be difficult, which can easily lead to frustration and demotivation.Understanding that their success often depends on numerous external factors and cooperative relationships with other stakeholders is crucial for maintaining realistic growth expectations and being able to adapt to unforeseen challenges. This acceptance fosters resilience, ensuring that setbacks are treated as learning experiences which can ultimately increase their chances of success in the long-term.How can AI be utilised in the context of the challenges you mentioned earlier?The benefit and use of AI lies in accurately defining its purpose, and currently it often seems to be used as a vague catch-all term as the solution for all problems. In healthcare, selling AI as a complete replacement for individuals is premature and unrealistic. Instead, for now and the near future, I believe AI should be viewed as a tool to aid and expedite and support, rather than entirely replace, human decision-making.A significant challenge concerning AI relates to regulation, establishing governance around its use, and ensuring the accuracy and fairness of input data. AI's iterative nature
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