We transform services through our people-centered approach. We have a strong track record of delivering projects, such as electronic patient records, for the NHS.
We deliver transformation projects, helping redefine omnichannel footprint, accelerate technical transformations and optimise costs across the organisation.
We shape, plan, and execute transformation projects, M&A strategies, and cost optimisation initiatives, ensuring a competitive edge in a competitive market.
We transform services through our people-centered approach. We have a strong track record of delivering projects, such as electronic patient records, for the NHS.
We deliver transformation projects, helping redefine omnichannel footprint, accelerate technical transformations and optimise costs across the organisation.
We shape, plan, and execute transformation projects, M&A strategies, and cost optimisation initiatives, ensuring a competitive edge in a competitive market.
The latest industry news, interviews, technologies, and resources.
Blog
Delivering Complex Programmes
In today’s interconnected world, digital transformation and ERPs are not just buzzwords; they are strategic imperatives for organisations across all industries. The rapid pace of technological advancements, like AI, coupled with shifting customer expectations and cost pressures, has elevated digital transformation to the top of the agenda. Despite the widespread adoption of ERP and Enterprise Applications, many organisations still struggle to unlock their full potential, with many transformations documented as failures. At SmartCo, we help organisations navigate the complexities of their ERP journeys and digital transformation initiatives, driving sustainable growth, change, and innovation.
Navigating Uncertainty: Why ERP is Essential for Future-Proofing Organisations
In an era marked by disruption and uncertainty—from Brexit and Covid-19 to the conflicts in Ukraine and the Middle East—adaptability is crucial for organisations. While it’s easy to get swept up in the excitement around Generative AI, ERP and application transformation represents a way to fundamentally shift how businesses operate, engage with customers, and create value. From streamlining operations and optimising processes to enabling new business models and revenue streams, ERP systems like Dynamics 365 and IFS can revolutionise every aspect of an organisation. Realising this potential requires more than just deploying new technologies; it demands a fundamental change in mindset, culture, and organisational behaviour. By proactively embracing change and investing in ERP capabilities and application projects, organisations can position themselves for long-term success and stability, fostering the innovation that they ultimately need to differentiate.
Charting a Course for Success: The Strategic Blueprint for ERP Transformation
A successful ERP transformation initiative begins with a well-defined strategy, plan, and execution roadmap. Crafting a strategic blueprint involves aligning ERP efforts with overarching business goals, identifying key focus areas, and prioritising initiatives based on their potential impact and feasibility. It’s crucial to ensure that the ERP journey aligns with business goals for at least the next five years.
Understanding the current landscape is essential before embarking on the ERP journey. This means conducting a thorough assessment of existing business processes, technology architecture, and organisational structure. Knowing your “as-is” state helps identify gaps, inefficiencies, and areas for improvement. It also ensures that the new systems integrate seamlessly with existing systems and processes, minimising disruptions and maximising value.
Navigating this transformation requires close collaboration between business and technology leaders, alignment and buy-in across the organisation, and a carefully selected suite of external partners to bring in expertise and knowledge. By establishing a clear vision, setting realistic goals, and outlining an execution roadmap, organisations can navigate any transformation, ERP or other, with confidence and purpose.
Leadership, Governance, and Assurance: The Cornerstones of ERP Transformation
Effective leadership, strong governance, control, and project assurance are critical for ERP transformation success. Leaders must champion the agenda, foster a culture of innovation and collaboration, and provide the necessary resources and support for meaningful change. Organisations often lack the capacity to sufficiently resource internal SMEs and project teams. Addressing this early and bringing in relevant expertise to support robust governance structures and accountability mechanisms is essential. A strong project management team with the necessary experience and expertise is crucial to drive ERP initiatives, manage risks, and optimise resource allocation. We increasingly see clients running large application programmes seeking external assurance partners to act as a ‘critical friend’ to the Board. At SmartCo, we work ‘client-side’ using proven methods to assure and monitor project health, ensuring the right skills in the core team and enabling leaders to create an environment conducive to success.
Leveraging Technology: Innovation and Integration
While a successful ERP implementation often represents an opportunity for sticky Business Change, technology also lies at the heart of ERP transformation, serving as a catalyst for other innovation activities (like AI and RPA) and driving efficiency and growth. Organisations must embrace these emerging technologies once the enterprise platforms are stable and operating successfully across all business areas. Dynamics 365 and IFS, with their integrated suite of applications, provide the flexibility and scalability needed to meet these demands. However, successful ERP transformation isn’t just about adopting new technologies; it’s about integrating them seamlessly into existing processes, systems, and workflows and making the change stick!
Sustaining Momentum: The Role of Culture and Change Management
ERP transformation is not a one-time event but an ongoing journey of evolution and adaptation. To sustain momentum and drive long-term success, organisations must embrace a culture of continuous improvement, innovation, and agility using proven change management techniques. This involves fostering an environment where internal stakeholders are regularly engaged to have their ‘WIFM’ (What’s In It For Me) questions answered. By driving these conversations and investing in change management expertise where needed, organisations can ensure ERP transformation initiatives continue to deliver value long after the initial implementation.
Measuring Success: Key Metrics for ERP Transformation
To gauge the effectiveness of ERP transformation efforts, organisations must define clear key performance indicators and project metrics to track progress and measure outcomes. These metrics should align with strategic objectives and reflect the desired outcomes of ERP initiatives. A crucial step at the beginning of any major application-enabled transformation is to baseline the current business state/metrics, including spend, headcount, or process lengths (e.g., month-end close). These metrics can expose some uncomfortable truths but help form the business case for change and investment. Once baselined, these numbers should be regularly reviewed to prove that value is being created. External companies can support this value realisation process, providing tools and templates to aid this effort. Organisations must establish quantifiable targets and benchmarks to assess the impact of ERP transformation on business performance. By regularly monitoring and analysing performance data, the Project Delivery Team can identify improvement areas, course-correct as needed, and drive continuous improvement.
SmartCo Consulting ERP Services System Integrator and Client-Side Assurance Services: Our expertise in system integrator assurance and client-side advisory services is a key offering that separates us from some of the other consultancies. We excel at maintaining clear project scopes that align with your organisational objectives. Through rigorous quality assurance processes, we identify and mitigate project-related risks and manage transformational changes effectively, including comprehensive communication and training strategies. Acting as your strategic partner, our client assurance team oversees SI partners, offers expert advisory services, and ensures alignment with your vision. We manage all aspects of your ERP implementation with a focus on quality, transparency, and continuous improvement.
Project Planning and Control: Our consultants develop detailed implementation roadmaps covering timelines, risk and issue management, resource allocation, budget tracking, and milestone setting. This meticulous planning ensures your ERP project stays on track and within budget, delivering expected outcomes efficiently.
Configuration and Data Migration: We ensure that business requirements align perfectly with optimised ERP functionality through effective vendor management. Our data migration experts handle the seamless transfer of data from existing systems to the new ERP system, ensuring data integrity and minimal disruption.
Change Management: Our change management strategies ensure a smooth transition to the new ERP system, minimising disruptions to your operations. We focus on preparing your team through training and engagement, enabling them to embrace new processes and technologies confidently.
Programme Audit: We offer a comprehensive programme audit service that provides an unbiased review and robust challenge of the programme at key stages, such as scope, plans, and budget. Our independent oversight ensures that project decisions are sound and aligned with best practices, providing an additional layer of confidence. By leveraging best practices and tools, we provide SteerCo-level assurance, challenging and validating programme decisions and direction to ensure success and adherence to strategic objectives.
ERP Testing and Quality Assurance: SmartCo Consulting also offers a dedicated ERP testing and quality assurance (QA) service. Our QA experts rigorously test every aspect of your ERP implementation to ensure it meets your business requirements and performs flawlessly. We conduct comprehensive functional and non-functional testing, including system integration testing, user acceptance testing (UAT), and data integrity testing. Our focus on meticulous testing processes helps identify and resolve issues early, ensuring a smooth and successful go-live. By leveraging advanced testing tools and methodologies, we ensure your ERP system is robust, reliable, and ready to support your business operations.
Resource Augmentation: Our extensive network of skilled professionals allows us to assemble multi-disciplinary teams to provide specialised assurance on specific functions or roles as required, ensuring you always have the right expertise at your disposal. About Oliver
Oliver is SmartCo’s Partner and COO with 20+ years of experience leading large-scale, multi-million pound transformations. Oli is responsible for overseeing all programmes to ensure on-time and within budget delivery, creating scalable solutions that exceed objectives.
About SmartCo Consulting
At SmartCo Consulting, we are committed to delivering exceptional ERP programme results. Our dedication to flexibility, data integrity, transparent communication and continuous improvement ensures your ERP system not only meets but exceeds your expectations.
Trust SmartCo to be your partner in achieving ERP success. For more information on how we can support your ERP needs, please contact us here.
In my last blog, I shared my heuristics for big projects. One of these is the need to take an external view on projects to mitigate against optimism bias and groupthink, and to improve the chance of success. Good project assurance is an important way of providing this external view and needs to be a key governance consideration for project sponsors and boards. Definitions below courtesy of Wikipedia:
Optimism bias: A cognitive bias that causes someone to believe that they themselves are less likely to experience a negative event.
Groupthink: A psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome. One of the great things about leading major projects in Government is you get to experience project assurance from both “sides”. I provide assurance in my role as a high-risk review team leader for the Infrastructure and Projects Authority (IPA), and I’ve received assurance on the major projects I’ve directed. The IPA assures, supports and reports on Government major projects – those which require spending over and above departmental limits (often £50m), require primary legislation, or are innovative or contentious. This represents a portfolio of around 200 projects with a total cost to the taxpayer approaching £500bn. The IPA assurance review kit can be found here. The purpose of any project assurance should be to help the sponsor to improve its chance of success. Assurance reviews should be taken at key stages in the project lifecycle, such as business justification, delivery strategy, investment decision, readiness for service and benefit realisation.
Assurance teams should be independent and have relevant project and industry expertise. They should work on a peer-to-peer basis, against an agreed terms of reference and code of conduct. Key aspects of conduct are teamwork, objectivity, diversity, openness, honesty, constructive challenge and confidentiality.
Good assurance reviews are well planned and consider a range of evidence and stakeholder views on a “non-attributable” basis. The assurance team should make evidence-based findings and practical recommendations that will aid delivery, highlighting good practice as well as areas for improvement. They should regularly update the sponsor during the review to ensure there are “no surprises”.
The output of the assurance review should be a report that is agreed with the sponsor. This report should provide an assessment of delivery confidence, findings, recommendations, blockers, and areas of good practice.
IPA assurance reviews utilise a RAG delivery confidence assessment. There is a nuance to providing such an assessment. Some of the key questions I consider are: do the project vision and objectives remain valid; are stakeholders bought into these; is the delivery strategy right; is there good governance; are the risks understood; and is there the right capability in the project team Green: Successful delivery of the programme/project to time, cost and quality appears highly likely and there are no major outstanding issues that at this stage appear to threaten delivery.
Amber: Successful delivery of the programme/project to time, cost and quality appears feasible but significant issues already exist requiring management attention. These appear resolvable at this stage and, if addressed promptly, should not present a cost/schedule overrun.
Red: Successful delivery of the programme/project to time, cost and quality appears to be unachievable. There are major issues which, at this stage, do not appear to be manageable or resolvable. The programme/project may need re-baselining and/or its overall viability re-assessed. Following the assurance review, the onus is on the project sponsor and board to ensure the recommendations are implemented. Actions should be planned, with progress against these tracked and reported to the board. Further assurance of action plans should be considered, especially in the case of a red delivery confidence assessment.
About Paul
Paul works in partnership with healthcare organisations to deliver people-centred transformation that improves services for patients and staff. He has 25 years’ transformation experience, with 15 years leading national programmes and services in the NHS. He is a graduate of the Major Projects Leadership Academy, a high-risk review team leader for the Infrastructure and Projects Authority and a mental health first aider.
About SmartCo Consulting
SmartCo is a consultancy business specialising in the delivery of digital transformation projects for large private and public sector organisations. We offer advisory, project delivery and optimisation services across a range of industries including Healthcare, Consumer & Retail, Media & Telco and Financial Services.
If you would like to speak to the SmartCo team about your project assurance needs, then please contact us here.
Future Nurse Consulting and SmartCo Consulting Announce Strategic Partnership
Future Nurse Consulting, a boutique consultancy specialising in clinical expertise for digital healthcare transformation, and SmartCo Consulting, experts in delivering digital transformation programmes, are pleased to announce a strategic partnership. Our partnership will drive excellence in healthcare transformation by integrating clinical and digital expertise to improve services for staff and patients.
Together we will support healthcare organisations to: Integrate clinical and digital expertise: Combine clinical insights with technology to drive effective digital transformation in healthcare
Enhance solutions: Develop digital healthcare solutions that seamlessly integrate new technologies into clinical workflows
Improve operational efficiency: Streamline healthcare operations to improve efficiency, reduce costs, and enhance service delivery
Foster innovation: Collaborate on research to explore new advancements in healthcare technology and clinical practice This will deliver the following benefits: Healthcare organisations: Comprehensive consulting services for successful digital transformation and enhanced clinical engagement
Clinicians: Support in integrating and adopting new technologies for better patient care
Patients: Improved healthcare services and outcomes ‘We are thrilled to partner with SmartCo and see it as a significant opportunity to strengthen our capacity to deliver clinical digital expertise across health and care for the benefit of patients and staff’
Natasha Phillips, Founder, Future Nurse
‘We are delighted to announce our partnership with Future Nurse to improve healthcare services for staff and patients through excellence in clinically-led digital transformation.”’
Paul Gilliatt, Partner, SmartCo Consulting
If you’d like to know more about our clinically-led digital transformation propositions and services then please contact us here.
SmartCo is proud to feature in the
Sunday Times Best Places to Work 2024
This nationwide survey honours and celebrates Britain’s top employers, including over 500 organisations of varying sizes and from different industries.
This recognition is a true testament to our incredible team and the people first culture we have here at SmartCo. We’re so proud of the values we share and the dedication we have to fostering an exceptional workplace culture.
’25 years of experience in building businesses has taught me that the people and culture are by far the two most important elements of any company. A positive environment, where colleagues trust and respect each other, benefits all involved. I’m incredibly proud of the team and culture we’re creating at SmartCo, whilst recognising it’s always a work in progress. We’ll continue to do all we can to ensure we are the best employer we can possibly be.’
Rhys Hefford, CEO
If you’re interested in joining the SmartCo team, please get in touch here. We’d love to hear from you.
We are thrilled to announce Julia Hodgson has joined SmartCo as a Project Manager. Wishing you a warm welcome from the entire SmartCo team.
We sat down with Julia to ask her a few questions about her career path, her new role at SmartCo, what attracted her to SmartCo and what she enjoys doing in her spare time.
Hi Julia. What has been your career leading up to SmartCo?
For the past 15 years I have mainly worked with software providers who supply to the NHS and Private sector. I’ve worked in all areas of software development and delivery, travelling up and down the country meeting and supporting various NHS organisations in their digital health transformation projects. A couple of years ago I wanted to experience working on the other side of the coin, directly as an NHS organisation responsible for delivering a digital solution. This is where I decided to become a contractor for my own business, working in Project Management roles and where I met SmartCo!
What is your new role and what will you be focusing on?
My role at SmartCo is a Project Manager, in the Health vertical. I will be focusing on working with existing and new NHS clients who have commissioned SmartCo to help with their digital transformation projects. Bringing experience from a technical and operational perspective as well as having worked with many different key stakeholders, I’m able to apply these skills and support the continued delivery and success of projects.
What’s unique about SmartCo?
SmartCo has a unique culture where everyone is so happy to help one another. They are connected naturally even though most are remote, but most importantly, they have evolved with the times and the need for a brilliant work-life balance and flexibility. I’m at the point in my life where I have a young family who need me around more than ever, and SmartCo make that possible.
What are you looking forward to most about joining?
I’m really looking forward to meeting all the inspiring people SmartCo have in their team. There are so many skillsets and experiences that have been so carefully gathered and formed into one big team. I’m very much looking forward to growing in my own career and learning from the people around me.
What do you enjoy doing in your spare time?
In my spare time you’ll find me out and about with my husband and kids, exploring new places and trying out new experiences. We hope to buy a campervan later in the year so that may become the majority of our spare time!
SmartCo is an NHS SBS Cloud Solutions 2 Trusted Supplier
More successful framework news for SmartCo. We have been selected as a trusted supplier on our second NHS Shared Business Services’ consultancy framework: Cloud Solutions 2. We’re excited to have secured a position to provide support to NHS and public sector organisations across:
Lot 1 – Solution Design and Consultancy
This is a holistic lot focusing on consultancy, advice on migration, acquisition, and delivery of cloud services for public sector customers.
‘This is our second NHS SBS framework agreement appointment and a great achievement for the business. Being selected as a trusted partner on this framework means we can accelerate and optimise cloud services for our NHS and public sector customers so they can maximise and realise the cost, operational and compliance benefits, enabling them to provide a more robust and efficient service to the public.’
Javid Khan, Partner and CTO
If you would like to discuss this framework and how it could be used at your organisation, please contact us.
Implementing an Electronic Patient Record (EPR) system can improve clinical documentation, safety, reduce unnecessary tests and prescribing errors, leading to better patient outcomes, staff experience and service efficiency. However, EPR implementation is a complex change process that requires: Excellent leadership
Organisational and workflow readiness
Staff engagement and training
Infrastructure readiness, including data migration and integration Successful EPR implementation can provide a foundation for continuous improvement and data-driven insights. However, this is not a quick or easy process and we need to share experience, learning and good practice.
“Winning is the science of being totally prepared”
~ George Allen, Sr. (American Football Coach)
Preparation is the key to success in EPR implementation and organisational transformation. “EPR readiness” is crucial in assessing an organisation’s clinical, operational, and digital readiness to create a strong foundation and plan for procurement, implementation, and adoption, resulting in maximised success and benefits delivery.
“A goal without a plan is just a wish”
~ Antoine de Saint-Exupéry
A Plan for a Plan
Understanding the current digital capabilities of an organisation and creating a functional blueprint, outlining short, medium, and long-term goals, is essential for a successful transformation journey. Readiness activities should be planned during the discovery phase to understand requirements, organisational culture and digital maturity. The insights from these readiness activities help to ensure the right solution and supplier is procured for the organisation. Whilst the functional blueprint created as part of readiness activities, supported with ‘imagine if” vision statements, helps to guide the delivery of the longer-term clinical vision.
Key considerations for EPR Readiness include: Clinical Readiness Is there a robust clinical vision and functional blueprint to guide organisational transformation based on how future services should operate?
Has a clinical alliance been established with clear ownership and calls to action?
Are stakeholders understood and engagement strategies in place?
Does your workforce have the right digital skills, are they engaged?
Does everybody understand how the change will improve patient care and why it is important for them? “Change is a process not an event.”
~ Barbra Johnson
Organisational Readiness Are current processes understood?
Are intended benefits mapped to key deliverables?
Is the right governance in place to steer the transformation?
Is there a shared transformation strategy with Board oversight?
Are decisions made at the right level of the organisation? “Mere good governance is not enough; it has to be pro-people and pro-active. Good governance is putting people at the center of development process.”
~ Narendra Modi
Technology Readiness Have you a detailed understanding of current infrastructure?
Are current clinical and operational applications understood?
Are the data integration and migration requirements understood?
Is there a strategic implementation roadmap aligned to the clinical vision? Skills to Navigate
Successful implementation of Electronic Patient Record (EPR) requires orchestration of many specialist skills, tools and frameworks ensuring that common pitfalls are avoided. Each NHS trust has unique challenges due to great variation across the health service, requiring use of good practice and expertise. It is arguably one of the biggest and most complex implementations across any industry and something staff within the NHS typically experience once in a career. Read more on the heuristics of big projects by SmartCo Partner, Paul Gilliatt.
SmartCo has experts, services and methods to help with getting ready for your EPR implementation. If you would like to talk to one of our experts, then please contact us today
Electronic Patient Records: A guide to making the most of supplier/NHS relationships
We’re pleased to share the below guide to making the most of supplier/NHS relationships, delivered on behalf of the NHS England Frontline Digitisation Programme.
EPR Guide – Supplier NHS Relationships – May 2024
This guide was authored by SmartCo’s Victoria Betton, working with NHS England, techUK and Humber and North Yorkshire Integrated Care Board. Its aim is to improve the way suppliers and trusts work together to deliver successful digital transformation, from vision and business case, through to procurement, contract management, implementation, optimisation, and contract end.
If you would like to speak to the SmartCo team about your digital transformation, then please contact us here.
In my last blog, I shared my heuristics for big projects. One of these is the need to take an external view on projects to mitigate against optimism bias and groupthink, and to improve the chance of success. Good project assurance is an important way of providing this external view and needs to be a key governance consideration for project sponsors and boards. Definitions below courtesy of Wikipedia:
Optimism bias: A cognitive bias that causes someone to believe that they themselves are less likely to experience a negative event.
Groupthink: A psychological phenomenon that occurs within a group of people in which the desire for harmony or conformity in the group results in an irrational or dysfunctional decision-making outcome. One of the great things about leading major projects in Government is you get to experience project assurance from both “sides”. I provide assurance in my role as a high-risk review team leader for the Infrastructure and Projects Authority (IPA), and I’ve received assurance on the major projects I’ve directed. The IPA assures, supports and reports on Government major projects – those which require spending over and above departmental limits (often £50m), require primary legislation, or are innovative or contentious. This represents a portfolio of around 200 projects with a total cost to the taxpayer approaching £500bn. The IPA assurance review kit can be found here. The purpose of any project assurance should be to help the sponsor to improve its chance of success. Assurance reviews should be taken at key stages in the project lifecycle, such as business justification, delivery strategy, investment decision, readiness for service and benefit realisation.
Assurance teams should be independent and have relevant project and industry expertise. They should work on a peer-to-peer basis, against an agreed terms of reference and code of conduct. Key aspects of conduct are teamwork, objectivity, diversity, openness, honesty, constructive challenge and confidentiality.
Good assurance reviews are well planned and consider a range of evidence and stakeholder views on a “non-attributable” basis. The assurance team should make evidence-based findings and practical recommendations that will aid delivery, highlighting good practice as well as areas for improvement. They should regularly update the sponsor during the review to ensure there are “no surprises”.
The output of the assurance review should be a report that is agreed with the sponsor. This report should provide an assessment of delivery confidence, findings, recommendations, blockers, and areas of good practice.
IPA assurance reviews utilise a RAG delivery confidence assessment. There is a nuance to providing such an assessment. Some of the key questions I consider are: do the project vision and objectives remain valid; are stakeholders bought into these; is the delivery strategy right; is there good governance; are the risks understood; and is there the right capability in the project team Green: Successful delivery of the programme/project to time, cost and quality appears highly likely and there are no major outstanding issues that at this stage appear to threaten delivery.
Amber: Successful delivery of the programme/project to time, cost and quality appears feasible but significant issues already exist requiring management attention. These appear resolvable at this stage and, if addressed promptly, should not present a cost/schedule overrun.
Red: Successful delivery of the programme/project to time, cost and quality appears to be unachievable. There are major issues which, at this stage, do not appear to be manageable or resolvable. The programme/project may need re-baselining and/or its overall viability re-assessed. Following the assurance review, the onus is on the project sponsor and board to ensure the recommendations are implemented. Actions should be planned, with progress against these tracked and reported to the board. Further assurance of action plans should be considered, especially in the case of a red delivery confidence assessment.
About Paul
Paul works in partnership with healthcare organisations to deliver people-centred transformation that improves services for patients and staff. He has 25 years’ transformation experience, with 15 years leading national programmes and services in the NHS. He is a graduate of the Major Projects Leadership Academy, a high-risk review team leader for the Infrastructure and Projects Authority and a mental health first aider.
About SmartCo Consulting
SmartCo is a consultancy business specialising in the delivery of digital transformation projects for large private and public sector organisations. We offer advisory, project delivery and optimisation services across a range of industries including Healthcare, Consumer & Retail, Media & Telco and Financial Services.
If you would like to speak to the SmartCo team about your project assurance needs, then please contact us here.
Future Nurse Consulting and SmartCo Consulting Announce Strategic Partnership
Future Nurse Consulting, a boutique consultancy specialising in clinical expertise for digital healthcare transformation, and SmartCo Consulting, experts in delivering digital transformation programmes, are pleased to announce a strategic partnership. Our partnership will drive excellence in healthcare transformation by integrating clinical and digital expertise to improve services for staff and patients.
Together we will support healthcare organisations to: Integrate clinical and digital expertise: Combine clinical insights with technology to drive effective digital transformation in healthcare
Enhance solutions: Develop digital healthcare solutions that seamlessly integrate new technologies into clinical workflows
Improve operational efficiency: Streamline healthcare operations to improve efficiency, reduce costs, and enhance service delivery
Foster innovation: Collaborate on research to explore new advancements in healthcare technology and clinical practice This will deliver the following benefits: Healthcare organisations: Comprehensive consulting services for successful digital transformation and enhanced clinical engagement
Clinicians: Support in integrating and adopting new technologies for better patient care
Patients: Improved healthcare services and outcomes ‘We are thrilled to partner with SmartCo and see it as a significant opportunity to strengthen our capacity to deliver clinical digital expertise across health and care for the benefit of patients and staff’
Natasha Phillips, Founder, Future Nurse
‘We are delighted to announce our partnership with Future Nurse to improve healthcare services for staff and patients through excellence in clinically-led digital transformation.”’
Paul Gilliatt, Partner, SmartCo Consulting
If you’d like to know more about our clinically-led digital transformation propositions and services then please contact us here.
SmartCo is proud to feature in the
Sunday Times Best Places to Work 2024
This nationwide survey honours and celebrates Britain’s top employers, including over 500 organisations of varying sizes and from different industries.
This recognition is a true testament to our incredible team and the people first culture we have here at SmartCo. We’re so proud of the values we share and the dedication we have to fostering an exceptional workplace culture.
’25 years of experience in building businesses has taught me that the people and culture are by far the two most important elements of any company. A positive environment, where colleagues trust and respect each other, benefits all involved. I’m incredibly proud of the team and culture we’re creating at SmartCo, whilst recognising it’s always a work in progress. We’ll continue to do all we can to ensure we are the best employer we can possibly be.’
Rhys Hefford, CEO
If you’re interested in joining the SmartCo team, please get in touch here. We’d love to hear from you.
We are thrilled to announce Julia Hodgson has joined SmartCo as a Project Manager. Wishing you a warm welcome from the entire SmartCo team.
We sat down with Julia to ask her a few questions about her career path, her new role at SmartCo, what attracted her to SmartCo and what she enjoys doing in her spare time.
Hi Julia. What has been your career leading up to SmartCo?
For the past 15 years I have mainly worked with software providers who supply to the NHS and Private sector. I’ve worked in all areas of software development and delivery, travelling up and down the country meeting and supporting various NHS organisations in their digital health transformation projects. A couple of years ago I wanted to experience working on the other side of the coin, directly as an NHS organisation responsible for delivering a digital solution. This is where I decided to become a contractor for my own business, working in Project Management roles and where I met SmartCo!
What is your new role and what will you be focusing on?
My role at SmartCo is a Project Manager, in the Health vertical. I will be focusing on working with existing and new NHS clients who have commissioned SmartCo to help with their digital transformation projects. Bringing experience from a technical and operational perspective as well as having worked with many different key stakeholders, I’m able to apply these skills and support the continued delivery and success of projects.
What’s unique about SmartCo?
SmartCo has a unique culture where everyone is so happy to help one another. They are connected naturally even though most are remote, but most importantly, they have evolved with the times and the need for a brilliant work-life balance and flexibility. I’m at the point in my life where I have a young family who need me around more than ever, and SmartCo make that possible.
What are you looking forward to most about joining?
I’m really looking forward to meeting all the inspiring people SmartCo have in their team. There are so many skillsets and experiences that have been so carefully gathered and formed into one big team. I’m very much looking forward to growing in my own career and learning from the people around me.
What do you enjoy doing in your spare time?
In my spare time you’ll find me out and about with my husband and kids, exploring new places and trying out new experiences. We hope to buy a campervan later in the year so that may become the majority of our spare time!
SmartCo is an NHS SBS Cloud Solutions 2 Trusted Supplier
More successful framework news for SmartCo. We have been selected as a trusted supplier on our second NHS Shared Business Services’ consultancy framework: Cloud Solutions 2. We’re excited to have secured a position to provide support to NHS and public sector organisations across:
Lot 1 – Solution Design and Consultancy
This is a holistic lot focusing on consultancy, advice on migration, acquisition, and delivery of cloud services for public sector customers.
‘This is our second NHS SBS framework agreement appointment and a great achievement for the business. Being selected as a trusted partner on this framework means we can accelerate and optimise cloud services for our NHS and public sector customers so they can maximise and realise the cost, operational and compliance benefits, enabling them to provide a more robust and efficient service to the public.’
Javid Khan, Partner and CTO
If you would like to discuss this framework and how it could be used at your organisation, please contact us.
Hannah Granshaw
1 May 2024
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