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SmartCo is a HealthTrust Europe Awarded Supplier More great framework news for SmartCo. We’re proud to share that we’ve been successfully appointed to: Lot 6 – ICT and Digital Consultancy Solutions and Advisory Services of the HealthTrust Europe (HTE) Consultancy Solutions Framework. This achievement marks an exciting step forward as we expand our role in providing clinically-led digital transformation to healthcare providers. From advisory services to digital deployment and optimisation, we are committed to driving transformation and innovation across the healthcare sector. This opportunity allows us to work even more closely with healthcare organisations, helping them harness the power of digital technologies to improve patient care, operational efficiency and overall outcomes. ‘We’re delighted to be awarded onto HealthTrust Europe’s latest professional services Framework. The framework was designed to support change in healthcare through digital transformation which mirrors our service offering. With upcoming changes in the procurement landscape, we must secure compliant and robust routes to market. This is another important framework for SmartCo and we are excited about supporting our NHS customers on it.’ George Jackson, Head of Commercial If you would like to discuss this framework and how it could be used at your organisation, please contact us here.

We are thrilled to announce Alex Buchanan has joined SmartCo as a Managing Consultant. Wishing you a warm welcome from the entire SmartCo team. We sat down with Alex to ask him a few questions about his career path, his new role at SmartCo and what he’s most looking forward to about joining. Hi Alex. What has been your career leading up to SmartCo? I’ve been working in creative agencies and media companies for almost 25 years. I started out as a graphic designer (working in live events) before moving over to advertising and getting into technology roles at the global communications holding companies WPP, Omnicom and Publicis. I’ve also worked with major broadcasters and famous brands like ITV and Nike. Over the years I’ve become quite a technology generalist and have worked on a variety of weird and wonderful technology and enterprise IT projects. My specialism, however, is the technology behind creating and managing content. What is your new role and what will you be focusing on? As a Managing Consultant for Media & Entertainment (M&E), I’m responsible for delivering great work for our M&E clients, starting with WPP. What excites you most about being part of the team? With SmartCo, we have a tremendous opportunity to unlock the vast network of operating companies within WPP, but also extend into other agency networks and media companies. What’s unique about SmartCo? During my time at WPP I had the pleasure of being a SmartCo client, and I’m happy to say there is genuine different between SmartCo and other consultancies. Our uniqueness is definitely our people; we care about our associates and the work and it shows in the quality of the work we deliver. What do you enjoy doing in your spare time? When not working, I’ll probably be out mountain biking, running or watching rugby. Our three children are all at university this year, and they happen to all be in good rugby towns; Leicester, Bath and Bristol – so we’re planning to catch a few games as we travel around to visit them all!

‘Don’t quit your daydream, it’s your life that you’re making.’ Lyrics that I listened to on repeat when I returned to work after my first child in 2022. I remember so vividly thinking to myself, Darcy why are you daydreaming about being a working mum? Surely, it’s a human right to have a work/life balance and be able to look after your own child that you just spent 9 months growing! Unfortunately, it would seem this isn’t always the case. Not necessarily because the options aren’t there, but because people feel so trapped they don’t even know they exist. Much like the position I found myself in, in August 2022. Returning to work with the expectation of being in the office from 9 – 5.30 and letting someone else raise my not even 1 year old. I remember thinking… ‘Maybe I can’t return to work, maybe being a stay-at-home mum is my only choice.’ Just how ridiculous does that sound. Well, that was until I was approached by SmartCo. The company that has given me my ‘daydream’ (however cheesy that may sound). Having a thriving career whilst being a present parent. Being able to do the nursery drop offs and pickups. Having the option to work from home or go into the office. Key there being, having the option, an essential part of being a return-to-work mum. Let’s fast forward to January 2023… POSITIVE. We were expecting another bundle of joy in September 2023. But wait, work… I need to tell SmartCo. I’ve only been here 4 months… what will they say? I remember having the telephone conversation in March with HR and my line manager and finishing the phone call feeling relived. It would seem I had nothing to worry about and this call was shortly followed by a company wide announcement… ‘the maternity policy is to be reviewed’. Following this came a thorough working conditions assessment of my home working arrangement, the flexibility and encouragement to attend all required/suggested appointments and fantastic support company wide. 9th September 2023, I started my maternity leave at 5pm and went into labour at 7pm. What I like to call, working up until the last minute! This was then followed by 7 wonderful months of welcoming our new arrival into the world before my expected return to work date, 1st April 2024. A seamless return to work with a very helpful handover from my maternity cover who had joined us permanently during this time. As well as a great level of support from HR and the whole team in general. Which brings me to today, 5 months since I returned to work. My feet are firmly back on the ground and I have recently been moved into a new role ‘People & Culture Officer’ which has opened up so many great opportunities for me and allowed me to take on and own a handful of exciting projects. I can proudly say that I am a full-time working mother of two beautiful young girls. I hope that one day my children know that I fought to be a present mum. I fought to aspire them to have a successful career. I fought for the life that unfortunately so many return to work mums don’t believe exists. It’s 2024, it’s time large corporations recognise the importance of mums returning to work whilst also being present in their children’s life. About SmartCo Consulting SmartCo is a consultancy business specialising in the delivery of digital transformation projects for large private and public sector organisations. We are a people first business, prioritising employee well-being, flexible working and equal opportunities for all. If you’re a return-to-work parent, looking for a new opportunity, please contact us today.

How we improved urgent and emergency care with a digital solution that could benefit health trusts everywhere Same day emergency care, known as SDEC, is a facility within a hospital to assess and diagnose patients referred from their GP or a hospital’s A&E department. It aims to benefit both patients and the hospital by reducing waiting times and hospital admissions as patients with relevant conditions can be quickly assessed, diagnosed and treated without being admitted, and if it is clinically safe to do so, they will be able to go home the same day. SmartCo Consulting worked in partnership with The Health Informatics Service (THIS) and Calderdale and Huddersfield Foundation Trust (CHFT) to create a software model that smooths the workflow between CHFT’s two A&Es and relevant SDECs by modernising the pre-existing digital solution for processing patients. Giving A&E staff the right tool to do their job Patients presenting at A&E who need to be admitted to hospital create a labour intensive workflow. To avoid this for patients who do not need to be admitted, CHFT has been using the SDEC digital solution introduced when the SDEC concept was in its infancy. The rationale was to take the existing solution and a later updated model created by Oracle Cerner – whose Millennium EPR is used in both CHFT hospitals, one in Huddersfield and the other in Halifax – and fashion a localised version, called SDECModule, that gives A&E staff the right tool to do their job as part of Oracle Cerner’s FirstNet® patient tracking system. SDECModule provides A&E staff with a much higher level overview of all the SDEC departments, enabling them to easier see who can be sent to which SDEC. It also provides SDEC staff visibility of the patients in A&E who can easily be transferred from there, thus reducing congestion and pressure within A&E.   Louise Croxall, CHFT’s Chief Nurse Information Officer: “The whole aim of this project was to give back time to nursing care while making sure the right patients are in the right place at the right time. We did this by removing the duplication of information as SDECModule uses the same documentation for A&E and the SDEC, which reduces the need for staff to ask patients the same questions over and over again.”   Additionally, the improved visibility of patient status allows for better reporting metrics, especially meeting the new standard for emergency care summaries (ECS), illustrating how long someone has been in the SDEC.   Louise Croxall: “As this is a staff-facing initiative, the main impact is on them to work differently albeit as part of the SDEC solution they’re already well accustomed to. Essentially, the SDECModule enhancement is allowing them ‘to see the wood for the trees’. “The benefit for patients referred to a SDEC is a better experience thanks to a smoother journey, waiting to be seen in a more appropriate, less pressurised environment, and even shorter waiting times, we hope. And by using SDECs for inpatients waiting to be discharged, we free up bed space for those in A&E who need to be admitted and reduce risk if A&E is congested by creating more time for staff to focus on the sickest patients.” Collaborating for a totally seamless transition Whilst THIS had the resource in-house, it did not have the capacity, so they collaborated with SmartCo to help them develop, deploy and configure their model content in CHFT’s Oracle/Cerner server domain. SmartCo worked with a wide range of stakeholders and the PMO team from THIS throughout the project’s lifecycle to create a clinically designed, operationally delivered solution. The resulting model was launched at CHFT’s Huddersfield Royal Infirmary site, going live for all three SDECs (medical, surgical and frailty) at the same time, and we then repeated the roll out at Calderdale Royal Hospital in Halifax.   Neil Staniforth, THIS’ Director of Digital Ops and Delivery: “By concentrating on the Huddersfield site first, we could focus all of our training and change management resources on the one site to ensure a smooth transition, particularly as the pre-existing and the new models were dual running. Once we’d made sure there was no impact on Huddersfield Royal Infirmary staff, we started the roll out at Calderdale Royal Hospital. “We made sure there was enough ‘at the elbow’ support by employing the relevant technical team to work alongside the operational team working with the clinical end-users to achieve a seamless transition.”   Within this three-tiered approach, four FTE change facilitators from THIS’ digital team worked with their training team to provide hands-on help during the roll-out. Any technical issues were picked up by their Silver Service team, a proactive technical team within THIS, who then liaised directly with technical support and CHFT’s EPR teams, thus avoiding any job queues sitting with our service desk, to expedite a remedy. Although the system is still very new, initial data shows that the transition time from A&E to SDEC, to being discharged is making a positive difference. Easing pressures and smoothing the patient journey The most tangible impact of SDECModule from a staff perspective is that we have improved the visibility of which patients can be transferred to a SDEC area as opposed to waiting in A&E.   Louise Croxall: “For example, if we have 70 people in the A&E and 10 can be triaged to a SDEC, those we transfer spend their time in a more suitable environment and the hope is this positively impacts on their waiting time. “And by reducing the numbers waiting in A&E, it has a positive impact on that department too, because patients can be seen sooner, which improves the experience and the journey of both sets of patients and helps the staff because it eases some of the pressures on them.”   The digital element of the new way of working, SDECModule as part of Cerner’s FirstNet® patient tracking system, is a more seamless process than that employed previously. It not only provides clarity of who can be streamed off to a SDEC, but how quickly that is achieved.   Neil Staniforth: “The improved transparency improves CHFT’s reporting capabilities too, by helping to track waiting times. For example, the trust’s inpatient system might say someone has been in the A&E for 0.7 of a day, which is actually 9 hours, so by displaying the wait in hours as opposed to a fraction, it paints a more realistic picture.”   We think the main value generated by the modernised model is that collectively we have improved the pre-existing solution for every other trust in the country. By sharing what we have achieved we can improve patient tracking for everyone if they follow the roadmap we created collaboratively. However, a second, unintended benefit, has emerged within CHFT. Colleagues working in their assessment units have requested to use SDECModule and FirstNet®, as the streamlined process is better suited to their ways of working. The first roll-out is planned for the Paediatric Assessment Unit at Calderdale Royal Hospital with others to follow, creating a quick, safe solution to increase patient experience and patient safety. Creating a smooth workflow that can benefit other trusts SmartCo has an established record of working in and alongside healthcare organisations to create clinically led digital systems, and our staff became part of an agile project process led by CHFT’s Chief Information Officer (CIO) and Chief Nursing Information Officer (CNIO). It included a wide array of clinical stakeholders ranging from consultants, clinical leads, CHFT’s EPR team, through to junior doctors, nursing staff and operational colleagues – as well as the PMO team from THIS. SmartCo staff held workshops with stakeholders throughout the project’s lifecycle to develop, deploy and configure model content in THIS’ Cerner/Oracle server domain, mitigating all issues along the way to onboard a clinically designed, operationally delivered solution. In effect, we worked in partnership with THIS in taking off-the-shelf model content from Cerner and finding innovative ways to embed it in their Oracle/Cerner domain to create a smooth, problem-free workflow that can now benefit other organisations in the future.   Taja Quigley, SmartCo’s Director: “The work with CHFT has been a collaboration of two organisations with a single goal of developing a SDEC content which enables the smooth running of their SDEC units. It has been a long journey with some complex work along the way, but the delivery of this will be scalable to hopefully benefit many more NHS organisations.” Sharing knowledge and saving time THIS now plan to share their learnings and model content on the Cerner Model Village, a well-recognised, transparent and trusted source of intelligence, so that it can be viewed by teams from other trusts.   Neil Staniforth: “This is knowledge we have acquired from the project’s 12-month lifecycle, but now we’ve completed the ‘hard yards’ it will enable other trusts to realise similar projects in a much shorter timescale – possibly as little as three to four months. We would recommend they do this in conjunction with SmartCo, who proved to be an excellent collaborator.”   Meanwhile, the plan now is to roll out the new solution to nearby trusts sharing the Oracle/Cerner domain over the next 12 months, beginning with the Bradford Teaching Hospitals NHS Foundation Trust, which runs six hospitals, and the Airedale NHS Foundation Trust, which runs Airedale General Hospital. This means it will be deployed in three trusts and four A&E departments, all using the single domain. About SmartCo Consulting At SmartCo Consulting, we are committed to delivering exceptional digital solutions. We’re a trusted partner with an established record of working in and alongside healthcare organisations. We have tried-and-tested methods for people-centred healthcare transformation, clinical engagement and benefits realisation. If you’d like to learn more about this project or how SmartCo can help with your digital transformation, contact us here.

SmartCo and Future Nurse Seeks Clinicians to Lead the Way Last month, SmartCo partnered with Future Nurse because we believe it takes a diverse group of experts to drive digital transformation in healthcare. We share the same vision and values, aiming to improve patient care with advanced technologies. Now, we’re looking to expand our team with dedicated clinicians from all professions who are passionate about making a difference. Why Join SmartCo and Future Nurse? 1. Lead Digital Transformation We believe clinicians are the key to healthcare transformation. Your expertise is crucial for integrating digital solutions like Electronic Patient Record (EPR) systems into daily practice. With your help, we can make sure these technologies meet the real needs of patients and healthcare providers. 2. Teamwork Teamwork is at the core of what we do. You’ll be part of a collaborative environment where your ideas matter. Together, we’ll create a healthcare system that uses technology to improve patient care and make operations more efficient. 3. Professional Growth We are committed to your continuous learning and development. We offer extensive training to keep you at the forefront of healthcare and technology. Your growth is important to us. 4. Make an Impact The work you do with us will directly impact healthcare organisations and patient outcomes. By helping implement and optimise digital solutions, you’ll improve diagnoses, treatments, and overall patient care. The Importance of Clinicians We know how valuable clinicians are. Your insights and experience are essential for successful digital transformation. By joining us, you’ll help shape the future of healthcare, ensuring technology enhances patient care. Opportunities for All Clinicians We’re looking for clinicians from all fields to join our team. Whether you’re a nurse, doctor, therapist or healthcare technician, your expertise is vital to our mission. We aim to drive innovation and provide top-tier consultancy services for the future of healthcare. Join Us The future of healthcare is bright, powered by dedicated clinicians and innovative technology. At SmartCo and Future Nurse, we’re proud to lead this transformation. Join us on this exciting journey and be part of a team making a real impact on healthcare. Together we can make a difference. About SmartCo Consulting At SmartCo Consulting, we are committed to delivering exceptional digital solutions. We’re a trusted partner with an established record of working in and alongside healthcare organisations. We have tried-and-tested methods for people-centred healthcare transformation, clinical engagement and benefits realisation. If you’re passionate about healthcare and excited about technology, we’d love for you to join our team. Contact us today.

We are thrilled to announce Henry Darch has joined SmartCo as a Client Support Consultant. Wishing you a warm welcome from the entire SmartCo team. We sat down with Henry to ask him a few questions about his career path, his new role at SmartCo and what he’s most looking forward to about joining. Hi Henry. What has been your career leading up to SmartCo? I have spent the last 5 years in healthcare working in both project management as well as client engagement. Digital healthcare then came to the forefront of my passions after years of estates work within the NHS. Now speaking with leaders within the NHS I want to make a difference and make sure the infrastructure for our healthcare system is up to date and successful. What is your new role and what will you be focusing on? I am joining as a Client Support Consultant. I’ll be engaging with clients to make sure their digital transformation projects are on track across the full project life cycle. I’ll be client facing from proposal to go live to allow for continued communication throughout a project, gaining the most success for our customers. What are you looking forward to most about joining? I’m looking forward to speaking with new and existing clients and collaborating together on their digital transformation projects. I’m also excited to learn from the digital leaders at SmartCo and hear about their experiences. What attracted you to SmartCo? SmartCo is highly regarded in the digital health market as a real leader. The experience of working alongside known names and leaders at SmartCo is what attracted me the most. It means that the clients are getting the best shared knowledge in the market and it also means I will gain great experience from the best. What do you enjoy doing in your spare time? If I’m not out running around with my daughter, you will find me on a golf course or watching Bath Rugby.

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.

We are thrilled to announce Callum Campbell has joined SmartCo as Head of Client Engagement. Wishing you a warm welcome from the entire SmartCo team. We sat down with Callum to ask him a few questions about his career path, his new role at SmartCo and what he’s most looking forward to about joining. Hi Callum. What has been your career leading up to SmartCo? My professional life started after university, when I took up a short term role whilst travelling. The “6 month job” ended up with me being sponsored by a travel business in sydney. I spent 4 years there, working my way up to become the Operations Manager for New South Wales; comprising of 13 different stores. Here I would work on the implementation of processes, training, managing vendor relations and various other responsibilities. After those 4, incredibly fun years / free travel, I decided it was time to grow up and came back to the UK to join a business that was starting up in the recruitment world. I was one of the original 8 people and helped grow it to a peak of 200 people. The first 4 years of that tenure I spent in a recruitment role working across change within the financial service industry but when there was an opportunity for an outcome piece of work, I launched our consultancy business. As the only fully dedicated person within the consultancy I built all of the templates, process, procedure and strategy from scratch. Over time it became the most profitable area of the business with multiple engagements, services and responsibilities run in tandem. What is your new role and what will you be focusing on? Working in the Private Sector team, I am here to grow the SmartCo business. Engaging with clients, colleagues and our associates my aim is to improve revenue, brand and client perception. What are you looking forward to most about being part of the team? I can’t wait to start learning from the people at SmartCo. Everyone I have met so far has been really impressive and supportive. There is a real entrepreneurial spirit and i can’t wait to see how i can help SmartCo and Vice Versa. What’s unique about SmartCo? The business growth and continual improvement mentality of every member of the team. From an outside perspective everyone seems ambitious about improving themselves and the business. What do you enjoy doing in your spare time? When I am not preparing for a stand-up comedy gig, you will find me either spending time with my daughter, building something from scratch in the house (to my partner’s dismay), or reading (ranging from self help and product strategy all the way through to space aliens and dragons).

As a seasoned CTO with over two decades in the tech industry, I’ve witnessed firsthand the evolution and hype cycles of countless technologies. Currently, AI is the buzzword on everyone’s lips. However, the reality of AI’s capabilities versus its marketing portrayal is a stark contrast. In this article, I aim to demystify AI for fellow tech leaders and share my perspective on the current state of the tech market ‘leveraging AI’. The AI Misconception AI has become a ubiquitous term, plastered across marketing materials and product descriptions. However, much of what is branded as AI today is not the advanced, thinking machine of science fiction lore. Instead, it’s typically what we call narrow AI (ANI), designed for specific, specialised tasks. The classic depictions of AI from sci-fi – think HAL 9000, Commander Data (showing my geekiness and age) or for those millennials, Jarvis from Iron Man – fall into the category of artificial general intelligence (AGI), capable of reasoning and adapting across a wide range of scenarios. We are far from achieving AGI, and most “AI” in the market today is a far cry from these fictional portrayals. The Reality of Narrow AI Modern AI technologies, such as GPT-4, excel in specific tasks like natural language processing. They can generate human-like text, analyse patterns in data, and even create art based on existing styles. However, these systems are essentially advanced pattern recognisers. They process vast amounts of data to identify trends and produce outputs that align with their training data. Despite their impressive abilities, these AI systems lack true understanding or reasoning. They do not comprehend the context of the data they process, which can lead to significant errors when faced with novel situations outside their training. This limitation is often glossed over in marketing materials, leading to a disconnect between consumer expectations and actual capabilities. The Marketing Hype The tech industry is rife with companies eager to slap the AI label on their products to capitalise on the hype. This practice not only misleads consumers but also sets unrealistic expectations. For instance, autonomous driving technology is frequently touted as ‘AI-powered’. While these systems use advanced algorithms and sensors to navigate, they are still prone to errors and require significant human oversight. Misleading marketing in such critical applications can have serious safety implications. Machine Learning and Large Language Models A significant subset of AI is machine learning (ML), which involves training algorithms to learn from data and make predictions or decisions without being explicitly programmed. Within ML, large language models (LLMs) like GPT-4 have garnered significant attention. These models are trained on vast amounts of text data and can generate coherent, contextually relevant responses. However, their capabilities are often overstated. LLMs can produce human-like text but lack true understanding and can make mistakes, especially when faced with unfamiliar scenarios. Practical Applications and Limitations Despite the overhyping, narrow AI and ML have practical and valuable applications across various domains: Cloud Computing: AI-driven resource management and optimisation improve efficiency and reduce costs. Cybersecurity: AI helps in detecting anomalies and potential threats in real-time, enhancing security measures. Data Analysis: AI algorithms assist in processing and analysing large datasets, uncovering insights that would be difficult for humans to detect. These applications demonstrate AI’s potential when applied correctly within its limitations. However, it is crucial for tech leaders to recognise that these systems are not infallible. They operate based on the data they have been trained on and can struggle with scenarios that deviate from this data. Understanding these limitations is essential for making informed decisions about AI deployment in critical systems. Orchestrating AI Agents Think of AI as an orchestra, where each AI agent is a musician specialising in a particular instrument. Individually, they can perform specific tasks expertly. When orchestrated correctly, they can produce a harmonious symphony that performs complex, multi-faceted tasks. This orchestration is crucial for deploying AI effectively, ensuring that each AI agent contributes to the overall goal without overstepping its capabilities. The Path Forward As AI technology continues to evolve, it will become increasingly difficult to distinguish between machine-generated and human-created content. This raises concerns about authenticity and trust, especially as generative models improve. For tech leaders, the key is to remain skeptical of overblown claims and focus on the practical, demonstrable benefits of AI. Conclusion AI is indeed everywhere and nowhere. It is a powerful tool with the potential to revolutionise industries, but it is not the omnipotent force that marketing would have us believe. As tech leaders, it is our responsibility to cut through the hype and focus on the real capabilities of AI. By doing so, we can harness its power to drive innovation while setting realistic expectations and maintaining the trust of our customers and stakeholders. About Javid Javid is SmartCo’s Partner & technology executive with expertise in cloud computing and transformations. He combines business and technical strategy while leading complex cloud and digital transformation programmes across organisations. 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 realistic and feasible AI strategy or your digital transformation needs, then please contact us here.

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.

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

We are thrilled to announce Tom Frederick has joined SmartCo as Delivery Director. Wishing you a warm welcome from the entire SmartCo team. We sat down with Tom to ask him a few questions about his career path, his new role at SmartCo, what attracted him to SmartCo and what he’s most excited about in joining the SmartCo team. Hi Tom. What has been your career leading up to SmartCo? I have spent the last 19 years helping organisations design and deliver tech-based change. The majority of that has been spent in health (public and private) and social care, with a period in the middle where I spent 7 years in financial services. I have a deep passion to improve the lives of clinicians, patients and care givers through the best use of technology. What is your new role and what will you be focusing on? As normal I will wear a few hats. My primary responsibility is as Delivery Director, working in partnership with our healthcare clients to deliver great work on their digital transformation programmes. However, as we are small and beautifully formed, I will be working across our client portfolio, ensuring our deliveries are all going to plan, and supporting the growth of our awesome talent, helping SmartCo to be a great place to grow your career. What most excites you about being part of the team? I’m in a stage in my career where I’m focused on delivering, not just the planning, not just talking about it, but really making it happen. Our clients in health feel the same. A wise person once told me, there is no shortage of “what” in the NHS, but there is a shortage of “how”. I’m focused on the “how” and SmartCo is great at the “how”, which is inspiring to be around. It’s quite contagious, you can really feel the culture and it’s very motivating. What attracted you to SmartCo? We have recently been doing some work internally to help us better understand who we are and what we do. In that work we summarised the reasons why clients choose to work with us based on their feedback. The three reasons are that we are likable, credible and flexible. These three attributes sum up very well what attracted me to SmartCo. Tell us a fun fact about yourself? In a past life, I played basketball for England and professionally in Europe. It feels like a very past life at this age now 😊. Nowadays I get my basketball buzz as an assistant coach for a great semi-professional team (Hemel Storm). Last year was an amazing year as we went undefeated.

We are thrilled to announce Molly Gray has joined SmartCo as Project Resource Manager. Wishing you a warm welcome from the entire SmartCo team. We sat down with Molly 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 Molly. What has been your career leading up to SmartCo? I have over 8 years of experience in resourcing and have spent the last 5 years working across IT, change and transformation, and procurement within the public sector. What is your new role and what will you be focusing on? I’ll be working as Project Resource Manager in the Health team supporting all the consulting engagements across the NHS. What are you looking forward to most? I’m excited to get involved in consulting work as that will be new to me. I’m really looking forward to learning more about our clients and all things healthcare. The culture at SmartCo is great and has a lovely family feel. What attracted you to SmartCo? Being involved in strategic partnerships with our clients at SmartCo and being part of a close-knit team all delivering towards the same goal is what attracted me to SmartCo. There’s a lot of autonomy/flexibility around your role and career path here which is great. What do you enjoy doing in your spare time? I’m a very active person so you will usually find me at 1rebel class, the gym or doing long walks across London as well as exploring different restaurants/pubs.

SmartCo is an NHS SBS Trusted Supplier Following a competitive procurement process, SmartCo is proud to announce that we have been selected as a trusted supplier on the NHS Shared Business Services’ Digital Health Advisory Services framework. We are very excited to offer our NHS customers another route to procure our services. SmartCo has secured a position to provide support to NHS and public sector organisations across: LOT 1 – Specialist Clinical and Healthcare Digital Management Consultancy LOT 2 – Clinical and Digital Health Delivery and Augmentation LOT 4 – Digital Skills in Healthcare  ‘This is a fantastic win for SmartCo. We’re incredibly excited for the opportunity to support our NHS customers on their digital healthcare initiatives. The Digital Health Advisory Services framework gives us a robust platform to provide our services for years to come. As we’ve been awarded on multiple lots, the scope of what we can provide is very broad, covering everything from strategy change, implementation and resource augmentation. Having worked with the NHS SBS for several years their framework is well liked by our customers. They provide attentive support and offer a straightforward call-off process. Congratulations to the SmartCo team on the bid submission and all the other successful framework suppliers. We look forward to exploring new projects and opportunities through this framework’. George Jackson, Head of Commercial If you would like to learn more about this framework and how it could be used at your organisation, please contact us.

We are thrilled to announce Andy Tidd’s new role within SmartCo as Director, Manging Consultant – Delivery Services. Wishing you a warm welcome from the entire SmartCo team. We sat down with Andy to ask him a few questions about his career path, his new role at SmartCo, what excites him most about working at SmartCo and what he enjoys doing in his spare time. Hi Andy. So, what has been your career leading up to SmartCo? Over the past 30+ years I have worked for a number of blue-chip companies such as IBM, HP, Sony, Vodafone, in addition to logistic and manufacturing companies. Within each of these businesses I was a senior leader for major programmes of work across the UK, Europe and Globally. What is your new role and key responsibilities at SmartCo? As Director / Managing Consultant, I’m responsible for portfolio management of major customers as well as working on other key customers across project and programme governance. What most excites you about being part of the team? SmartCo is a dynamic consultancy, making significant progress changes within mid to high end consultancy. It’s an inspirational company with forward thinking values, making it an exciting place to work. There’s energy and enthusiasm everywhere within the teams. Working in partnership with our customers, taking projects to a new level of smart working, really makes a difference to how we progress and deliver significant outcomes. What’s unique about SmartCo? SmartCo feels like an extended family! We are big enough to count, but small enough to care. With a culture of open mindedness that is part of the core DNA. What are your interests and hobbies? I have a wonderful wife, two dogs that keep me healthy, five grandchildren that keep me grounded and an obsession with farm equipment! I love travelling and seeing new places, culture and culinary experiences.

I’ve spent my career doing big transformation projects. A few years ago, I was fortunate to complete the Major Projects Leadership Academy at the University of Oxford, where I studied with other people who do big projects in Government. We found our projects had more in common than not, whether these were delivering new schools, transport infrastructure, Government services or (in my case) digital transformation in the NHS. “The role of the major project leader is best conceived as the CEO of a large, temporary organisation.” Major Projects Leadership Academy   One of the many things that has stuck with me from the academy was a talk by Professor Bent Flyvberg on becoming a “master builder”: people experienced in doing big projects who rely less on rules, and more on intuition and “heuristics”, in making decisions. Bent has just written a new book by the way, “How Big Things Get Done”. So here are my heuristics for big projects: 1. Start on the right trajectory Projects that start well tend to end well, and it’s significantly more costly to course correct a project the further it gets. You need to put in the hard yards upfront to ensure everyone is signed up to the vision, outcomes, business case, delivery model and plan. 2. Don’t swim against the tide Big projects don’t take place in a vacuum, so they need to be aligned with their operating environment (i.e. political, economic, sociological, technological, legal and environmental) if they’re going to work. Project leaders must understand, and adapt to changes in, the operating environment – to look outwards as well as inwards. 3. Beware optimism bias Optimism bias is our natural tendency to overestimate positive outcomes and underestimate negative ones. For projects, this means we tend to think we can deliver them better, faster, and cheaper than anyone else. You can compensate for this by adopting external benchmarks and views. “Most of us view the world as more benign than it really is, our own attributes as more favorable than they truly are, and the goals we adopt as more achievable than they are likely to be.” Daniel Kahneman 4. Take a different view When working on big projects, it’s easy to get lost in the details, or even to adopt a siege mentality. Make sure you get the right governance and assurance in place and find the space and time as a team to see the big picture. I like the analogy of moving between the balcony and the dancefloor (adaptive leadership). I find my role as a high-risk review team leader for the Infrastructure and Projects Authority helps me to take an external perspective. “Sometimes a change of perspective is all it takes to see the light.” Dan Brown 5. Great teams do great things This is a simple one. People deliver projects, so build the best team you can, including the right partners, and give them the tools they need to do the job. “If you give a good idea to a mediocre team, they will screw it up. If you give a mediocre idea to a brilliant team, they will either fix it or throw it away and come up with something better.” Ed Catmull 6. Keep it short, go fast The problem with big projects is less their scale and more that they take too long and don’t adapt to change. Divide them into short, deliverable chunks, and move with pace and agility. We did this well in the NHS during the COVID-19 pandemic. “There is only one way to eat an elephant: a bite at a time.” Desmond Tutu 7. It’s always about the people (not the tech) “Digital transformation” is about improving services for the people that provide and use them. NHS England’s recent usability survey of frontline staff highlighted that how well systems are implemented has a much greater bearing on usability than the systems themselves. Make sure you understand the problem, people’s needs and goals; work together to design and deliver future services; and share skills so you can continue to develop as people’s needs change. 8. System change needs system thinking Big projects generally deliver change across complex systems, involving many organisations and stakeholders. Think about the roles and interactions they have, and how to influence them and develop effective coalitions that deliver the project’s outcomes. 9. Follow your North Star Although the journey is often uncertain, it’s important to start with a clear vision (North Star) that people can get behind, and that you can use to collaboratively make decisions and resolve conflicts along the way. “Keep your eyes on the stars, and your feet on the ground.” Theodore Roosevelt 10. Trust your gut How many times in delivering projects, or in life in general, have you known things weren’t right before they went wrong? Don’t be afraid to act on your intuition – if it doesn’t feel right, it’s not right. “Intuition is a very powerful thing, more powerful than intellect, in my opinion.” Steve Jobs   And finally… 11. Be well Doing big projects is tough, so it’s vital to look after yourself, and your teams. Have good support networks in place, take the right advice and find your “happy place”. 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 your dedicated partner in accelerating digital and technology transformations. We provide actionable advisory services and expert project delivery across diverse industries, including Retail, Consumer, Manufacturing, Financial Services, Media, Construction and the NHS. Need help in delivering your transformation projects? Contact us today

As we embark on 2024, the cloud computing landscape is poised for an era of significant transformation. This year marks a period of rapid innovation, presenting both challenges and unparalleled opportunities in the tech world. The fusion of cloud technology with advancements in cybersecurity and artificial intelligence, which began taking shape in 2023, is now accelerating, paving the way for groundbreaking developments. This year, we’re not just witnessing a continuation of trends; we’re at the cusp of a new chapter in cloud computing, one that promises to reshape the industry and redefine our approach to digital solutions. Our top 10 Cloud Trends and Predictions in 2024 1. The New Age of Diverse Cloud Solutions In 2024, the concept of a one-size-fits-all cloud solution is becoming obsolete. We’re transitioning to a dynamic era where hybrid and multi-cloud environments are the norm. This approach integrates on-premises infrastructure with diverse cloud services, primarily offered by Amazon AWS, Microsoft Azure and Google Cloud Platform (GCP), offering businesses unprecedented flexibility. This evolution allows organisations to tailor their cloud resources to specific needs, ensuring redundancy and embracing vendor-agnostic solutions. It’s a significant leap towards a more customised, efficient and resilient cloud computing landscape, suitable for companies of all sizes. 2. Complexities in a Multi-Cloud World The shift towards multi-cloud environments in 2024 brings its own set of challenges. As organisations adopt a mix of cloud services and applications, the complexity in managing these diverse systems increases significantly. While there are emerging solutions aimed at simplifying the intricacies of multi-cloud setups, it’s crucial to be wary of tools that only mask the complexity rather than truly streamline it. This situation calls for a careful approach, balancing the benefits of multi-cloud strategies with the need for effective and genuine management solutions. 3. Rising Trend of Serverless Technology Serverless computing is gaining momentum in 2024, renowned for its efficiency and scalability. This technology allows businesses to focus on application logic without the hassle of managing server infrastructure. The maturation of serverless platforms is enabling organisations to develop and deploy agile, cloud-native applications more effectively than ever. As a result, serverless computing is becoming a cornerstone for businesses seeking to leverage the full potential of cloud technology while minimising overhead and maximising operational efficiency. 4. Advancing Security in Serverless Environments With the rise of serverless computing in 2024, the focus on security has intensified. The expansion of serverless architectures necessitates specialised security tools and practices to protect against vulnerabilities and breaches. Businesses are now prioritising the security of serverless functions and data more than ever. This shift is crucial to ensure the benefits of serverless computing are not undermined by emerging security risks, leading to a more robust and secure cloud computing environment. 5. Leveraging AI for Cloud Optimisation Artificial intelligence (AI) and machine learning (ML) are increasingly crucial in optimising cloud resource management in 2024. These technologies are transforming how organisations manage their cloud infrastructure, leading to significant cost reductions, performance enhancements and overall operational efficiency. AI-driven cloud management is becoming the standard, enabling dynamic resource allocation, cost-saving discovery and the automation of routine tasks. This trend highlights AI’s growing role in making cloud computing more efficient and effective. 6. Merging Edge Computing with Cloud Technologies The integration of edge computing with cloud services is a key development in 2024. This combination enables real-time data processing at the network’s edge, significantly reducing latency for Internet of Things (IoT) applications and other latency-sensitive workloads. Cloud providers are expanding their offerings to include edge computing solutions, thereby extending their services to the edge of networks. This advancement opens up a myriad of new use cases, marking a significant step in the evolution of cloud computing. 7. Preparing for Quantum Computing’s Impact on Security The advancements in quantum computing in 2024 are prompting a significant shift in cloud security. Traditional encryption methods are now vulnerable to quantum computing’s capabilities. In response, cloud providers are introducing quantum-safe encryption techniques to protect sensitive data against these emerging threats. This proactive approach is crucial for businesses relying on cloud services, offering them access to advanced cryptographic solutions that are resistant to quantum computing risks. This trend underscores the industry’s commitment to staying ahead of cybersecurity challenges. 8. Innovative Security Approaches in Cloud-Native Ecosystems In 2024, the cloud computing landscape is increasingly shaped by innovative, cloud-native startups. These companies are offering new, software-driven security solutions specifically designed for the cloud. As more organisations adopt cloud-native applications and microservices, the demand for security tools that address the unique challenges of these architectures grows. These cloud-native security solutions are crucial for ensuring that applications remain secure throughout their lifecycle, reflecting a tailored approach to cloud security. 9. Sophisticated Ransomware Attacks As we progress into 2024, ransomware continues to be a significant threat to cloud services. Attackers are increasingly targeting cloud storage and services due to the vast amounts of valuable data stored online. The sophistication of these attacks is expected to rise, with more advanced techniques bypassing traditional security measures. This trend underscores the need for enhanced cloud security protocols, regular backups and comprehensive disaster recovery plans. As ransomware becomes more intricate, cloud service providers and users must be vigilant and proactive in implementing robust security strategies to protect sensitive data. 10. Sustainable Practices in Cloud Computing In 2024, cloud sustainability initiatives are taking centre stage. Cloud providers are increasingly investing in green technologies and advocating sustainable practices. Their focus is on reducing their carbon footprint through eco-friendly data storage and more energy-efficient data centres. This trend reflects a growing commitment to environmental responsibility in the cloud computing industry, aligning with the values of socially-responsible organisations. Sustainable cloud computing offers benefits, not just for the planet, but also for businesses looking to minimise their environmental impact. Addressing the Cloud Skills Gap The demand for cloud computing expertise is rapidly outpacing supply in 2024, highlighting a significant skills gap. This gap is particularly notable for roles like Senior Cloud Architects, Database Architects, AI/Co-pilot experts, and software engineers with cloud expertise. As cloud technologies become more complex, this demand is expected to grow, underscoring the need for continuous learning and development in this field. It’s essential for organisations to adapt and upskill their workforce to fully leverage cloud capabilities and manage associated risks and complexities. Can SmartCo help overcome your capacity or skills challenges? Contact us today

SmartCo is officially certified as an ISO 14001 (Environmental Management) supplier We’re pleased to announce we head into the new year with another certification. SmartCo is officially certified to a new standard, ISO 14001, for Environmental Management. ISO 14001 offers a structured approach for businesses to address pressing environmental concerns including climate change and resource depletion. By adopting and adhering to this standard, we’re committed in taking proactive measures to minimise our environmental footprint and to ongoing environmental improvement as well as complying with relevant legal requirements. We are dedicated in playing our part for a sustainable future, blending environmental responsibility with strategic business growth. A big thank you to our operations team for helping us achieve our environmental objectives.

Everything you need to know about EPR adoption in mental health Watch the first of our Smart Conversations webinar series, hosted by Victoria Betton along with an amazing panel of digital health industry experts; Lee Rickles, Ayesha Rahim, Barbara Arroyo and Laura McGowan. If you would like to discuss people-centred design and how to optimise current systems by meaningfully engaging with clinicians and end users, please do get in touch.

“ Women hold up half the sky “ Mao Zedong, Emphasising the critical role of women in the cultural revolution. The case for all Integrated Care Systems to prioritise Women’s Health and the implementation of Women’s Health Hubs In the UK’s health and social care sectors, our reliance on women to hold up the sky is closer to 80%. Our workforce is highly feminised: 78% of the NHS workforce are women 82% of the care workforce are women A third of the care workforce are nurses, a profession that is approximately 90% female. Many nurses not only have professional caring responsibilities in their healthcare roles but also carry unpaid caring responsibilities in their personal lives. 59% of today’s unpaid carers are women contributing an estimated £77bn of care to the UK economy    (c 50% of the total annual budget of the NHS) Our sector is facing some of the most difficult times in its history. Waiting lists are at their highest, with unprecedented workforce issues in both recruitment and retention. Disproportionate impact of women’s health issues on our sector The impact of women’s health issues on the economy is generally not well understood; however a recent AXA Health report shows that this is taking a hefty economic toll on the UK, costing around £20.2 billion each year in sickness absence alone. In addition, when facing health issues that affect women, 83% report a financial impact, while nine in ten also experience emotional job-related struggles. There is a general lack of data around the health issues which particularly affect women, however, we do know that: 1:10 women are considering leaving the workforce due to the impact of the menopause (50% of the health and care workforce are of menopausal age around 45- 60) 1 in 10 women suffer from endometriosis with over 50% of women visiting their GP up to 10 times and A&E at least once pre diagnosis (a lengthy process taking an average of 8 years). 20% of women with endometriosis have visited hospitals more than 10 times in their diagnosis journey. Presenteeism (where women come into work but are unable to work at full productivity levels) cost an additional 9 days per annum according to a 2023 BMJ article. Not only does this have a negative effect on women’s lives and well-being but the impact of these issues on a predominantly female NHS and social care workforce hampers efforts to deliver health and care to the rest of the population. There are over 500,000 women on waiting lists for secondary care, in the main for gynaecological conditions; with an average of 16 weeks wait from referral to treatment. These are some of the longest waiting times nationally; how many of these women are also health and care workers? Focusing on women’s health issues could get doctors, nurses, carers, social workers, care assistants back to work, greatly assisting the NHS and social care in addressing its workforce issues. As well as the human cost; there is a sound economic argument for early recognition, diagnosis and treatment of these debilitating health issues and enabling women to work as productively as possible. Retaining skilled and experienced staff in the workforce will improve service delivery and decrease pressure on the sector. Supporting the 80% who are holding up the sky will offer benefits to all service users. Women’s Health Strategy and Women’s Health Hubs: the opportunity to innovate through digital: One year on from the publication of the Women’s Health Strategy, most ICSs are focusing on the design and delivery of their Women’s Health Hubs (WHH). Designed to bring a range of women’s services together under one (physical or digital) roof; there is a huge opportunity to think boldly, to collaboratively redesign clinical pathways and journeys for women which leverage innovation and digital technologies to scale and extend access to health and care services for many women. There are a wide range of models being designed across the country with hubs being developed out of primary and secondary or community care settings. Investments in digitising primary care, implementing Electronic Patient Records (EPR) alongside developing shared care and personal health records accessed via patient portals integrated with the NHS App create a digital ecosystem which can be leveraged in the development of WHHs. Designing for digital can enable WHHs to scale and reach wider groups, creating communities of support, connecting women with similar health concerns, providing encouragement and sharing experiences and management strategies. There are exceptionally good examples deployed today which can be replicated and scaled. However, any move to digital needs to be designed within the context of digital exclusion; an in-depth understanding not only of user needs but barriers to access will inform intelligent, multichannel design of services which work for everyone. Designing women’s health hubs informed by ICS digital inclusion strategies at an ICS level is critical to ensure that no woman gets left behind.   We have a thriving Femtech ecosystem in the UK with up to 56% of women between 18-14 and 40% of women 40-54 regularly using women’s digital health platforms. FemTech is revolutionising women’s health by helping de-stigmatise many aspects of women’s health—from menstruation to pelvic floor health to sexual wellness; by empowering women to connect with and have more control over their bodies and by extending the reach of health and care professionals through digital. By integrating remote monitoring and femtech applications into Women’s Health Hubs, we have the opportunity to ensure that these apps are clinically and digitally safe; “prescribing” them as part of a joined up set of services across channels. As part of Women’s Health Hubs, we can intelligently integrate apps, remote monitoring platforms and wearables into the service proposition designed to meet the needs of women and practitioners. Conditions which disproportionately impact on post menopausal women such as Cardio Vascular Diseases (CVD) can be remotely monitored and data integrated into women’s health services enabling identification of symptoms, prevention and more timely interventions. Engaging women in the design of women’s health services As well as having the most to gain from focusing on addressing women’s health issues, the health and care sector also has the most opportunity to do so. We have a huge and engaged clinical and practitioner community who could be invited to help to Design Test Pilot Pathways, new models of care and digital solutions This community is both user and practitioner with the dual perspective of assessing whether new services work for women as: Clinicians Practitioners Care givers …an unprecedented opportunity to innovate from a multiplicity of perspectives. For many of these clinicians, the work which they do in Women’s Health is amongst the most enjoyable and rewarding part of their working lives, enabling them to specialise in and focus in these areas may act as powerful and motivating retention factors. Fit your own oxygen mask before fitting others’ In a final thought, there is a strong argument to prioritise the treatment of our female workforce as a deliberate policy initiative. In the same way as we vaccinated essential workers as a priority during Covid, we could prioritise our female workforce as part of Women’s Health strategies. This will bring capacity and capability back into services and address some of the clinical areas with the longest outpatient waiting times.     Focusing Women’s Health Hubs on delivering services to those sections of the population will provide significant benefit to the wider health and economic outcomes for Integrated Care Systems.         We have a huge opportunity to shape a new form of healthcare delivery, combining the power of digital technologies with traditional clinical models to benefit women, both as patients and as service providers, genuinely turning the dial for women’s health.  

SmartCo is Carbon Neutral  We’re so pleased to announce we are a carbon neutral organisation. Not only have we been working hard at making more sustainable choices across our business to reduce our carbon footprint and limit our overall environmental impact but our carbon offsetting has saved an impressive 23 tonnes of CO2 emissions from being released into the atmosphere. ‘I’m proud to have supported SmartCo on our journey towards carbon neutrality. Changes in UK public sector carbon requirements happened to dovetail with broader SmartCo ESG ambitions to reduce our carbon footprint. Over the past 18 months we have been busy! We first appointed a Carbon Partner who specialises in giving small businesses best practical guidance. We then went through the process of creating carbon reduction plans, developing surveys across the business, actioning our plans and producing a set of detailed carbon reports. A special thanks to ESG Pro who have helped us through every stage of our carbon neutral journey.’ George Jackson, Head of Commercial A big thanks to George and ESP Pro who have been integral in helping us to invest in a safer climate and more sustainable world.

SmartCo is officially an ISO 9001 business supplier  SmartCo is officially an ISO 9001 business after passing the 2nd and final part of our ISO 9001 Accreditation. We’re incredibly proud to be internationally recognised and certified in our management and use of quality process, systems, people, governance and client management. We’re so pleased all our hard work has paid off and is helping us run a more efficient, client focused business. ‘As SmartCo grows at an incredible rate, it’s important we continue to service our clients with exceptional delivery. This needs strong and process driven Operations. ISO has enabled us to demonstrate all of the excellent processes that happen in the ‘back office’ but also ensures that we maintain the high standards that we set for ourselves. I’m so pleased to have achieved ISO 9001. A huge thanks to all those involved and I look forward to continuing our journey with ISO 14001.’ Oliver Kane, COO Big thanks to our amazing team, Sally Griffiths, George Jackson, Lydia Harvey-Jones, Grace Haynes, Aimee Camm and Wayne Hayes who have all worked so hard to get this over the line.

We are thrilled to announce Holly Young-Beke has joined SmartCo as Project Resource Manager. Wishing you a warm welcome from the entire SmartCo team. We sat down with Holly 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 Holly. What has been your career leading up to SmartCo? I graduated from the University of Sheffield in 2019 where I studied Psychology. Prior to this, I always had my own income from the age of 15. Whether that meant working for my local football club, West Ham, or other sales/commission driven environments e.g. Sports Direct selling bags for life or Linzi Shoes, trying to convince women that ‘this was the shoe for them’. I then embarked on my first professional Job at TEKsystems, specialising in infrastructure. Post Covid, my role and responsibilities changed immensely, which gave me the opportunity to grow both personally and professionally by becoming responsible for other individuals success. Since then, I felt I needed a new challenge. Hence, I joined SmartCo, a new exciting chapter with likeminded people who I can learn and grow from. What is your new role and key responsibilities at SmartCo? A Project Resource Manager within the private sector, identifying and attracting top talent. Being a fresh set of eyes that can help in driving new processes and bringing innovative ideas to help create a strong network of associates. What attracted you to SmartCo? The mature environment, the close-knit culture aspect, and the opportunity to be a part of something where I could leave my mark and make a change. I also liked the idea of the flexibility around roles. There isn’t a rigid structure which makes it more appealing. What’s unique about SmartCo and what excites you most? The culture here is unique and was one of my main reasons for wanting to join. I love the fact that I’ve only been here 3 weeks but I feel completely part of the team already. Everyone I’ve met thus far has been so friendly and easy to talk to. I’m excited to learn more about our clients and be apart of the many initiatives that we’ve been working towards in the background. What do you enjoy doing in your spare time? I go to the gym a lot in my spare time and anywhere that gives me access to good food, cocktails and some afrobeats 🙂

We are thrilled to announce Paul Gilliatt has joined SmartCo as Director of Healthcare Transformation. Wishing you a warm welcome from the entire SmartCo team. We sat down with Paul to ask him a few questions about his career path, his new role at SmartCo, what attracted him to SmartCo and what he’s most excited about in joining. Hi Paul. So, tell us, what has been your career leading up to SmartCo? I’ve spent the last 15 years leading national programmes and services in the NHS, including frontline digitisation, NHS DigiTrials, and the health and social care network. I’m a graduate of the UK Government’s Major Projects Leadership Academy and a High-Risk Review Team Leader for the Infrastructure and Projects Authority. What is your new role at SmartCo and what will you be focusing on? My new role as Director of Healthcare Transformation at SmartCo will be very much a continuation of what I’ve done before – working in partnership with healthcare organisations to improve services for patients and staff. What attracted you to SmartCo? Our people, our values, our ambition and our customers. We have a great team and approach to delivering people-centred transformation, the smart way! What are you most excited about in joining SmartCo? I’m excited about working with our customers to ‘get things done’. Tell us a fun fact about yourself… I thought I should get some frontline experience in my role, so I broke my leg playing with my daughter in the local park. The wonderful team at Epsom and St Helier did an amazing job of putting me back together!

We are thrilled to announce Grace Haynes has joined SmartCo as Operations & Compliance Administrator. Wishing you a warm welcome from the entire SmartCo team. We sat down with Grace 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, Grace. So, tell us, what has been your career leading up to SmartCo? I’ve worked in Recruitment Admin for the last 8 years. I started off at an Agency focusing on contractor support, compliance and payroll before moving over to the Consultancy function as a Project Analyst where I onboarded consultants, organised regular project update meetings and managed reporting for Clients. I most recently worked via an RPO onsite at Morgan Stanley focusing on Internal Recruitment Coordination. What is your new role and key responsibilities at SmartCo? My new role is Operations & Compliance Administrator and my key responsibilities include conducting compliance and producing contracts for all contractors and associates, as well as extension and termination paperwork and a wide variety of recruitment admin. What attracted you to SmartCo? The fact it seems like a very refreshing place to be! The people I spoke to prior to joining had nothing but great things to say about the culture and current success of the business. What excites you most about working at SmartCo? The direction the business is going in and being part of a great team that is passionate, innovative and forward thinking. The growth of SmartCo really makes me feel like I’m going to be able to further my career and create my own path for success. How would you describe SmartCo in 3 words? Ambitious, flexible and supportive. How would you describe yourself in 3 words? Positive, caring and outgoing. What do you enjoy doing in your spare time? I enjoy socialising with my friends and family, holidaying when I can and spending time with my crazy 3 year old daughter, Olive. I’ve taken her abroad twice now and can’t wait to share more of the world with her and make more special memories as she gets older.

We are thrilled to announce Sandeep Mangat has joined SmartCo as a Project Resource Manager. Wishing you a warm welcome from the entire SmartCo team. We sat down with Sandeep to ask him a few questions about his career path, his new role at SmartCo, what’s unique about SmartCo and what his interests and hobbies are. Hi, Sandeep. So, tell us, what has been your career leading up to SmartCo? Since the age of 8, my parents have always instilled in me a solid work ethic, while working in their Kew-based newsagents and taking on the paper rounds. Ultimately this led to me graduating with a Maths degree from Nottingham Trent University, however I decided against being a Maths teacher and somehow ended up in Sales, working on a telesales campaigns for MUTV, BT Blackberry and BT Cellnet at the Listening company. I then took some time off to broaden my horizons by travelling around Southeast Asia and living and working in Australia. Returning to the UK, I started discovering an interest in Tech and since then I’ve worked for two innovative Tech recruitment agencies, Connect Group and Digitech Resourcing, managing clients and successfully delivering Perm and Contract placements across a range of industries. Most of these candidates would have either come from a background in software development, Data Engineering, Cloud/Infrastructure, Architecture, ERP/CRM, PMO,  Programme/Project Management and C-Level staff too. Recognised for my consistent billing, while also successfully mentoring and managing multiple resourcing teams, led to my promotion to Associate Director at Digitech Resourcing, before deciding on a new chapter in my career joining SmartCo. What is your new role and key responsibilities at SmartCo? As Project Resource Manager at SmartCo, my role is to further enhance our existing relationships with key clients and associates, across the private sector, as well as forging new relationships. Drawing on 20+ years of experience in tech recruitment and leveraging my skills in networking and fostering of relationships, I will be helping build highly productive teams at SmartCo, who will help deliver complex IT transformation projects and solve end users’ problems. Other areas I’ll be focusing on include helping to expand and improve our database and internal processes within resourcing, associate care and getting involved in internal permanent hires for SmartCo. I am also looking forward to attending and expanding my professional network by participating in the various regular events, sponsored and hosted by SmartCo, with a long-term view of eventually hosting my own events, on behalf of SmartCo, to widen our presence in the IT transformation world. What excites you most about working at SmartCo? I’m excited about the opportunity to work with the team here and grow and develop as a member of the SmartCo family. Everyone has been exceptionally helpful since joining and I’m really impressed by the diverse range of expertise across every division. SmartCo places a significant emphasis on collaboration, mutual support and teamwork while ensuring the well-being of its employees too. As the company continues to expand, I love that it prides itself on its diversity and inclusion. What’s unique about the company? The culture here is fantastic and the opportunity to meet with the different teams and individuals throughout the interview process gave me the confidence to want to join SmartCo. I believe a lot of it is down to trust, honesty, flexibility and transparency. A lot of the company hires have been made through personal networks and previous business relationships. SmartCo is also very family-friendly and understand the importance of being flexible around parents with children and this was also one of the major factors in my joining SmartCo. Every employee is included and there is an open forum when it comes to company updates, sales pipeline, associate care, marketing, financial updates, etc… What are your interests and hobbies? Football is my passion… however, for my sins, I support Oldham Athletic and try my best to get to some local away games when possible. I also enjoy going to gigs regularly and keeping fit by playing tennis (awfully!) and trying to keep up with my 5-year-old son, who, on current form, is destined to become an Olympic sprinter. Tell us a fun fact about yourself… I love listening to music, especially Indie 90’s classics and Britpop, going to gigs and still manage to get involved in the mosh pit now and then! Although, my ultimate musical highlight was spending ten minutes one afternoon in a North London pub chatting with the legendary Liam Gallagher over a pint of Guinness.

We are thrilled to announce Nick Thomas has joined SmartCo as a Senior Project Manager. Wishing you a warm welcome from the entire SmartCo team. We sat down with Nick to ask him a few questions about his career path, his new role at SmartCo, what excites him most about joining SmartCo and what he enjoys doing in her spare time. Hi, Nick. So, tell us, what has been your career leading up to SmartCo? Successful delivery of technology and IT in businesses has been the focus of my career, specialising in cloud and software delivery, primarily within the Healthcare industry. I started my career in technology consultancy, large and then startup scale. I then led cloud delivery for a mature startup. Most recently I’ve worked in technical project management and programme management for a high-growth digital health startup, deploying complex digital health services in the US, UK, Rwanda and South-East Asia. I visited a completed project in person whilst travelling through Rwanda which was a real career highlight. What is your new role and key responsibilities at SmartCo? I’m joining SmartCo as a Senior Project Manager. I’ll be supporting our clients with their project and programme needs, as well as supporting SmartCo on the internal projects and initiatives we need to scale whilst continuing to provide high-quality services and solutions to our clients. What excites you most about working at SmartCo? The opportunity to work with and learn from my SmartCo colleagues on our client’s solutions and challenges. I learn by working with great people on varied opportunities and challenges, and SmartCo provides all of that. Being part of a company that has found that successful touch and is achieving sustained growth is another big positive of course! How would you describe SmartCo in 3 words? Results, Nimble, Teamwork How would you describe yourself in 3 words? Curious, Comedy, Competitive. What are your interests and hobbies? I love to be outside adventuring and exercising. I’ve done plenty of competitive running and I’m trying out triathlons as well. My latest adventure: living in a camper van from Nairobi to Cape Town. When I’m not rushing around, I love to read and to game (both board and video).

We are thrilled to announce Esra Yetis has joined SmartCo as a Principal Product Consultant. Wishing you a warm welcome from the entire SmartCo team. We sat down with Esra 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, Esra. So, tell us, what has been your career leading up to SmartCo? My career leading up to SmartCo has been a journey full of diverse experiences! Over the past 17 years, I have had the privilege of working at reputable creative agencies and consultancies as well as collaborating with companies undergoing large scale digital transformations. During this time, I focused on guiding them through product innovation and implementing best practices. Looking back, I’m particularly proud of launching my career at such an early age and continuously developing myself ever since. Life changes and the learning opportunities along the way have shaped me both personally and professionally. What is your new role at Smart Co and what are you looking forward to most? I am very excited about my new role at SmartCo as a Principal Product Consultant. I’m very much looking forward to collaborating with clients, understanding their unique challenges and achieving exceptional outcomes together. What attracted you to SmartCo? I was particularly impressed with how professional and communicative SmartCo were from initial meetings to joining and the way they talked about and value their people. We have an impressive array of clients and a great culture which I’m excited to be a part of. What are you most passionate about in the work you do? Digital Transformation as a whole. Primarily producing products and transforming new ways of working and adopting best practice in the workplace. You’ve already achieved so much, what would you like to accomplish in the next 5 years? Eventually I’d like to build my own product. I want to build a product that positively impacts millions of people’s lives! I already have an idea or two in mind so watch this space… What do you enjoy doing when you’re not busy working? When I’m not thinking about all things digital I love getting behind a lens and practicing my photography skills. Most recently I’ve been capturing street photography but I’d like to focus more on portrait photography.

We are thrilled to announce Jess Hughes has joined SmartCo as Professional Services Manager. Wishing you a warm welcome from the entire SmartCo team. We sat down with Jess to ask her a few questions about her career path, her new role at SmartCo, what she’s looking forward to most about joining and what she enjoys doing in her spare time. Hi, Jess. So, tell us, what has been your career leading up to SmartCo? I’ve spent the last 10 years working within the Healthcare IT industry, focusing on client engagement and project delivery within NHS digital transformation programmes. I started my career working as a PSO at Imperial College Healthcare and Bart’s Health on their Cerner Go Live projects in 2014. I then moved on to work within healthcare consultancy organisations, supporting clients with the provision of professional services to ensure successful delivery of their EPR Training and Go Live projects. I’ve been involved with many aspects of client accounts and projects from initiation to delivery, ensuring projects are completed on time, with quality, and within budget. I’ve had the opportunity to work closely with both internal and external teams, where I’ve promoted and implemented best working practices. I’ve gained organisational skills having worked extensively in coordinating activities between departments, transforming operational processes and ensuring that all client projects I’ve been responsible are delivered on time and within budget. What is your new role and what are the key responsibilities? As Professional Services Manager within Healthcare, I’ll be serving as key point of contact in all matters related to client requirements and needs. I’ll be working to build and strengthen both client and associate relationships to achieve long-term partnerships with our healthcare accounts. I’ll also be working with sales and other internal teams to develop strategic account plans and develop a thorough understanding of our service offerings to better upsell and cross-sell to customers within healthcare. I aim to contribute to the overall growth of the business, whilst coming up with new ways of working to ensure I remain connected to clients and the ever-changing market to access new opportunities and ensure all clients are engaged on a regular and effective basis. What are you looking forward to most about joining SmartCo? I’m looking forward to being part of a creative and high performing team, working together to contribute to the overall growth of the business. What are your interests and hobbies? I enjoy running and keeping fit, as well as cooking for friends and family when I have time outside of taking care of my very energetic 15 month old son, Thomas. I also love travelling the world and exploring different cultures and cuisines. Tell us a fun fact about yourself… I worked as a Makeup Artist on Game of Thrones in Belfast, before I started my career in Healthcare.

We are thrilled to announce Oliver Kane has joined SmartCo as Delivery Director. Wishing you a warm welcome from the entire SmartCo team. We sat down with Oli to ask him a few questions about his career path, his new role at SmartCo, what he’s looking forward to most about joining and what he enjoys doing in her spare time. Hi, Oli. So, tell us, what has been your career leading up to SmartCo? I have 22 years of experience working in Project and Programme Delivery across a number of sectors. My career began in the NHS and after 7 great years, I moved into the private sector. I have led project delivery teams on multiple million-pound projects and programmes, transforming businesses and technology providers. In recent years, I have specialised in delivering enterprise-wide technology solutions including ERP, HCM and CMMS solutions to large, established businesses. What is your new role and what are the key responsibilities? I have been appointed as Delivery Director. My role is to support the growth and maturity of our delivery function, ensuring we have frameworks and processes in place to continue to deliver world class technology solutions for our clients. In addition, I will be leading the operations side of the business, continuing to improve on the great work that has been done to date. What excites you most about joining SmartCo? SmartCo is such a rapidly growing, innovative and exciting business and I’m relishing this new chapter in my career where I can bring all of my delivery experience and make a difference. The role is a fairly new role so I will be working with a broad remit and am looking forward to covering everything from our business processes to how we interact with our clients and partners. What’s unique about the company? SmartCo is a boutique consultancy that really puts people at the heart of all we do. The culture of the business is extraordinary. I have genuinely never worked with such open minded and talented people in one company! I am so excited to be here and help grow the business. What are your interests and hobbies? I love my food and cooking is a great habit that I don’t want to break. My other passion is taking my son to Arsenal games and watching him train on cold mornings in Regents Park. I am still trying to be enthused about taking my 8-year-old daughter to Ballet on Saturdays! My family are big into volunteering and we actively support our local foodbank in East Finchley. I co-run a knife crime prevention business and am a committee member of a conservation trust which keeps me fit as well as muddy every week!

We are thrilled to announce Harry Bloodworth has joined SmartCo as Market Access Consultant. Wishing you a warm welcome from the entire SmartCo team. We sat down with Harry to ask him a few questions about his career path, his new role at SmartCo, what he’s looking forward to most about joining and what he enjoys doing in her spare time. Hi, Harry. So, tell us, what has been your career leading up to SmartCo? I’ve been coordinating both national fundraising campaigns and international development-based projects for a range of NGOs and charities since graduating from my Master’s degree. Through these roles I have worked alongside key decision makers in the public health sector as well as a range of government stakeholders in the UK and internationally. I’m excited to bring my experience managing campaigns, coordinating project delivery and facilitating internal operations to this new role. What is your new role and what are the key responsibilities? As a Market Access Consultant, I will be working closely with each of the teams that sit under the SmartCo umbrella to allow them to operate at the highest possible efficiency. Additionally, the role will allow me to work with a wide range of clients to enable our partnerships to prosper. This will see me coordinating various campaigns in the public health space and private sector, as well as performing various administrative tasks that form the basis for healthy collaboration. What excites you about working at SmartCo? SmartCo is able to take their refreshingly open, honest and respectful approach to their internal staff and apply it to all parties that they collaborate with which has created a very exciting atmosphere in which to work. Our growth over the last few years has been remarkable and I am looking forward to being a part of, and contributing to, the entrepreneurial spirit going forward. What are your interests and hobbies? I’m a keen rugby player and I’ve recently found a new love for West end theatre, so you’ll likely find me battered and bruised while playing the Hamilton soundtrack on repeat! Tell us a fun fact about yourself I hold a 3 Star White Water British Canoeing qualification so if you ever get into trouble out paddling you know where to look.

SmartCo Consulting is now an official supplier on the G-Cloud 13 framework via the Crown Commercial Service Supplier. The G-Cloud 13 framework is another commercial route for our public sector clients to procure our services. Some of our many services listed on the digital marketplace include:   Support in transitioning and migrating to the cloud Strategy assignments, architecture reviews and assessments EPR programme resource support Innovation sprints Digital transformation programme management services   Matt Alcock said ‘It’s great news that the G-Cloud 13 framework is now live. We had a real push this year to ensure our listed services align with our core offerings, enabling us to support our public sector clients at any stage of their cloud journey.’   If you’re interested in finding out more about our services in the wider public sector please contact Matt Alcock and if you are interested in our services within the healthcare sector please contact Lisa Waller.

We are pleased to announce we have been accredited under the National Cyber Security Centre’s Cyber Essentials Plus Scheme.   Cyber Essentials is a Government backed scheme that helps businesses, whatever their size, protect against a whole range of the most common cyber-attacks. Cyber Essentials plus is the highest level of certification available.

We are thrilled to announce Javid Khan has joined SmartCo as Chief Technology Officer. Wishing you a warm welcome from the entire SmartCo team. We sat down with Jav to ask him a few questions about his career path, his new role at SmartCo, what he’s looking forward to most about joining and what’s unique about SmartCo. Hi, Jav. So, tell us, what has been your career leading up to SmartCo? I have over 20 years’ experience in the cloud and infrastructure space. I started out as a very hands-on technical guy before moving on to be a principal architect leading major engagements and then on to executive leadership delivering global services at scale. My experience has covered many different industry perspectives: I have experience working as an engineer on the client side for the likes of the NHS and William Hill, on the consultancy side for KPMG, Capgemini and as co-founder of cloud consultancy Layer-V, and, finally, on the cloud provider side as a Global Ambassador for AWS and industry thought leader. This broad range of perspectives has really helped me to understand the needs and views of everyone sitting at the table, be it the pain points of the enterprise, the capabilities of the consultancies or the ways that the CSPs like to operate. And SmartCo seems like a perfect new home to apply everything I have learned about how to deliver stand-out technology services to their ambitious and exciting roadmap. What is your new role and what are the key responsibilities? I have been appointed Chief Technology Officer. So my core responsibility is to develop the overall technology roadmap and service offering for SmartCo. That job has both human and technological elements, which are equal in importance. It means, firstly, really attuning to the needs of our clients and then, secondly, finely honing our technical capabilities and crafting bespoke innovation solutions to be able to meet those needs at speed and at scale. At the same time as building relationships with our customers, I am responsible for building our relationships with the wider industry, especially with our partners at Amazon, Microsoft and Google. This is a critical part of our strategy and one that I’m really excited to be leading. What do you like most/are looking forward to most about your role? The fact that SmartCo is an independent, boutique consultancy puts it in a very unique position in the market. There is plenty of scope for truly disruptive offerings that play at the edges of what is the norm or expected. I love the idea of offering complete flexibility around how we deliver services by leveraging the whole breadth of our resources—our permanent delivery teams, our associates, our technology partners and friends—to bring fresh and unique approaches to our clients. We also have some clear strengths and I’m really looking forward to developing those further, especially around cloud/data transformation and application modernisation. What excites you about working at SmartCo? I absolutely love the open, trusting and, ultimately, very human culture that the people here have built. This open spirit is something that we share with our partners and customers alike, which leads to amazing long-term relationships and friendships. What SmartCo has achieved so far is incredible, but there is the scope for exponential growth if we can create repeatable, scalable solutions across key verticals. And I’m really excited to see if we can bring together the ingredients to make that happen! What’s unique about the company? Simply put, we put people first! The emphasis is on having fun and just being our vibrant, human selves. It’s a young, dynamic, innovative business, but it also benefits from having an experienced tech leadership team that have built and sold businesses before and know what it takes. From a more technical perspective, a unique feature of our service offering is that we leverage both our own in-house delivery teams as well as a trusted ecosystem of associates that we have built up over the years, which we draw on as appropriate to create a very tailored service for our customers.