Dr Moses Osibanjo

We launched in November. Early feedback made us rethink everything. Here's what we learned. 9 weeks ago, Floss went live as a private dentist matching service for South East London. We had traffic, we had interest, but something wasn't converting the way we expected. What user feedback revealed: Our matching questionnaire wasn't the problem. It was what people needed before they were ready to fill it in. Three consistent patterns emerged: - Users wanted reassurance, not search functionality - Time-poor demographics (parents, professionals) needed speed - Fear of judgement was a bigger barrier than finding availability What we did: We repositioned from "dentist search platform" to "we match you personally, not algorithmically." Same outcome (curated dentist matches), different approach (relationship-first, not data-first). New UX: 90 seconds to share what matters. We handle the rest. New messaging: "You're not just finding a dentist. You're choosing yourself." Why it matters: Dental avoidance isn't a discovery problem. It's an emotional one. Relaunching today with the same mission, better execution. If your early feedback shows friction, the answer isn't always "optimise the funnel." Sometimes it's "shift your approach." Link to new site in comments, Mark McCormack and I would love your thoughts. 👇 #HealthTech #StartupStrategy #SELondon #ProductIteration

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𝐈𝐟 𝐲𝐨𝐮 𝐰𝐨𝐫𝐤 𝐢𝐧 𝐡𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞 𝐄𝐅𝐌 𝐚𝐧𝐝 𝐲𝐨𝐮’𝐫𝐞 𝐞𝐚𝐫𝐥𝐲 𝐢𝐧 𝐲𝐨𝐮𝐫 𝐜𝐚𝐫𝐞𝐞𝐫, 𝐭𝐡𝐢𝐬 𝐨𝐧𝐞 𝐢𝐬 𝐟𝐨𝐫 𝐲𝐨𝐮. IHEEM apprentices and student members can now access CompliMind free of charge. The aim is simple: widen access to high-quality tools, support practical learning, and build confidence with real compliance workflows. It is a chance to learn with the platform, contribute ideas, and influence where the technology goes next. Know an apprentice who should join? Share this post with them.

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Could Blockchain Transform Healthcare? As an Emergency Medicine Consultant in the NHS, I see daily how fragmented systems slow care: delayed test results, repeated verification for locum doctors, cumbersome payments, and administrative overhead that takes clinicians away from patients. I’ve been exploring The Open Network (TON) - a fast, scalable blockchain integrated with Telegram and the real potential it has to address these inefficiencies: Instant, secure data sharing: Patient records, test results, and imaging could be shared across hospitals or even countries in real-time, with cryptographic verification and patient-controlled access. Verifiable professional credentials: Locum doctors, nurses, and other staff could have credentials stored on-chain, allowing instant verification and reducing repeated administrative checks. Real-time payments: Payroll, shift payments, and cross-border fund transfers could happen almost instantly, cutting delays and transaction costs. Patient-owned records: Individuals could securely hold their own medical data, portable across systems, empowering patients while improving clinician decision-making. Blockchain for healthcare isn’t just theoretical. Large-scale adoption requires user-friendly interfaces, integration with existing systems, and real-world pilots - areas where TON’s speed, scalability, and Telegram integration could shine. It’s fascinating to think about what could be achieved when a billion-user platform meets one of the world’s most complex healthcare systems. Imagine faster decision-making, safer data, and more time for clinicians to focus on patients. #TON #HealthTech #Web3 #Blockchain #DigitalHealth #HealthcareInnovation #TONBlockchain

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This is absolutely brilliant Nazia, I love how you've taken complex data, humanized it and made it accessible to those working in communities and beyond policy / commissioning space. What stands out for me is your 'insight' section on the platform and the use of 'storytelling' as a tool to present the data instead of just relying on dashboards There's a certain level of openness and transparency about the caveats and methodology which builds trust in the work. I suppose I’m really interested in how data presented in this way opens up a much richer conversation with people and communities themselves. What’s the potential for using this at neighbhourhood and hyperlocal levels, combining multiple datasets with an added layer of community insight, lived experience and local context? Because once you start looking at data this way, you begin to see very different stories emerge about place, trust, belonging, isolation, culture, access and the reality of how people truly navigate local provisions. Kevin Hallahan Ros Nerio Helen Buckingham Maria Tanko

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For the first time, NICE approved high impact Health Technologies, Med Tech, diagnostics and AI digital health tools for UK NHS priorities will be reimbursed consistently — just like medicines. This landmark shift, combined with favourable early market entry pathways, funding streams and system demand - to get the right technologies to the right patients faster -makes the UK an increasingly attractive investment opportunity. The risk for expanding European and US commercial stage innovators with specific technologies of interest is no longer in entering the UK market - It's in entering without a clear NHS evidence and commercialisation pathway. To see where your innovation fits I'm offering a personalised, 2 page high-level report covering: How your technology aligns with current NHS priorities Early market entry pathway opportunities Actionable next steps to move forward DM me to find out more and secure your technology NHS alignment report

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NHS Innovator Passport is a game-changer for MedTech and NHS collaboration. The UK’s healthcare system is taking a big step forward with the Innovator Passport – a new digital framework set to simplify and speed up the adoption of cutting-edge medical technologies across the NHS. This initiative promises to revolutionise how we bring innovations to patients by reducing bureaucracy and eliminating duplicate compliance assessments. Under the new system, technologies assessed by one NHS trust can be fast-tracked for use across others, cutting delays and ensuring faster access to life-saving solutions. It forms part of the Plan for Change and the broader 10 Year Health Plan, which aims to empower patients and make the NHS a future-ready service. The announcement has sparked a wave of support: 🔹 Alex Cole, Director of Market Strategy at CPI, sees the NHS Innovator Passport as a response to a long-standing need from MedTech SMEs for a smoother route into the NHS. He views it as clear evidence that “the system is finally listening – and responding – to the voices of innovators.” 🔹 Vin Diwakar, Clinical Transformation Director at NHS England, highlights that the Innovator Passport will speed up the rollout of proven health technologies within the NHS, ensuring that patients can access effective treatments sooner. He emphasises the goal of making NHS patients benefit from the latest medical innovations, just like the impact we see from everyday technologies such as smartwatches and fitness trackers. 🔹 Still, there’s a note of caution. As one MedTech leader shared, “Successful adoption isn’t just about cutting red tape – it’s about engaging stakeholders, training staff, and embedding solutions into clinical workflows.” A clear, transparent evaluation process is key. Key Takeaways 🔹 Faster Access to Technology – Patients can benefit from innovations more quickly. 🔹 Streamlined Processes – No need to repeat trials across trusts. 🔹 Encouraging Innovation – Strengthens the UK’s position in global MedTech. The Innovator Passport is a promising step, but success will depend on how well it balances speed, engagement, and integration. What are your thoughts? Is this the breakthrough the NHS needs, or are there risks we should be mindful of? #MedTech #InnovatorPassport #NHS #HealthTech #HealthcareInnovation #LifeSciences #UK #MedTechAdoption #NHSChange #TechForGood

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One of my interesting projects was helping a pharmacy chain design its digital strategy. 𝗧𝗵𝗲 𝘃𝗶𝘀𝗶𝗼𝗻: to become the UK’s leading online NHS prescription provider. 𝗧𝗵𝗲 𝗰𝗼𝗻𝘁𝗲𝘅𝘁: The Electronic Prescription Service (EPS) was rolling out. Online pharmacy was growing 20% year on year, compared to 3% in community pharmacy. Amazon was circling the market. The competition was fierce. The strategy had to be bold. With convenience, reliability, and clinical credibility at its heart. To take a transactional business and transition to a digitally-enabled, scalable, online pharmacy service. To empower patients with digital tools, On the surface, this was about systems, functionality and roadmaps. For me, it was more then that. It was about taking the best of the traditional pharmacist-patient relationship and reimagining it for the digital age. Patients don’t just want convenience. They want trust. They want safe, personal, reliable care. We needed to replicate that online. Without losing trust and clinical credability. The roadmap was strategic, incremental, sustainable. Because digital transformation isn’t a one-off “big bang.” It’s a journey that builds over time. An enabler of better safety, and more convenience for patients. Lesson learned: digital transformation done well is incremental, strategic, and always focused on people. 🔎 Have you seen digital projects fail because they rushed the rollout? What would you do differently? 👉 I help organisations design and deliver healthcare transformation that improves patient outcomes, drives efficiency and reduces costs. If that’s what you need right now, I’d be glad to support. #DigitalStrategy #HealthcareTransformation #Pharmacy #DigitalHealth #Consulting

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It’s no surprise that the UK’s private acute healthcare market is now worth £12.4 billion, with 93% of investors planning to increase their allocations to the sector. This presents an exciting opportunity for many healthcare businesses across the UK - the opportunity to 'buy and build' is an exciting one. For a well run, scalable healthcare business there's an opportunity now to open up conversations with those looking to invest. It goes without saying that the financials of a business matter, but this isn't the only factor that investors are looking at. It's also about potential. The potential to grow, scale, and sustain performance over time. When investors look at a healthcare business, they’re looking for indicators that say: “This business is strong, trusted, and ready for the next step.” From what I’ve seen over the years, it usually comes down to a few key things: - Clarity of purpose – knowing who you serve, why you exist, and what makes you different in a crowded market. - A proven need – increasing patient demand, long NHS waiting lists, or unmet needs in specialist services all point to opportunity. - Scalability – a model that can be replicated without losing quality or culture. Investors love a business that can grow with confidence. - Leadership strength – investors back people as much as they back ideas. A credible, experienced leadership team speaks volumes. - Operational grip – strong systems, governance, and compliance reassure investors that the business can scale safely and sustainably. So if you’re thinking about attracting investment for your healthcare business then start by looking at your business through their lens. Does it show potential, consistency, and control? Because those are the markers that turn investor interest into long-term partnerships.

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💡 From Analogue to Digital: The NHS Can’t Deliver a Single Patient Record Without Solid Data Foundations. Imagine treating a patient but half their results are invisible to you. It’s not a tech bug. It’s a data infrastructure problem. That’s the warning from a recent BMJ Leader article by Churton, Theivendran, Peckitt & Mohamed: our systems don’t truly see the whole patient. 👉 Read it here: https://lnkd.in/eq9TeY6r If we want a true Single Patient Record (SPR), we must fix the plumbing first. The pipes, standards, and trust that let data flow safely and intelligently. 🔧 The reality Too often, NHS data is stuck in silos, trapped by vendor contracts, and slowed by complex governance. Systems might connect, but they rarely understand each other. Without shared standards like FHIR, SNOMED-CT, and openEHR, we’re still digital in name, analogue in practice. 🚀 The opportunity Strong, interoperable infrastructure saves lives. It reduces duplicate tests, prevents missed diagnoses, and builds public trust. To get there, we must: ✅ Simplify information governance ✅ Mandate open standards and enforce interoperability ✅ Embed digital capability into everyday roles ✅ Invest in data quality and secure environments The policy frameworks are in place. The technology exists. What’s missing is coordinated leadership and the will to make it real. It’s time to make the invisible visible and give every patient a healthcare system that truly knows them. 🗣️ NHS leaders ➡️ what’s the biggest barrier you face to true interoperability today? #openEHR #SNOMEDCT #FHIR #DigitalHealth #HealthIT #SinglePatientRecord #NHS #NHSApp NHS Digital Academy NHS England Sandwell & West Birmingham NHS Trust Department of Health and Social Care Ming Tang Sonia Patel FBCS Ian Townend Jonathan Telfer Alec Price-Forbes Helen Balsdon RN

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Qu to serve 1% of the UK population on its debut. I’m delighted that Quadrivia AI is partnering with the exceptional team at Modality Partnership to launch Qu, our clinical AI assistant, designed by clinicians, for clinicians, in the UK. This marks a meaningful first step in rethinking how routine clinical processes can be safely delegated to a clinical AI, under clinician supervision, to restore time, focus, and energy to the primary care frontline. We’re getting started with 1% of the UK's population, and we look forward to sharing more soon. We believe that one day, healthcare can be truly accessible and affordable for everyone on earth. #healthtech #AIinHealthcare #primarycare #digitalhealth #Qu

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I’ve written a short piece on AI scribes and how they’re starting to fit into general practice. There are clear benefits, but it’s also important to recognise some of the drawbacks. Would love to hear other people’s experiences.

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65% of healthcare executives believe their AI strategy is sound. Evidence suggests otherwise, leading to serious cost implications. UK private healthcare is investing heavily in artificial intelligence, in the last 12 months I have noticed a definitive inflection point where leaders see AI as an essential part of their tech stack. Research by Sopra Steria found that while 65% of senior leaders rate their organisation's AI governance and strategy positively, only 35% of mid-level managers agree. This perception gap at board and C-suite level is driving the procurement of sub-standard AI tools that fail to create clinical or operational value. Poor strategic clarity is the root cause. A systematic review in PLOS Digital Health found that healthcare organisations routinely adopt AI without a clear problem statement or defined rationale for use, leading to tools that neither serve patients nor clinicians. A global survey of 1,529 C-suite leaders by HTEC confirmed that 31% can experiment with AI but struggle to capture value; a direct consequence of fragmented, uncoordinated decision-making. The contrast with strategically rigorous organisations is stark. AlixPartners analysis of private healthcare companies found that those deploying AI within clearly defined operational frameworks, anchored to measurable outcomes, achieved EBITDA gains and over 40% efficiency improvements. Evidence-integrated leadership, not authority-driven instinct, is the differentiator. In a sector where margins are tightening and patient outcomes are paramount, leaders must consider AI vendors that truly deliver a clearly defined value. Otherwise that £1 million promised saving could become another £1 million cost! Are you a CEO, COO, CIO or CMO in private healthcare? I would to hear your thoughts. #ai #healthcare #technology #healthtech

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Most sales directors in healthtech are hiring for the wrong person. They ask for an aggressive closer. What the NHS actually responds to is someone they would still return a call from in three years. High pressure tactics do not work in complex clinical markets. You do not pressure sell into an NHS trust. You earn the right to be trusted. I interviewed a senior clinical expert recently who is transitioning into commercial BD. He refuses to use aggressive sales tactics. He told me a story I have not stopped thinking about since. Years ago, he spent hours mentoring a junior clinician. No extra pay. No commercial benefit. Just treating a colleague like a human being. Fast forward ten years. His mother was rushed to hospital with an urgent brain tumour. The head of the department who walked out to personally care for her? That exact same junior clinician. That is what treating people well actually looks like. When you are building your commercial team, you are not just hiring for this quarter. You are hiring for the next decade of market trust. PS. The three questions I use to identify this in an interview take about ten minutes. They have changed how several clients now hire. Drop me a DM if you want them.

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Someone just found out they have CKD. Not from their GP. From the NHS App. This sadly is the reality for many patients. Kidney Care UK surveyed more than 1,300 people with kidney disease. 11% discovered their diagnosis by seeing it on a screen. 40% never had a conversation with a healthcare professional about it. Swipe through for the full picture. Full story and how it affects primary care clinicians at Medicine Central [Link in first comment] #CKD #PrimaryCare #WorldKidneyDay #NHSApp #MedicineCentral

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A thoughtful article that gets to the heart of why digital transformation succeeds or stalls. Having worked with Orla O'Doherty before, and knowing her physio roots, I can see the strong grasp she has of the human factors that sit beneath technology adoption. The experience at NCL Health Alliance illustrates this well. Even when a new system is clearly better for patients and staff, the shift from familiar routines to new processes, roles and expectations can be uncomfortable. Behavioural science shows that the real barriers are rarely about the technology itself. They are about confidence, habit, identity and the small frictions that accumulate when people are asked to work differently. This dynamic plays out after EPR implementations too. A system can be live and technically sound, yet benefits stall because teams revert to old documentation habits or avoid new workflows that feel unfamiliar. The promise of transformation becomes diluted by the gravity of established practice. At Channel 3 Consulting 3, this is exactly why cultural behaviour change management is a core focus of our work with NHS and social care organisations. When people feel supported, understood and involved, the long-term gains from digital investment are far more likely to be realised. Sustained change is always a cultural journey as much as a technical one, and it is encouraging to see more programmes placing behavioural insight at the centre of their approach.

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My Clinical Outcomes Ltd has now been live across HCA Healthcare UK for >2 years and the roll-out marks a first of its kind for us for a number of reasons: 👉 integrated from launch - meaning high patient engagement, low / no admin effort, excellent data quality 👉 pace and scale - 27 pathways at launch, now 49, and with more and more in the pipeline 👉 going beyond core PROMs to include Surgical Site Infection surveillance, supporting an Enhanced Recovery After Surgery (ERAS) programme, and informing clinical research We're celebrating with the launch of a new video explaining the progress so far as well as aims and ambitions for the future: 📽️ https://lnkd.in/esipUR6C Please watch, share and let us know what you think! 🚀 What’s been most marked has been the ongoing involvement of senior stakeholders from across the business that has been so essential to driving success at all levels. Thanks especially to Dr Tim Wigmore, Dr Cliff Bucknall, Tim Cross and Ms Alona Courtney for contributing to the video - as well as the project - and also very much to everyone else who’s been involved in making the roll-out such a success. The video is timely as conference season gets into full swing and as #outcomes, #PROMs, and #valuebasedhealthcare become ever more prominent topics of discussion - we've just returned from the amazing International Consortium for Health Outcomes Measurement (ICHOM) #ICHOM2025 conference in Dublin, are exhibiting with Health Innovation Network at the #NHS HETT Show #HETT2025 and joining a panel on #VBHC at LaingBuisson Events #PrivateAcute event this week, followed by the Private Healthcare Information Network (PHIN) #qualityforum and HealthInvestor Healthcare Summit #HCSummit25 next week. 💫 Please get in touch or to find out more about our work at HCA Healthcare UK, or visit here for more information: https://lnkd.in/e4RxRCc3 #PROMs #outcomesmatter #VBHC #puttingpatientsfirst

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@theworkingmumsclub is set to revolutionise how women are supported in returning to work after having babies. With the phenomenal Jennifer Sutcliffe at the helm, this bold and visionary initiative is redefining what true support looks like for working mums — practical, holistic, and empowering. Think: ✔️ Flexible childcare ✔️ Babies on site ✔️ Infant feeding support ✔️ Return-to-work guidance ✔️ Workshops ✔️ Affordable and inclusive solutions ✔️ Other amazing women by your side This is more than a service — it’s a movement. A reimagining of the workplace that puts women, children, and families at the centre. #WorkingMums #FlexibleChildcare #ReturnToWork #ParentingAndCareers #WomenInWork #WorkplaceSupport #InfantFeeding #HolisticSupport #EquityAtWork #TheWorkingMumsClub

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Who Actually Owns the AI Story When It Arrives in Your Trust? Over the next year, CERSI and MHRA will give us some of the most detailed regulatory frameworks for healthcare AI we've seen in the UK. That's necessary work, but it doesn't answer a very immediate question for NHS providers: who actually makes this real within a Trust? Right now, most organisations sit in an awkward middle ground. The regulation is still evolving, vendors are moving quickly, and individual AI projects are emerging through digital transformation initiatives or service improvement efforts. Everyone is 'pro' governance in principle, but very few people can point to a simple picture of who explains what, to whom, and how. Rather than pretending we can lock down a full AI operating model before the ink is dry on national guidance, there's a more pragmatic starting point: a Trust‑level AI Governance Comms Grid. At its simplest, that grid does three things: 🔹Maps the audiences: board and execs, clinical and operational staff, patients and carers, and external partners. 🔹Clarifies the topics: what AI is being used and why, how risk and safety are managed, how data is used, and how people can question or opt out. 🔹Assigns owners: who signs off on these messages and who handles questions: Comms, CCIO, CIO, IG, Medical Director, clinical leads. This isn't about creating a parallel bureaucracy for AI; it's about providing a shared, honest script for everyone while the technical regulation and assurance models continue to mature. If a new AI tool appears in your outpatient workflow next month: 🔹When a nurse notices that the sepsis alert keeps firing incorrectly, should they email IT, call the Medical Director, or submit a Datix? 🔹When patients ask, 'Why did the computer suggest this treatment?', do your consultants all give the same answer, or does it depend on whom they ask? 🔹Does your risk register include 'AI system failure' the same way it includes 'MRI scanner breakdown'? The detailed regulatory "wiring diagram" will come. For now, getting the story straight and agreeing on who tells it feels like a realistic, low‑regret step that any Trust can take. In your organisation, who actually owns the AI story today, and where are the gaps? Link to grid (level 1 version): https://lnkd.in/eN6A9DZb

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