During 2025 I found myself having similar conversations with different pharmaceutical companies across the UK. Three different brands, three different therapy areas, yet their challenges were almost identical.
One had a value proposition that Medicines Management teams in England would have welcomed, but they did not have the network or access to engage with the right NHS decision makers. Another had a unique benefit for NHS Scotland, but they did not understand how money flows across the Scottish system and did not know where to begin. A third had a beautiful brand story developed for Europe, but it did not reflect the treatment pathways in the UK or the choices HCPs face every day.
In each conversation I could see the same pattern. These teams were not short of passion or capability. They were simply unsure how to connect their story to the reality of the NHS.
The more I listened, the clearer the pattern became.
Some products were listed on formularies but were not being prescribed. Others were facing stalled submissions. Several had strong clinical evidence but no traction with the NHS. Marketing teams wanted to be more customer centric, yet they struggled to translate this intention into practice. They had all the ingredients for a strong engagement conversation, but the order was wrong, the syntax was confusing, or they were overwhelmed by too much information, and the key messages were getting lost.
I also realised how often leaders were doing everything they thought was right. Sales teams were criss-crossing the country. Omni channel programmes were launched. Internal decks were refined again and again. Yet the effort was not rewarded because the work did not land with HCPs in the way they hoped.
When I started the Digital Transformation Series in 2022, my intention was to give pharma leaders a space to share insights openly. Conferences and webinars do this too, and they are valuable for learning and inspiration. Yet they share the same limitation. Conversations remain generic. Confidentiality has to be protected, so no one walks away with clarity on what to do for their specific brand, in their specific therapy area, within the reality of the UK.
What these conversations reinforced is something I have believed for a long time. Success in the UK starts with clarity. It depends on understanding what the NHS actually needs, why HCPs choose one option over another, and where the bottlenecks are in each pathway. It is not just about the story we tell. It is about the relevance of that story, the timing of the conversation, and how well the language aligns with NHS priorities.
The NHS is not waiting for more information. It is waiting for people who can help solve real problems.
Next year marks forty years since I first stepped into the NHS and over thirty years of working in pharma. When I hear a brand story or look at an engagement plan, it takes only a few minutes to see what is connecting and what is missing. Maybe it is age, maybe it is the breadth of therapy areas I have worked across, or perhaps it is simply that I am still a healthcare professional at heart. I recognise what lands and what gets lost.
Each year I volunteer a proportion of my time. In recent years this has included supporting the PM Society, delivering pro bono talks, and working with HPA’s European Coaching Academy. In 2026 I want to mark this milestone by doing something more personal.
So in early 2026 I will be offering five one to one strategic diagnostic sessions for UK pharmaceutical leaders. For now, I am calling this initiative The Strategic MOT: Fine Tune Your Brand for NHS Alignment.
These sessions are a personal gift. They are not commercial and not part of any programme we sell. They are simply my way of giving back to the industry that shaped my career.
Each session will offer clarity on:
- where you are today
- what is working and why
- where NHS realities may be blocking traction
- what to prioritise next
- how to communicate in a way that respects NHS time and strengthens patient access
If you are thinking about a New Year resolution, perhaps it is this. Stop overwhelming the NHS with noise and start communicating in a way that helps patients receive the medicines they deserve.
In January, I will share more details, including a chance to help shape the final name of this initiative. If you would like to be notified privately when this opens, please send me a message. This protects your confidentiality and ensures you receive the information directly.
For now, I wish you and your families a peaceful Christmas and a healthy, hopeful New Year.
Thank you for being part of my journey.
