The successful go-live for the order communications system lays a foundation for further IT developments at the Trust and its pathology network
Dartford and Gravesham NHS Trust has taken a significant step towards a more digital future by rolling out electronic test ordering using Clinisys ICE.
The trust deployed the order communications system to around 2,000 clinical users across all of its wards, the maternity and paediatrics units, the emergency and same day emergency care departments, and outpatients in June.
Previously, clinicians placed orders for imaging and pathology investigations on the trust’s 25-year-old patient administration system or on paper. The move to ICE means they can use a modern, intuitive system designed to make the process faster and safer.
The implementation also paves the foundations for further IT developments. The trust is looking to procure a new electronic patient record, while its laboratories will deploy the Clinisys WinPath laboratory information management system next year.
Once the new LIMS is in place, clinicians will also be able to receive test results electronically through ICE, improving turnaround times and making more information available to clinicians for diagnosis and treatment.
Guy Sisson, a Consultant Gastroenterologist and the Trust’s Chief Clinical Information Officer, and the Senior Responsible Officer for the project said: “This has been a long-running project that has really picked up speed over the past year.
“Once we decided on a big-bang go-live, our project team, our IT team, Clinisys, and our PAS supplier all worked together to make it work. It was almost like a hackathon, with everybody in a room making it happen.
“Since then, the feedback has been how intuitive the system is. It has been received very, very well. And it supports the next steps on our digital journey: turning off paper, implementing a new LIMS, introducing digital results reporting and, eventually, deploying a new EPR.”
The implementation of Clinisys ICE at Dartford and Gravesham is also part of a wider series of pathology IT developments in the Kent and Medway Pathology Network.
This is a partnership of seven laboratories across three pathology services at four NHS trusts: Dartford and Gravesham, Medway, Maidstone and Tunbridge Wells, and East Kent Hospitals University.
The network wants to create a single pathology platform, by implementing Clinisys WinPath at all seven laboratories, and making ICE available to all the hospital clinicians and GP surgeries that order tests from them.
The extension of ICE to GPs is already well underway. In a separate project, GPs moved from paper to digital ordering for radiology tests conducted at Dartford and Gravesham in February.
A second tranche of practices started using ICE to order radiology tests from East Kent Hospitals University in June. The next step will be for these practices to start using ICE for pathology testing.
GPs across the rest of the network will move to ICE as their local laboratories go-live with their new LIMS. Mo Khan, Programme Director-Digital, at Dartford and Gravesham, said that having GPs, hospital clinicians, and laboratories on the same IT platform will deliver significant benefits.
“We will have access to the results of tests ordered by GPs, and they will have access to the results of tests ordered in hospital,” he said. “That should mean fewer repeat tests will be needed, and clinicians will have more information on which to make decisions about their patients.”
He added: “It has taken time to get to this point, and the project has experienced a lot of challenges. But everybody involved, including the suppliers, have worked together really well, and delivered the project to a high standard, as expected by our staff, with minimal post-implementation issues.”
Clinisys has put substantial resources into developing ICE in recent years. The system has a new user interface, which Dartford and Gravesham is using, and has been built out to support information sharing across sites, networks and regions.
Louise Dewing, Programme Manager at Clinisys said: “The roll-out of Clinisys ICE at Dartford and Gravesham shows just how important pathology is to modern healthcare and how modern pathology systems can act as the foundation for further digital developments.
“This implementation took place in a complex environment, but we were delighted to see it through to a successful go-live, and even more delighted to see how it has been received. We now look forward to supporting the roll-out of Clinisys WinPath and further ICE projects across the network.”
Patients receiving care at The Clatterbridge Cancer Centre NHS Foundation Trust are benefiting from a modern patient entertainment system that is providing important comfort during long hospital stays and helping to inform people about their care, whilst alleviating pressure on busy wards.
The trust has worked with Airwave Healthcare to deploy the MyCareTV service, along with 150 intuitive screens in patient rooms across the trust’s Liverpool in-patient hospital.
It means that patients, who can be away from their friends and families for extended periods of time as they receive care, can access content to help keep them stimulated during their recovery, helping to improve their experience.
Emma Daley, the trust’s chief nursing information officer, said: “As the chief nursing information officer at The Clatterbridge Cancer Centre, I am delighted with the positive impact of MyCareTV for our patients. This system keeps patients informed and entertained, enhancing their overall experience. It provides crucial comfort and normalisation during a potentially isolated long stay in hospital, supporting mental and physical well-being, and allows our nursing teams to focus more on direct patient care. We look forward to continuing to innovate and enhance the patient experience at our trust.”
Clatterbridge Cancer Hospital Liverpool
The MyCareTV service provides a new platform for the trust to host digitised information often held in printed leaflets, allowing patients to use screens in their rooms to access materials relating to their condition, care, and recovery.
Mindfulness content created by trust teams and provided by Airwave’s sister company TechLive, is also made available for patients, as well as condition-specific related videos that demonstrate relevant exercises and other insights that can help patients to better manage their care. Patients can also choose to cast media from their own devices.
David Croft, technical change manager at The Clatterbridge Cancer Centre, said: “We are only at the beginning of what’s possible through MyCareTV and what we can achieve for patients and busy staff. Already our patients tell us they are better entertained, with access to media content they would have in their homes, providing additional comfort for many who may be experiencing challenging treatment pathways and spending significant periods of time in hospital.
“The platform is very stable, user-friendly, and fully supported – and configurable options mean we can now explore ways to use the platform to integrate with other trust systems, and respond to appetite from our staff to better field patient requests to the right person, and release time for busy nursing teams.”
Provided as a fully managed service, the reliable service significantly reduces risk of downtime, and already means that nurses are no longer spending time logging requests for trust teams to repair televisions.
In-room screens can also be used to gather patient feedback on their care, whilst anticipated reductions in leaflet usage are expected to support sustainability initiatives.
Airwave Healthcare will also be providing patients for the first time with access through MyCareTV to live streaming of music events across a broad range of genres, including orchestral recitals, rock concerts and music festivals. The service launch is imminent and for some events patients will have the option of interacting with the event via an app.
Dean Moody, healthcare services director at Airwave Healthcare, said: “The Clatterbridge Cancer Centre has made a proactive decision to innovate with patient entertainment technology in ways that add value to the patient experience, that help to stimulate minds as people receive care, and that can make a tangible difference to staff. We are really pleased to see this already working well, and we look forward to collaborating with a very forward-looking team at the trust, to enable even more benefits to be realised to help to enable efficiencies in the care environment.”
The UK dental sector is facing an unprecedented staffing challenge. NHS dentistry, already under pressure from underfunding and recruitment shortages, is now contending with volatile workforce availability and surging patient demand. The British Dental Association (BDA) has warned of an “existential crisis” for NHS provision, while a 2023 General Dental Council (GDC) survey revealed that more than a quarter of UK dentists are considering reducing their NHS commitments or leaving the profession altogether.
Dr Eugene Bojé
For patients, this translates into longer waits, fewer available appointments, and – in some cases – no access to a dentist at all. For practice managers, it means a daily struggle to fill empty clinical slots, particularly when staff call in sick or patient lists suddenly swell. The reality is that in many surgeries, the problem is not only about recruiting dentists – it is about keeping the chairs occupied day-to-day.
Locum dentists – clinicians brought in on a temporary basis – play a vital role in keeping services running. Yet sourcing reliable, last-minute cover through traditional recruitment agencies can be slow, opaque, and costly. Many recruitment agencies still rely on outdated methods, including manual phone calls, limited out-of-hours options, and a “we’ll see what we can do” approach that leaves dental practices waiting for solutions to their urgent recruitment needs. Without real-time visibility of who is available, practices risk cancelling patients, disrupting continuity of care, and losing income.
Dubbed the “Uber of dental locuming,” Airlocum connects practices directly with verified locum dentists and hygienists in their area. The platform allows managers to log in, browse clinician profiles, check availability and rates, and confirm bookings – often within 15 minutes.
With over 1,300 practices already onboard (a figure that continues to grow month-on-month), Airlocum has rapidly overtaken many traditional agencies in speed, transparency, and cost-effectiveness.
For Suzie Lovick, Operations Manager at Banning Dental Group, the difference has been transformational: “Airlocum has genuinely changed the game for us. It’s not just a platform – it’s a solution shaped around the realities of running a fast-paced dental group. We can see exactly where the usage has been, who has covered the shifts, and the associated spend. We only use Airlocum now.”
The comparison with Uber or Airbnb is more than a marketing tagline. Just as those services replaced phone queues with instant, on-demand access, Airlocum provides real-time control over staffing, clear digital records, and secure communication. This shift not only saves time, but it also reduces the operational risk of cancelled patient sessions.
For locum dentists, the benefits are equally significant. The British Dental Journal notes that flexibility and digital convenience are now among the top career priorities for early-career dental clinicians. Airlocum’s model offers autonomy over work choices, direct negotiation on
rates, and clarity on job details – features that are often absent in the traditional agency process.
In the first half of 2025 alone, Airlocum processed more than 9,500 bookings, with nearly one-third of those being same-day cover requests. The platform is increasingly integrating with other digital systems used by practice groups, from diary management tools to compliance documentation and payroll reporting.
This is where the model’s relevance to the public sector becomes clear. As dentistry moves towards larger, consolidated practice groups – some operating NHS contracts at scale – centralised, tech-enabled management systems are becoming essential. Platforms like Airlocum fit neatly into this infrastructure, offering data insights into staffing trends, cost control, and operational efficiency.
For commissioners and policymakers, the use of innovative recruitment technology in the dental sector demonstrates how real-time staffing models could help reduce missed appointments and patient backlogs across other healthcare settings, while also providing a framework for integrating digital platforms into NHS contractual arrangements to ensure that both urban and rural practices benefit equally.
While dentistry has traditionally lagged behind other healthcare sectors in adopting technology, change is accelerating. From AI-assisted diagnostics to remote treatment planning, digital tools are beginning to reshape both patient care and operational resilience.
Locum-matching platforms are an essential part of this shift. They do not replace clinicians, but they ensure that those clinicians are in the right place, at the right time – when dental practices need them. For patients, that means fewer cancelled appointments and more consistent access to treatment. As NHS dental services are already overstretched, the ability to secure recruitment cover within minutes could mean the difference between keeping a surgery open or closing its doors for the day.
For the public sector, the lesson is clear: when workforce shortages meet patient need, technology can bridge the gap quickly, transparently, and cost-effectively. Where every available appointment slot matters, this innovation may be the key to keeping NHS dentistry accessible for the communities that need it most.
Cancer patients will benefit from the potential for faster diagnosis and better access to specialist opinions, following the go-live of a digital pathology solution across five NHS sites in Devon and Cornwall.
Technical and clinical deployment of the pathology module of Sectra’s enterprise imaging solution has now taken place at University Hospitals Plymouth NHS Trust and Royal Devon University Healthcare NHS Foundation Trust – Exeter, with more laboratories soon to follow in Royal Cornwall Hospitals NHS Trust, Royal Devon University Healthcare NHS Foundation Trust – North Devon, and Torbay and South Devon NHS Foundation Trust.
A period of clinical validation will take place over several months, before digital reporting becomes mainstream, with a move towards replacing glass slides and microscopes with high resolution digital images, and the modern tools to transform how in-demand pathologists work across the region.
The solution will progressively replace the need for pathologists to interact with glass slides, which have historically been packaged and transported when second opinions are needed. The new approach will allow pathologists to save precious time preparing for, and showing areas of concern, during multi-disciplinary team meetings.
It will also mean that pathologists can work more flexibly, being able to report or provide specialist opinions on pathology images from anywhere in the region without delay and being able to work from home.
Steve Blunden, Peninsula Pathology digital pathology lead, said: “We owe it to people who get cancer to enhance how we deliver our services and allow busy pathologists to collaborate to provide timely, efficient and accurate diagnosis. This is what digital pathology is all about.
“For many cancer types, there is often a golden window from tissue diagnosis to starting surgery or chemotherapy to ensure efficacy of the treatment regimens. Digitising pathology will enhance our ability to deliver treatment to patients in a timely manner, helping to reduce recovery periods and improve outcomes for patients.
“Any patient in Devon and Cornwall should expect their biopsy to be reported by the most appropriate pathologist wherever they sit in the region, and to have their report delivered back into their host organisation system so they can be told if they have cancer and start any necessary treatment in a timely way.”
The new solution will not only benefit cancer patients, but everyone who has a specimen taken and waits for the result. Using digital pathology also creates the potential for diagnosis to be delivered sooner.
Known as the Peninsula Pathology Network, the region is the latest in the UK to deploy the Sectra imaging solution, which has been widely used in NHS hospitals for many years to analyse and report on diagnostic imaging.
Dr Tim Bracey, a consultant pathologist at Royal Cornwall Hospitals NHS Trust, and clinical digital lead for the Peninsula Pathology Network, said: “My colleagues are very eager to use digital pathology in their diagnostic work. Mature technology will help to change how we collaborate across the region and facilitate home working which will help to recruit and retain scarce professionals in the area.
“Using digital pathology is not only convenient – it is essential for expert review. Viewing very high-quality images, very rapidly, from any part of the region, will help specialists and generalists to maintain and raise each other’s standards. I expect that the quality of service will increase throughout the region, where reporting and review will be much more seamless.
“The potential for AI to reduce time-consuming, laborious work, will also give pathologists more time to do the interactive part of the specialty, to provide prognostic and predictive information to patients ourselves, as the experts, helping to convey the complexity of information. It also opens new possibilities around accurate grading of cancers, to predict morphological subtypes and appropriate drug therapies, and to triage material to be tested in a particular way, rather than testing a tumour for every mutation.”
Jane Rendall, UK and Ireland managing director for Sectra, said: “Devon and Cornwall is a strong example of how a region can continue to break down geographical barriers through digital pathology for the benefit of patients. Hospitals and laboratories across the network will become even closer through the ability to share images seamlessly. This offers the potential to redesign workforce structures and to enhance access for patients.”
The government’s plan for the NHS is a huge document. Jane Stephenson, chief executive of SPARK TSL, argues the key to unlocking its digital ambitions is to consider what it has to say about the shift from CDs to digital music.
Jane Stephenson
How can trusts and health boards make the same shift from analogue to digital delivery, while lowering costs and improving satisfaction and engagement?
The government has published the 10 Year Health Plan that it says will deliver “radical change” in the NHS and create a more local, more personalised experience for patients.
Fit for the Future is a big document. Online, it runs to more than 160 pages. So, it’s important to find a way in. One of the things that struck me was a panel a third of the way through, which talks about using digital to improve financial sustainability.
This panel says: “In other industries, digital technology has fundamentally disrupted the status quo. Listening to music no longer requires the manufacture of a physical CD, its distribution to shops, or the costs of physical retail space. Higher convenience, at a far low unit cost.”
Built to support digital delivery
Why did this stand out? Well, SPARK TSL was created to bring about exactly this disruption. We set out to deliver wi-fi to areas where it was hard to deploy and to help businesses to use that connectivity to deliver digital services to their users.
We work in marinas, shopping centres, and conference centres; but we have developed a specialist health practice since we started working with a London trust 20 years’ ago.
Almost every hospital trust and health board in England and Scotland now uses SPARK Connect wi-fi, our patient engagement solution, or the bedside units that we acquired with Hospedia towards the end of the Covid-19 pandemic.
We are also starting to see trusts adopt the SPARK Fusion platform that we are promoting into the NHS since acquiring and enhancing it from the Sentean Group in the Netherlands, where it is used by leading hospitals to put productivity and patient apps into the hands of staff and patients.
Analogue to digital, or old tech to new?
This is another reason that panel stood out. It was the digitisation of music, so that it could be burned onto a CD, that paved the way for the streaming services that we use today. But the delivery mechanism moved on.
Back in the day, the Hospedia units were just as revolutionary. They did away with payphones in hospital corridors and TVs that had to be wheeled onto wards, so every patient could watch the same programme.
Today, they have had their time. Since we acquired Hospedia, we have been encouraging trusts and their charities to consider the role of the ‘patient pays’ model and to work with us to provide additional functionality and services that will make the lives of staff and patients better. Now, we are planning to ‘end of life’ the old units next year.
However, as we do that, trusts will be able to use the valuable infrastructure that sits behind them – the trunking, power, and wi-fi services – to deliver entertainment, communication, and information to patients, over modern bedside units, iPads, and patients’ own devices.
So, what strikes me is that one of the big shifts that the 10 Year Health Plan wants to see is from analogue to digital. Yet the NHS has been deploying digital for 30 years and, sometimes, what it has done is get stuck on old technology.
As trusts and their IT departments look to respond to Fit for the Future, they will need technology partners that can not just install new technology but maintain, refresh, and build on it.
By 2035, we know we will have refreshed the iPads that we are putting into trusts now at least twice; and we can predict that we will be running whole new packages of software as staff and patient requirements mature.
Change tech, change relationships
Going back to that panel: the move from CDs to streaming didn’t just change the distribution mechanism for music. It changed people’s relationship with it.
Today, people can compile playlists of the songs that matter to them, and get suggestions tailored to their needs – from working out to relaxing. In the Netherlands, hospitals also use SPARK Fusion to give patients more control over their environment.
They use the platform to run modern nurse call systems that allow patients to indicate what they need before busy staff head for their bedside, ensuring the correct staff member is assigned to the task. They support meal ordering apps that reduce waste by enabling patients to order food that fits with their tastes and condition, thanks to integration with administrative and clinical systems.
They also use SPARK Fusion to provide patients with information about their treatment, discharge and rehabilitation. In fact, patients can download the Fusion app onto their devices and take digital leaflets, medicines advice, physiotherapy exercises and other information home with them.
This helps to reduce the risk of re-admission and helps patients to get the best possible outcome. Which, of course, fits with the other two shifts that the 10 Year Health Plan wants to see, which are from hospital to community and treatment to prevention.
It also fits with the plan’s argument about why those shifts matter, which is that they will improve productivity and deliver more personalised care.
The plan argues that it is “boosting operational productivity” that will enable the NHS to “restore constitutional waiting time standards and deliver increasingly innovative care.” While it is “more precise prevention, and the information and tools that patients need to more actively participate in their own care,” that will reduce demand in the long term.
What I take from this is that trusts don’t just need to go from analogue to digital, or even old technology to new technology. They need to find the technology that will support productivity, excite staff, and engage patients.
At one of the first English hospitals to deploy SPARK Fusion, a survey has shown that 80% of patients are finding it easier to find educational content. The platform is putting information in patients’ hands so they can act on it.
Feedback loops
Speaking of surveys. The 10 Year Health Plan outlines a new role for patient feedback. It says this could be used alongside league tables to support patient choice and that it could influence the rates hospitals are paid for treatment.
Our technology facilitates the collection of patient feedback. It can be used to run statutory surveys and drive-up completion rates. However, that is just a small part of the picture.
The big piece is to seize the opportunities presented by digital to modernise delivery and improve productivity and experience in the process. To do that, trusts and health boards need the right digital partner, with the right technology, and the vision to evolve that technology over time.
That’s what will bring the “higher convenience, lower unit cost” services to the NHS that we have come to expect from entertainment and other digital experiences in our day to day lives.
Neil brings more than 20 years’ international leadership experience across workforce management and talent services. He most recently served as Head of Europe, Tapfin at ManpowerGroup and has previously held senior roles at Geometric Results (GRI), AMS, Pontoon Solutions, and as CEO of Adecco Australia and New Zealand. His career has spanned Europe, Asia-Pacific and Australia, where he has consistently delivered transformation and innovation at scale.
“I am delighted to join the Matrix family,” said Jones. “The broad customer base, impressive product portfolio, technology expertise and strong reputation for delivery give us an ideal platform to grow the business. I am looking forward to working with the talented team at Matrix, and with the Board and our investors.”
Richard MacMillan, Chairman of Matrix, added: “Neil’s proven track record and leadership will strengthen the services we provide to both existing and new customers. His experience and focus will help us build on our strong position in workforce management and pre-employment screening, ensuring we continue to deliver the highest standards of service, innovation and value.”
Dräger, an international leader in the fields of medical and safety technology, will showcase a range of sophisticated capabilities to further the safety, health and wellbeing of defence and security personnel at DSEI 2025.
Technology in operation with smoke/protective equipment for military and safety forces
Leading Dräger’s lineup is the Breathguard 2500, a carbon monoxide and carbon dioxide gas detection device designed for continuous air monitoring when crews are within confined environments, such as military defence vehicles. The Breathguard is customisable with different alarm levels, and is designed to withstand extreme conditions such as shock, vibration, and high or low temperatures with electromagnetic compatibility.
Dräger’s pilot mounted, in mask gas and pressure monitoring system, AviAir, will also be an important feature of Dräger’s stand. Developed to help explain ‘Unexplained Physiological Events’ (UPEs) during flight, the AviAir is designed to monitor pilots at the point of ‘most environmental challenge’, not only monitoring the pilot, but also the physical environment, including aircraft manoeuvres. The aircrew-worn data collection and monitoring device utilises Dräger core gas sensors from Dräger medical devices for Oxygen (PIA) and Carbon Dioxide measurement (ILCA2), in use globally within the medical industry today. Benefits include visualised respiration, identification of trends and learning from cause and effect.
Providing long-duration critical gas detection capability in austere environments is Dräger’s X-GEM. Visitors to the event will see how this intelligent gas detection module has the potential to form the basis for a new generation of gas measurement devices. It can evaluate Dräger’s electrochemical sensors, to provide a digital and easy-to-read total measured value. It has stripped back all the features of a gas detector to purely focus on the measurement functionality, which will allow the device to rapidly integrate into third party systems or bespoke capabilities for Defence & Security.
Attendees will also be able to view ColPro, a Dräger Chemical Biological Radiological and Nuclear (CBRN) respiratory protection system that safeguards military personnel against CBRN threats. ColPro is designed to produce a positive pressure inside the protected cell, ensuring that contaminated air can’t reach the interior. The device offers effective protection against threats such as respirable dusts, contaminated particles, aerosols, bacteria, viruses, toxins, chemical warfare agents and toxic industrial chemicals (TICs). Dräger tailors the system to the specific application for either stationary or mobile use.
Tom Pearson, Marketing Manager, Engineered Solutions and Government Agencies at Dräger says Dräger is looking forward to an important opportunity to exhibit its capabilities at the pivotal event for the global defence industry: “Our established expertise in medical and safety technology means we have solutions to a vast range of threats and hazards. At Dräger, our openness to new and innovative approaches drives us to apply the latest technology to our devices and leverage a deep understanding of our customers’ needs. DSEI is an important event to share details on our lifesaving technology.”
DSEI UK 2025 takes place on 9-13th September at Excel London.
There’s a phrase Johann Hari uses that resonates deeply with me: our schools have become factories of compliance. I see it everywhere. Young people drilled to tick boxes, to pass tests, to fit into standardised categories. What they’re not learning is how to think, how to imagine, or how to adapt. We are shaping students to survive in systems that no longer exist, rather than preparing them to thrive in the unpredictable realities that lie ahead.
The result? Graduates who are disengaged, employers frustrated by their lack of readiness, and a generation taught to play safe when the world needs them to take risks. It is a crisis we can no longer afford to ignore.
And the urgency is only increasing. By 2030, AI is predicted to replace 300 million jobs, with 41% of companies worldwide planning to reduce their workforce. Think about that. If our schools continue producing risk-averse learners who can only follow instructions, they will be the first to be left behind. The future belongs to those who can do what machines cannot: think critically, create boldly, and connect human to human.
Georgina Badine
I have worked in big corporations and with young people alike, and the gap between what our schools deliver and what our future requires could not be starker. Creativity, the UK’s most powerful export is treated as an afterthought. The irony is unbearable: we are brilliant at creativity, but we fail to teach it.
Sir Ken Robinson once said that schools kill creativity. He was right. We don’t grow into imagination; we are educated out of it. And still, more than 15 years after his words shook the world, little has changed.
Instead, we continue to prize the “right” answer above the right question. We value conformity over curiosity. We produce cautious, risk-averse learners when what the future needs are innovators, collaborators, and problem-solvers.
And we see the consequences everywhere. More than one in ten graduates are unemployed, and many more are underemployed. At the same time, apprenticeships in tech, digital entrepreneurship, and creative industries are growing faster than traditional roles. Yet our schools behave as though the pinnacle of success is simply getting into university.
This is not just an academic failure. It is a social and economic one. The creative industries add more than £100 billion a year to the UK economy and employ millions. Advertising alone brings in billions in exports. Yet if you walk into a classroom today, you will rarely find creativity treated as core. Children who shine in art, music, or design are still told these are hobbies, not careers.
And the human cost is heartbreaking. Parents are told their child is “struggling” because they don’t excel at maths or English, but almost never because the system is failing to recognise their true strengths. I have seen too many children lose confidence before they even have the chance to discover what they might bring to the world.
This is about more than jobs. It is about citizenship. The challenges ahead, climate change, AI, global inequality, cannot be solved by passive learners trained to repeat facts. We need young people who can think critically, empathise deeply, and act imaginatively. If we continue down the path of compliance-first education, we risk raising a generation unprepared for both democracy and the economy.
At Invicta Vita, I have seen what happens when you flip this narrative. When creativity and empathy sit at the centre of learning, something shifts. Young people come alive. They stop asking, “what do I need to do to pass?” and start asking, “what do I need to do to solve this?” They grow resilient, collaborative, and confident.
I know this because I’ve lived both worlds, from the fast moving financial sector to the frontlines of social change. And I am convinced that we are educating for yesterday, not tomorrow.
The good news is that change is possible. We can build schools where creativity is treated like literacy and numeracy: fundamental. We can embrace real-world learning collaboration, experimentation, presentation, digital storytelling, as essential skills. We can acknowledge multiple pathways to success, instead of insisting that university is the only one.
This is not about lowering standards. It’s about raising them to meet reality.
So here is my message: if the UK is to thrive, we must align our schools with our true strengths. Creativity is not a luxury. It is survival. It is the beating heart of our economy, our democracy, and our shared humanity.
Compliance may have served the industrial age. But for our children’s future, creativity is everything. The time to act is now.
Alcidion has announced the addition of three new appointments to their UK-based team, with one internal promotion and two external recruits. Dr Paul Deffley has been announced as the UK Managing Director, with Tracy McClelland and Darren Ransley joining as global Chief Clinical Information Officer (CCIO) and Chief Revenue Officer (UK), respectively.
Dr Paul Deffley has been Alcidion’s Chief Medical Officer since 2022 and will continue in this capacity in addition to taking on the UK Managing Director responsibilities.
Darren Ransley
With 28 years of healthcare experience, Tracy McClelland joins Alcidion with a combination of deep frontline clinical expertise and senior clinical leadership in digital transformation across the UK and Australia. Tracy began her career as a Haematology and Oncology Specialist Nurse, transitioning into a global CNIO/CCIO role in digital health nine years ago.
Darren Ransley brings more than 25 years of experience in enterprise sales, growth and strategy development in healthcare. He has specialised in selling, marketing, and supporting delivery of healthcare solutions and digital health platforms. Darren will lead business development and account management for Alcidion in the UK, supporting the NHS to realise its vision of a digital future.
The appointments build on Alcidion’s established presence supporting the digital capability of the NHS. The Company’s flagship platform, Miya Precision, has been adopted by a growing number of trusts delivering data interoperability and clinical workflow transformation. Miya Precision is known as a highly user-friendly, clinician-focussed platform that supports trusts to streamline patient flow, unify patient records and deliver AI-powered clinical decision support.
Tracy McClelland
The expanded team comes at a unique moment for the NHS and UK market, following the release of the ambitious NHS 10 Year plan and increasing digitisation of healthcare.
Kate Quirke, Alcidion CEO & Managing Director said: “This is truly an exciting time to be working in healthcare in the United Kingdom, and having Paul step into the MD role is great for both our customers and the future of the company. I look forward to having Tracy and Darren’s expertise on board, complementing the established capabilities of our UK and global team. Both will be crucial contributors to how we support our new and existing customers to deliver on the new NHS goals.”
Dr Paul Deffley noted: When we are building and supporting digital solutions for health, it is absolutely critical that we have the clinician’s viewpoint and that level of safety built-in. Tracy’s clinical perspective will be invaluable in helping us build software that truly improves patient outcomes and supports safe, efficient operations. I am also delighted about Darren’s expertise in expanding our reach across the UK and building on the strong relationships we’ve already established in the market.”
Both Darren and Tracy commenced with Alcidion on the 1st September, 2025.
Managing the complexities of council assets and the diverse impact they have on local communities is no mean feat, particularly when funding from central government is only heading in one direction: downwards!
With budget cuts, rising community expectations, environmental responsibilities and evolving legislation – all on top of managing physical assets – it is clear why councils need to invest in more sophisticated asset management processes.
Within a council, there can be many different factors and suppliers at play, sometimes adding unnecessary levels of complexities to any one job. With multiple suppliers, data can become disjoined over time, which can ultimately lead to reactive maintenance, rather than a proactive outlook. Fixing problems is always more expensive in the long-run rather than preventing them from happening in the first place.
Councils have a multitude of assets to monitor and manage at any one time – drainage, parks and grounds, highways, bridges and structures, and more – and understanding the characteristics and patterns of these assets takes time. However, by using centralised data across asset classes can help councils to understand these behaviours, as well as the impact between them.
Ruth Hughes, Leicestershire County Council
Take highways and drainage, for example, in this scenario: A gully along a highway is blocked and there is a weather warning for heavy rain. Overnight, the rainfall causes localised flooding which means road closures and diversions are put in place. A subsequent cold snap causes the surface water to freeze, causing icy road conditions and a deterioration of the road’s surface.
With all assets managed in one system, this risk could have been avoided. Councils would be aware that the gully was prone to blockage and that the road condition in that particular area was already fallible. With this information, a proactive plan could have been put in place to ensure regular clearing of the impacted gullies and a priority level set for resurfacing works on the road.
One system. One supplier.
The shift to greater digitisation in asset management is helping councils to meet these challenges by enabling them to interrogate operations, support financial decisions and deliver cost efficiencies that stretch budgets further, while also benefitting communities.
Brightly’s digital asset management tool, Confirm, is an intuitive, user-friendly and robust system that supports smart management to facilitate local authorities’ service
improvements. It centralises assets to simplify and streamline the processes involved with managing them.
With Confirm, everyone works from the same centralised data across each council department, meaning: one point of data input, one system for the team to learn from, and one place to pull real-time information from.
A customer’s perspective
By using Confirm, Brightly’s customers are benefitting from being able to inform and defend decisions, make budgets work harder for their communities and deliver better services more quickly to councillors and members of the community.
Richard Evans, West Sussex County Council
“We started using Confirm in January 2004. The reason we bought this software was because we were unable to defend an insurance claim, because we couldn’t prove the negative. If you haven’t got the information, it’s very hard to evidence. So, finding bits of paper – When did you inspect? Did you inspect? What did you find? Having it all there you can prove the negatives as well.” – Ruth Hughes, Leicestershire County Council
“Hidden data, or data which is not looked after or is locked away somewhere, is an immature sign in an organisation. So, having a system where it’s easy and possible to put that data in, helps us to quicken up the pace to design schemes, respond to councillors and members of the public, and deliver better services.” – Chris Faires, Hertfordshire County Council
“The mobile, offline working with Confirm Connect is fantastic, in my opinion. It’s key to a lot of our field staff and the efficiencies that we get. There’s no double handling of information, for example.” – Richard Evans, West Sussex County Council
“There isn’t an infinite amount of money or resources, so we need to make sure we’re making the right decisions at the right time to get the most out of taxpayers’ money. By using asset data to make decisions, we’re providing the best value to the community.” – Shaun Taylor, Bristol City Council
“We’re a very large council with hundreds and thousands of assets that needed to sit in a proper system. With Confirm, we now have much more granularity and a deeper understanding of our assets. We can see an asset issue right from the time it gets reported to the minute it gets completed. This system enables us to properly account for what’s happened to our various assets right across the network.” – Carol Valentine, Kent County Council
ByGary Haynes, MD of Voicescape, the UK’s leading provider of resident engagement solutions for housing associations and local authorities
Gary Haynes
We now know that 60% of the 300,000 affordable homes to be delivered in the £39bn housing programme pledged in last month’s Spending Review will be earmarked for social rent.
It marks a landmark moment for social housing, with the government signalling its recognition of housing as a critical driver of economic growth, and a lifeline for communities.
The commitment will empower social landlords to pursue more ambitious, long-term development strategies. More importantly, it promises better living conditions for hundreds of thousands of people while revitalising a sector that has been in decline for decades.
Yet delivering on this ambition will be no small feat. To put it in perspective, the 180,000 social rent homes required represent a sixfold increase on the number delivered in the decade to 2024. Achieving this will demand a scale of housebuilding not seen since the post-war era.
A challenging period
And social landlords must deliver this expansion amid a perfect storm of challenges; the cost-of-living crisis, Universal Credit complexities, and rising arrears – with 9% of tenants already behind on payments and another 70% at risk.1
Meanwhile, the sector itself faces mounting financial pressures. Debt levels are projected to reach £120bn by 2026, driven by rising repair, maintenance, and decarbonisation costs, alongside refinancing needs.2
Add to this the imminent Decent Homes Standard updates and the Renters’ Rights Bill, and it’s clear that regardless of the significant capital expenditure pledges, in the day-to-day
social landlords will be required to achieve more with less, under greater scrutiny than ever before.
None of this will surprise industry readers, nor should it suggest reluctance to embrace the Government’s plan. This is a transformative opportunity. But continuing with business-as-usual approaches won’t suffice. To manage expanding responsibilities, and seize new opportunities, the sector must continue to innovate.
The potential of digital transformation
Digital transformation will be key to sustaining this affordable housing agenda. Only through technological innovation, particularly AI, can the sector revolutionise service delivery to enhance quality while driving long-term efficiencies as numbers of residents increase.
AI’s potential spans arrears management, compliance, customer satisfaction, and income recovery and leading providers are already proving its value. For example, Housing Association Thirteen Group cut manual rent-arrears actions by 65% using the AI-powered Caseload Manager solution, freeing staff to focus on complex cases and personalised support.
The scope for automation extends further. Another of our solutions is designed to reduce the costs of no-access appointments for repairs, maintenance and compliance reporting, for example. This system saved Platform Housing Group over £70,000 in just six months across one business function, for example, while also making a marked improvement in customer engagement.
Collectively, embracing automation across organisations and teams could free up vast amounts of time, all of which can be put to better use.
Indeed, AI-enabled systems won’t replace human roles in social housing – one of the early concerns about welcoming such technologies into the sector too quickly. Rather, the optimal role for these technologies is in supporting and enhancing human expertise, taking care of repetitive tasks while allowing operatives to prioritise critical cases, make informed decisions, and deliver better services when and where they’re needed most.
Embracing the opportunity
As the sector scales up to meet its targets, such innovations must become the norm. That’s why we also welcome the Chancellor’s £2bn commitment to ‘homegrown AI’ as a tool to ‘solve challenges’ in the Spending Review.
Social housing is a prime example of how AI can tackle significant national challenges. We’re optimistic that the combined outcomes of the Review will act as a catalyst for accelerating tech-enabled service delivery for communities and social housing providers across the UK.
Joseph Rooke, Director Risk Insights (Insikt Group) at Recorded Future
High-profile cyber-attacks have shaken the private sector in recent months, with their devastating consequences dominating headlines. But while commercial businesses have been in the spotlight, organisations across the public sector are now asking a critical question: could we be next?
Joseph Rooke
Unfortunately, and perhaps inevitably, the answer is likely yes.
The UK Government has acknowledged that schools and hospitals are “very likely” to be targeted by cybercriminals. It has also warned that major public bodies, such as the Department for Science, Innovation and Technology, are not adequately prepared for a cyberattack that could contribute to a national crisis.
Cyber threats are not a new challenge. The public sector has long been vulnerable, and the risks are growing. The potential consequences are severe, ranging from the erosion of public trust and regulatory penalties to political fallout and national security concerns.
So, what threats is the sector up against, and what can public sector organisations do to protect themselves?
Why is the public sector being targeted?
Public sector institutions such as schools and hospitals are becoming increasingly attractive targets for cybercriminals. These organisations manage vast amounts of sensitive data – including personal information, intellectual property, and critical research – while also delivering essential services that the public depends on daily.
This combination makes them uniquely vulnerable. Any disruption to education or healthcare systems creates immediate public pressure, a fact that attackers are quick to exploit to extort payments or gain publicity.
Yet despite the high stakes, many of these institutions often continue to rely on outdated infrastructure and legacy IT systems. Cybersecurity budgets are often limited, and dedicated security teams are scarce or non-existent. These vulnerabilities, when taken together, make public sector organisations low-hanging fruit for increasingly sophisticated cyber threats.
Ransomware, DDoS, and supply chain attacks: today’s top threats
As technology continues to evolve, so too do the tactics employed by cybercriminals. Public sector organisations are increasingly in the crosshairs of sophisticated cyber threats, and risks are not only escalating in volume but in their potential impact on public safety, trust, and national security.
Ransomware: a tangible and costly threat
The National Crime Agency (NCA) and National Cyber Security Centre (NCSC) deem ransomware as the greatest of all serious and organised cyber crime threats and a risk to UK’s national security. By infiltrating systems through malware, cybercriminals gain unauthorized access, often encrypting or exfiltrating sensitive data. They then demand ransom payments in exchange for restoring access or withholding the publication of the stolen information – sometimes threatening to leak it on the dark web or release it publicly.
The real-world consequences of such attacks are becoming alarmingly clear. A recent example is the ransomware attack on Synnovis, a pathology service provider used by the NHS. The breach led to delayed blood test results, postponed surgeries, and serious disruption to patient care. This underscores the reality that ransomware attacks on the public sector can have life-or-death implications
DDoS attacks: crippling public access
Distributed Denial of Service (DDoS) attacks, which involve flooding an organization’s servers with traffic from multiple sources, continue to be a favoured method for causing widespread disruption. The goal: to crash systems, deny access, and generate chaos – especially during critical periods.
In the 2022 U.S. elections, political websites experienced a staggering 400% increase in weekly DDoS attacks. One notable incident saw Mississippi’s election website temporarily taken offline, an attack claimed by a pro-Russian hacking group. These disruptions erode public confidence and highlight the geopolitical motivations behind many cyber threats targeting the public sector.
Supply chain vulnerabilities: an expanding attack surface
As public sector organizations increasingly rely on complex, interconnected supply chains, they also inherit the cyber risks that come with them. Emerging technologies such as IoT, AI, and cloud-based platforms are transforming operations – but they’re also creating new entry points for threat actors.
These extended networks mean that a single weak link, often a third-party vendor, can expose an entire system. The larger and more fragmented the supply chain, the broader the attack surface, making public sector bodies more vulnerable to attacks that could disrupt critical operations, delay services, or compromise sensitive data.
Organised cyber gangs and State-backed hackers: know your enemy
The most prevalent cyber threats today come from organised criminal groups. These hacker collectives operate like professional businesses, with defined hierarchies, specialised roles, and clear objectives. Their motivations are typically financial gain or notoriety, often achieved by stealing valuable data or disrupting operations to pressure organisations into compliance.
However, an even more insidious threat comes from state-sponsored actors. These attackers are either directly employed by nation-states or indirectly supported through funding and infrastructure. Unlike financially motivated groups, state-backed hackers pursue strategic national objectives – such as cyber espionage, surveillance, or critical infrastructure disruption.
State sponsored attacks in action
This threat is far from hypothetical. In 2024, a Chinese state-sponsored group known as Salt Typhoon infiltrated major global telecommunications providers, gaining access to the communications of senior U.S. government officials in Washington.
A recent example includes North Korean threat actors applying for remote jobs in foreign companies, using AI tools to mask their identities and infiltrate critical infrastructure. This evolving tactic, known as an ‘insider threat,’ presents a growing risk to organisations across both public and private sectors.
As geopolitical tensions continue to rise, these types of attacks are expected to become more frequent. Cyber warfare offers governments a low-cost, low-risk alternative to conventional conflict – a way to weaken adversaries, gather intelligence, or destabilise critical systems without firing a single shot.
How can public sector organisations protect themselves?
Government intervention plays a crucial role in combating cyber threats. In 2024, for example, an international task force led by the UK’s NCA and the US FBI – Operation Cronos – successfully dismantled LockBit, one of the world’s most damaging cyber gangs.
The Government is actively addressing the increasing cyber threats faced by organisations, including those posed by hostile states and criminal groups. The Cyber Security and Resilience Bill – currently progressing through Parliament – places a strong emphasis on combating ransomware. In parallel, the Government has recently concluded its consultation on further ransomware-specific proposals.
But government action alone isn’t enough. Public sector organisations must take proactive, holistic steps to improve their own cybersecurity.
People as the first line of defence
Strong cyber defence starts with people. Awareness and training should go beyond generic modules and focus on real-world threats. While phishing remains a common tactic, attackers are now using deepfakes and AI-generated content to impersonate trusted individuals and manipulate employees. Training must evolve to help staff recognise and report these more advanced threats.
Keeping systems secure
On the technical side, routine patching and timely system updates are essential to eliminate known vulnerabilities. Network segmentation, especially for systems handling sensitive data, can limit the spread and impact of breaches.
Share insights and intelligence
Equally important is access to actionable threat intelligence. Threat intelligence can enable organisations to better understand threats and repel them before they materialise into breaches. Additionally, sharing such intelligence across public sector organisations helps detect patterns, anticipate attacks, and coordinate responses. When agencies operate in isolation, attackers gain the upper hand. But with collaboration and shared situational awareness, the entire sector becomes stronger and more resilient.
Time to act
The public sector faces an escalating and complex cyber threat landscape that demands urgent attention. With attackers growing more sophisticated and motivated, there is no room for complacency. By investing in people, modernising systems, and fostering greater collaboration across agencies, public sector organisations can build stronger defences and reduce their vulnerability. Ultimately, safeguarding critical public services and national security requires a unified, proactive approach that evolves alongside emerging threats. The time to act is now, before the next devastating attack hits.
A World War naval base and a centuries old Swedish ship have both been named as Scotland’s newest Historic Marine Protected Areas.
The Scottish Cabinet Secretary for Climate Action and Energy Gillian Martin confirmed the designation of the two sites off the coasts of Orkney and Shetland to recognise the national importance of the historical marine assets and provide legal protection to ensure their preservation.
The Scapa Flow site off the coast of Orkney has a number of different historic marine assets including the largest concentration of warship wrecks and other wartime artefacts in the UK. It played an important role as a naval base during the two World Wars of the 20th century and was the location of the internment and scuttling of the German High Seas Fleet at the end of the First World War.
Queen of Sweden wreck site
The Queen of Sweden is one of the best-preserved remains of a Swedish East India Company ship located in waters around Scotland. She was built in Stockholm in 1741 to trade with China – the largest ship built for the company at that time – and sank off the coast of Shetland in 1745 during strong winds.
The first Historic Marine Protected Areas were designated by the Scottish Government in 2013 to identify and protect marine historic assets of national importance which survive in Scottish territorial waters. It is a criminal offence to remove, alter or disturb any of the protected sites across the country.
Confirming the designation of the two sites today, during a tour of the Scapa Flow site, Ms Martin said:
“These two new Historic Marine Protected Areas – at Scapa Flow, and the Queen of Sweden wreck site in Shetland – are important additions to our network of Historic MPAs, which protect the most significant wreck sites across Scotland’s seas.
“The designation of these sites recognises their national value and will help to ensure that future generations can continue to explore, learn from, and be inspired by Scotland’s underwater heritage. I’m grateful for the support from local authorities, heritage bodies, and marine industries in bringing these designations forward.”
Director of Heritage at Historic Environment Scotland Elizabeth McCrone said:
“We are delighted that Scapa Flow and the Queen of Sweden have been designated as Historic Marine Protected Areas. These sites are nationally important parts of Scotland’s maritime history and this recognition will ensure they can be protected and enjoyed responsibly for generations to come.”
Orkney Islands Council Leader Heather Woodbridge said:
“Wrecked vessels, including those of the German High Seas Fleet, are a significant heritage asset and attract visitors from all over the world, contributing to the economy of Orkney. Sadly, the condition of the wrecks is deteriorating, and these important remains will not last forever. Officially recognising and protecting these sites is therefore vitally important to maximise their longevity. This Historic MPA will ensure these irreplaceable assets are protected from future human damage or disturbance while still allowing for responsible access, research and education where appropriate.”
Shetland Islands Council Leader Emma Macdonald said:
“We welcome this Historic MPA designation, which will help preserve an important part of Shetland’s maritime heritage. The Queen of Sweden is one of the best-preserved 18th-century trading vessels, lying in shallow waters and popular with local divers. This designation will provide her with greater protection while ensuring she remains accessible to the diving community.”
Since the early 2000s, the global medical tourism industry has grown at a remarkable pace. Once accessed by the wealthy seeking luxury treatments abroad, it is now a mainstream option for many UK citizens – particularly in the field of elective cosmetic procedures such as breast implants, dental veneers, and hair transplants. Lower costs, faster treatment timelines, and glossy marketing campaigns have driven a surge in outbound medical travel. According to the Office for National Statistics (ONS), 431,000 UK residents travelled abroad for medical treatment in 2023 – an increase of more than 180% since 2016.
But while the demand for overseas cosmetic treatment is rising, so too are the risks. Behind the allure of cheap procedures lies a growing and dangerous regulatory gap – one that threatens individual patient safety and places a growing burden on the NHS.
The current absence of a UK-specific regulatory framework for outbound medical tourism means individuals are often left exposed to poor clinical standards, inadequate pre-operative assessments, insufficient insurance coverage, and minimal – if any – aftercare upon returning home. In far too many cases, UK patients are receiving treatment from unverified clinics abroad that fail to meet basic standards of care. The consequences are serious and sometimes fatal. During a parliamentary debate in March 2024, it was revealed that at least 28 UK citizens had died after undergoing cosmetic procedures in Turkey between 2019 and 2024. These tragic outcomes are not isolated incidents. Complications range from infected wounds and thrombosis to sepsis and life-threatening surgical failures – all of which frequently require emergency NHS intervention.
We must be clear: the problem is not international healthcare itself. Many overseas providers like Longevita deliver high-quality treatment, and patients have the right to seek care across borders. But the lack of coordinated, enforceable regulation for UK medical tourists has created a vacuum – one in which unqualified clinics, misleading advertising, and unsafe practices can thrive.
To address this growing issue, I have written a White Paper which proposes a robust five-pillar framework to protect UK patients and reduce the cost to the NHS. At the heart of this plan is the creation of an independent UK Medical Tourism Accreditation Association (UKMTAA), a regulatory body that would oversee, accredit, and monitor international providers marketing to UK patients.
The UKMTAA would introduce a national accreditation system for overseas clinics offering services to UK consumers. This would establish clear clinical governance, safety protocols, transparency requirements, and continuity of care. Providers that meet these standards would be eligible for UKMTAA certification, allowing patients to identify reputable clinics and avoid unsafe or unscrupulous operators.
In addition to accreditation, the White Paper calls for mandatory medical tourism insurance for UK patients travelling abroad for treatment. At present, patients often rely on
basic travel insurance or no insurance at all – leaving them unprotected if complications arise. Statutory insurance would ensure coverage for surgical risks, emergency repatriation, and essential post-operative care, reducing pressure on NHS resources.
Another critical element of the proposed framework is the introduction of a UK-based aftercare pathway. Many overseas clinics discharge patients within 24 – 48 hours of surgery, leaving them with little support if complications develop. An integrated system that connects returning patients to domestic healthcare providers would enable earlier intervention, reducing the risk of escalation and long-term recovery needs. This would also provide much-needed clarity for NHS clinicians managing overseas complications, who currently face fragmented and inconsistent information from unaffiliated providers.
The White Paper also calls for stricter advertising standards. Social media, influencer endorsements and unregulated online platforms have become the primary marketing channels for overseas cosmetic clinics. Many adverts promote unrealistic results, conceal risks, and present misleading pricing structures. This must change. The UK should work with the Advertising Standards Authority (ASA) and the Care Quality Commission (CQC) to create advertising regulations for medical tourism that mirror those in place for domestic healthcare marketing. Clinics should be required to disclose outcomes data, staff credentials, and the risks of procedures as part of any promotional activity.
Finally, a national campaign to educate the public about the risks and responsibilities associated with medical tourism is urgently needed. Patients deserve to make informed choices about their care. This includes understanding the importance of checking provider credentials, seeking proper insurance, and planning for aftercare.
The current unregulated environment for UK citizens seeking cosmetic procedures abroad poses unacceptable risks to both individuals and the NHS. By introducing a national accreditation body, mandatory insurance, coordinated aftercare, tighter advertising rules, and better public education, we can ensure safer outcomes, preserve NHS resources, and foster a more transparent international healthcare market.
Medical tourism is here to stay. But it must be made safe, accountable, and fair. As Parliamentarians, you have the power – and the responsibility – to legislate for the protection of UK patients, and to ensure that the pursuit of affordability does not come at the cost of lives.
· Former US State Department and military veteran, Richard Donnellan joins mission-critical technology company, Quantum Trilogy in a crucial public sector and private finance relations function
· Appointment comes following decades of business success across energy, finance and defense sectors
Quantum Trilogy, a technology company providing mission-critical, agile solutions to urgent government needs, has announced the appointment of Richard Donnellan as Chief Funding Officer.
Richard Donnellan
In his role, Richard will leverage his experience to build and strengthen relationships with the EU, Middle East, NATO, and diplomatic delegates from partner nations, as well as private finance and venture capital institutions. His mission will be to pair funding opportunities with government requirements and to oversee investment negotiations, thereby aiding allied countries in defending their sovereignty. This unique Funding Division forms part of Quantum Trilogy’s groundbreaking governmental offering, which aims to strengthen cross-border relationships and deliver truly bold technological solutions.
Having worked across the energy, finance and defense sectors, Richard is one of the defense industry’s most dynamic corporate assets, bringing fierce negotiation and mediation prowess to ensure fast and secure business growth.
After a successful career in the Parachute Regiment and the US State Department, Richard founded and led businesses in post-conflict regions such as Iraq, Afghanistan and West Africa where he focused on procurement and energy. He led those businesses through two funding rounds from venture capital to private equity, driving expansions in the Middle East as well as expanding into other sectors. This success resulted in a turnover of over $300 million, all whilst safely employing over 1,000 staff. Through this experience, Richard has established and built an excellent network through engagement with governments firstly in the Middle East and Africa, and subsequently in South America.
“Richard brings a vast amount of experience and expertise to a crucial role within our company,” said Alain Obadia, CEO at Quantum Trilogy. “As we continue to build on our mission to drive innovation in the defense sector, he perfectly bridges the intersection of corporate and public sector relations.”
Richard Donnellan commented, “When I was approached by Quantum Trilogy, I was immediately attracted to the company’s fast-paced, innovative approach to transforming the industry.”
“We live in a very important time for defense, where technology is advancing at a rapid rate. It’s an exciting time to be part of this change and to help drive the industry forward every day.”
Keeping Children Safe in Education (KCSIE) states ‘schools and colleges should consider carrying out an annual review of their approach to online safety’. To help support schools, edtech charity, LGfL-The National Grid for Learning has developed a free, comprehensive yet easy to use Online Safety Audit, recently updated (Feb 2025) to reflect changes to the DfE Standards for filtering and monitoring.
The simple, downloadable Word document has two broad sections with questions on: Curriculum, General Approach & Communication; and Safe School Systems – technology for safeguarding and safeguarding for technology. Responses to the questions are rated red-amber-green (RAG) along with annotated evidence and actions.
Commenting on the audit, Duvessa Brown, Deputy Headteacher and DSL at Wallington County Grammar School in South London, said, ‘As someone who isn’t IT savvy, when the IT department said, ‘Let’s do an audit’, I felt a bit worried, a bit out of my depth. But actually, I understood the audit, it was super easy to do, and I wish I had done it a lot sooner. We literally downloaded the Online Safety Audit from the LGfL website – we didn’t have to amend it, we just adapted it for our school. Unlike other audits we had previously used, this one covered all aspects of school life.’
Alex Dave
‘We could clearly see what was in place and what still needed to be done. We looked at our filtering systems; student access to Wi-Fi in school and the dangers of that; and the curriculum and what each department was doing linked to e-safety. When we had the Ofsted inspection, our online safety audit basically provided a pile of evidence to say look at what we do. The inspector was very impressed by the level of detail.’
Alex Dave, Safeguarding Education Officer, LGfL, shared this advice for schools, ‘The audit should be led by the DSL, as they have ‘lead responsibility for safeguarding and child protection (including online safety and understanding…filtering and monitoring…)’ DfE, KCSIE (2024). We recommend you link or integrate the audit into your overall Section 175/157 Local Authority (LA) safeguarding audit; and use the filtering and monitoring sections to fulfil your requirement (as per the DfE standards) for an annual filtering and monitoring review. This not only saves time, but above all ensures an integrated, whole-school approach. Work with colleagues across your school to complete the Audit (curriculum
leads, IT support, cybersecurity leads, senior leaders etc) and don’t forget to share the results with your school governors and/or trustees.’
Sexual extortion – often referred to in the media as sextortion – is a rapidly growing form of abuse where perpetrators use intimate images or videos of their victims to threaten, blackmail or manipulate them, often demanding money, further images, or sexualised content. These cases are rising at an alarming rate, and the impact on victims — especially young people — can be devastating.
The perpetrators can range from a child or young person’s peers or partners from previous relationships, to highly organised international crime gangs using fake profiles on a larger scale to financially extort thousands of victims worldwide. An increase in the use of generative AI to generate fake and deep-fake imagery from innocent, non-explicit images, using ‘nudifying’ apps has further exacerbated this issue. We need to ensure that our young people are aware of these dangers and equipped with the tools to protect themselves.
It can take as little as one hour from initial contact, for victims to be coerced into sharing images and the first demands to be made. The impact can be catastrophic and can not only impact a person’s wellbeing, mental and physical health, but have in some cases led to young victims taking their own lives. In 2024, the National Crime Agency’s (NCA’s) Child Exploitation and Online Protection Command (CEOP) Safety Centre, received 380 reports of ‘sextortion’; and police forces received an average of 117 reports from under 18’s during each of the first five months of 2024. According to statistics from the Internet Watch Foundation (IWF) , the majority (91%) of these crimes are against boys aged 14-17. Considering that these types of offences are generally underreported, the actual figure is likely to be far higher. Childline’s briefing on Young people’s experiences of online sexual extortion or ‘sextortion’ (Sept 2024) reported that ‘counselling sessions with boys mainly revolved around financial blackmail, whereas girls typically spoke about being pressured to send more nude or semi-nude images rather than money’.
What schools can do
One of the most powerful tools against sexual extortion is raising young people’s awareness of the dangers. NCA-commissioned research showed that ‘74% of boys questioned did not fully understand what sextortion was, the same proportion didn’t see requests for nude images as a warning sign or an attempt at ‘sextortion’, 73% were not aware of how to report incidents and only 12% admitted they may be at risk of ‘sextortion’’.
It’s hugely important for schools to create a positive culture of safeguarding by talking openly and honestly about online relationships and the potential harms of sharing images.
Remember, when a child or young person has shared an image – they have been groomed or manipulated into doing so. Victims often feel it’s their own fault. Offenders are well versed in making them feel they are guilty, in order to dissuade them from seeking help, keep them isolated and illicit more from them.
It’s essential that staff address disclosures in a sensitive and non-judgemental way and avoid victim-blaming narratives – as with any other type of child abuse. They should never be made to feel responsible or complicit. Reassuring them that they are not to blame for what has happened and that help and support is available is also vital.
The key concern for young people who have been sexually extorted, is whether the images can be taken down. Report Remove is a free, online confidential tool enabling them to report an image or video shared online, to see if it’s possible to get it taken down.
Parents and carers can also play a pivotal role in protecting their children from sexual extortion. Having regular conversations about their child’s online life – what apps they’re using now, who they’re chatting with etc, provides opportunities for discussions about online abuse, increasing awareness and understanding. They can also spot changes in their child’s behaviour – signs of anxiety or withdrawal, or unwillingness to interact with friends, which may indicate that something is wrong. The recent campaign by the NCA, to highlight the dangers of sextortion, issued the following advice to parents and carers:
· Do not pay the perpetrator there is no guarantee that this will stop the threats
· Stop all communication and block them on all platforms to prevent further manipulation or harassment
· Avoid deleting anything that could be used as evidence such as messages, images, telephone numbers, and bank account details
· Report to the police or to CEOP. Call 101 or 999 if there is an immediate risk of harm to the child. Use the CEOP Safety Centre to report any online blackmail attempts.
International cooperation has resulted in the arrests of members of organised crime gangs involved in sexual exploitation, but online threats continue. Raising awareness and equipping our young people with the knowledge, understanding and skills to identify potential harms online will help keep them safe in our increasingly digital world. LGfL delivers free training for schools via Online Sexual Abuse and Harms training.
Aiden Van Sertima – Global Sales Director, Integritas Property Group
Aiden Van Sertima
The UK housing market is undergoing a significant transformation, driven not just by economic pressures and shifting work patterns, but also by major demographic changes. Increasingly, the spotlight is shifting to the growing demand for high-quality rental homes in city centres and surrounding areas — especially among younger generations facing rising living costs and limited access to homeownership.
A Generation Stuck Renting and Needing More
A key trend shaping the current landscape is the emergence of a younger demographic that no longer views homeownership as an immediate or realistic goal. For many in their 20s and early 30s, the prospect of buying a property is increasingly out of reach. Wages haven’t kept pace with inflation, interest rates have risen, and support from the “Bank of Mum and Dad” is drying up as families feel the strain of the cost-of-living crisis.
This generation is not just reluctantly renting; they’re becoming discerning renters. They want more than just a roof over their heads. With career-driven lifestyles and increasingly flexible working patterns, they’re seeking well-designed homes in vibrant locations that provide the home of their dreams and needs, as well as convenience and connectivity. As a result, demand is soaring for:
· High-quality apartments to rent, in city centres or inner suburbs
· Smartly designed spaces with tech integration for easy remote working
· Amenities that support social life, wellbeing and sustainability
This presents a major opportunity for developers to rethink how they deliver rental properties – not as a stopgap for those saving or not at the right point in life to buy a property, but as a long-term solution for a generation priced out of home ownership.
Developers Must Deliver Smart, Functional Living Spaces
In response to this trend, we’re seeing a wave of innovation in property design. The new generation of tenants is digitally native, environmentally conscious, and values-efficient living. Smart design and modern technology are no longer a bit of luxury; they’re expected and essential. This includes:
· Integrated smart home features like keyless entry, voice-activated lighting and energy-efficient heating
· Flexible living spaces that accommodate home working, exercise and areas for socialising
· Sustainable building practices and features such as solar panels and EV charging points
Developers who lean into these expectations can not only meet demand but help shape a more sustainable and inclusive rental landscape.
Cities are Back in Focus
Despite the previous trend of moving out to the idyllic countryside and away from city centres during the pandemic, there is renewed interest in city living, particularly among young professionals. With ownership options out of reach for many, these individuals are looking for modern, purpose-built rental options that offer the lifestyle benefits of city living without the burden of a mortgage.
Urban regeneration projects, transport-oriented developments and 15-minute cities are playing a crucial role here. Proximity to coworking spaces, cultural venues, cafes, pubs, restaurants and nightlife is a major draw, especially when paired with affordability and accessibility.
Delayed Homeownership is Redefining the Property Ladder Data from Aldermore’s First-Time Buyer Index reveals that nearly half of would-be homeowners are experiencing delays of a year or more in buying their first property. Many anticipate it taking two years longer than planned. Although shared ownership schemes and government support are available, it is still a very tough market if you’re trying to get on the property ladder via purchase. Renting is now becoming a long-term option.
With this, developers must view renters as long-term tenants and not temporary occupants. This means offerings should include:
· Secure, long-term tenancies
· On-site services such as parcel lockers, on-site social areas and communal workspaces
· A sense of community that builds loyalty and retention such as shared gardens or gym spaces
Gen Z and the Tech-Driven Property Boom Gen Z — the most digitally connected and mobile generation yet, is majorly shaking up the property sector across the board. They demand immediacy, transparency and seamless service and the sector is responding with digital-first solutions: virtual tours, app-based tenant services and utilising AI for client solutions such as AI-powered maintenance platforms.
Gen Z is also a generation that prioritises sustainability and minimalism, with many deciding to rely on public transport and not own a car. The demand for compact, well-connected homes in walkable, tech-enabled cities is growing due to this.
The developers and landlords who are embracing technology will be best positioned to cater to this evolving market. Whether through smart building infrastructure, advanced tenant platforms or data-driven management, tech has to be an essential part of home building.
Adapting to a New Normal
As demographic and economic shifts redefine the housing market, the property sector must act decisively. Rentals have moved from being just an extra option to a key part of our housing plan. Developers, investors, and policymakers must prioritise:
· High-quality, purpose-built rental stock
· Smart, energy-efficient design tailored for modern living
· Solutions for affordability without compromising on location or quality
In short, the UK’s urban housing landscape is changing. Younger generations, constrained by affordability but driven by lifestyle, are creating a new kind of demand and one that needs flexibility, functionality and great locations. Those in the property sector who recognise and respond to this shift with innovative, high-spec rental solutions will be the ones who thrive in this new era.
The UK is witnessing a sharp and largely unchecked rise in the use of weight loss injections such as Ozempic and Wegovy. While these drugs have proven clinical value when prescribed appropriately, their growing availability online, often without medical oversight, is creating a new and urgent public health challenge.
Recent IQVIA data reveals that 1.5 million people in the UK are now using weight loss jabs, with 95% obtaining them through online platforms. In just six months – from October 2024 to March 2025 – private spending on these drugs surged from £503 million to £784 million, a 56% increase.
Weight loss drugs like Ozempic and Wegovy were originally developed as targeted treatments for chronic conditions, including obesity and type 2 diabetes. Used responsibly and under supervision, they can be transformative. But these medications are not lifestyle aids. They are not suitable for casual use or for individuals who have not undergone a thorough health screening.
Unfortunately, the ease of access online, driven by convenience, consumer demand, and aggressive digital marketing, has outpaced current regulatory frameworks. A growing number of online pharmacies and providers now offer weight loss injections after users fill in basic self-assessment forms. Many of these providers are based outside the UK or operate in regulatory grey zones. Some offer no follow-up care, and most lack meaningful safeguards to identify patients for whom the drugs may be unsafe or unsuitable.
This digital loophole is being exploited, placing an undue burden on our already stretched health and mental health services. NHS clinicians are increasingly encountering patients who have experienced adverse effects after sourcing weight loss medication privately – some requiring urgent intervention, others facing a relapse of eating disorders previously in remission.
The regulatory lag in this space is now a public health issue, and one that demands coordinated action across the Department of Health and Social Care, the MHRA, NHS and digital policy leads.
We at Bramacare are calling for four specific interventions that should be implemented UK-wide. Firstly, everyone looking to use weight loss injections should have an in-person consultation with a healthcare professional. This ensures the injections are not only suitable for the individual but that there has been appropriate safeguarding against side effects or a history of eating disorders.
Any prescribing protocol for weight loss medication should include a basic psychological screening, ideally drawing on existing NICE guidelines and early warning signs for disordered eating. Many individuals presenting for weight loss support may be better served by mental health or psychological interventions.
Online pharmacies and digital health platforms need to be regulated. This includes mandatory registration with the General Pharmaceutical Council, the use of GMC-registered prescribers, and a requirement for continuity of care planning. Enforcement powers should be enhanced for UK regulators to act swiftly against rogue operators, including those based abroad but targeting UK consumers.
Unregulated or non-clinical providers should be prohibited from marketing weight loss injections online. The current digital environment enables the misleading and irresponsible promotion, often through influencer marketing, of products targeted at young people and vulnerable groups. A cross-platform advertising ban, akin to those applied to tobacco and gambling, is justified in this context.
At Bramacare, we are committed to evidence-based care and early intervention. Regulations must be changed to protect the most vulnerable. These are not easy challenges, but neither are they insurmountable. With cross-sector collaboration and leadership from central Government, we can ensure that weight loss medications are used responsibly, ethically, and safely. For more information about Bramacare visit: bramacare.co.uk
The government’s big plan for the 10 Year Health Plan for the NHS laid out a big role for delivery. However, the Highland Marketing advisory board felt the missing implementation plan will have some big issues to address, from addressing the state of NHS IT today, to finding the time and money to deliver on its vision.
The government has published its 10 Year Health Plan, Fit for the Future. Picking up from Lord Darzi’s investigation into the state of the NHS in England, it says the service is “at a historic crossroads” and must “reform or die.”
Its vision for reform is a new model of care that will be achieved through the now-familiar three shifts (from hospital to community, treatment to prevention, and analogue to digital) and delivered by a shake-up of NHS structures, finance, and regulation.
The plan also sets out some big plans for digital, including a single patient record, a massively expanded NHS App, some new, national platforms, and five big “bets” on data, genomics, AI, wearables, and robotics. Overall, the Highland Marketing advisory board was pleasantly surprised by the direction of travel.
“I looked at this from a number of perspectives. Is it a nice story? Does it read well?” said GP and CCIO Jason Broch. “And the answer is ‘yes’. It’s a good story because a lot of it is stuff that we have been saying for years and years. And it reads well because there is buy-in for All across the NHS.”
On the other hand, members agreed that the 10 Year Health Plan is not a plan. “You cannot call something a plan if it has no implementation section,” said entrepreneur Ravi Kumar. This is a vision. But I like the focus on prevention and early intervention.
“If it happens, and if we get the neighbourhood model, things will be very different. Digital innovation with the patient in control: that is a great idea. As a vision, it is a great document.”
Six key issues for health tech:
Sir James Mackey, the transition chief executive of NHS England, has said a delivery plan or plans will be developed this summer. The advisory board felt these will need to address some tensions the plan skips over.
These include where power will sit in the new structures, as integrated care boards are slimmed down, and “reinvented” foundation trusts come on stream. How the tension between the short-term imperative to reduce waiting lists and the long-term ambition to address health inequalities at “place” level will be handled.
How money will flow around the system, while reinventing payment by results and year of care funding are worked out. But when it comes to technology, the advisory board felt there were six, key issues ahead:
NHS IT is not a greenfield site: Analogue to digital is one of the plan’s big themes, but in practice the NHS has been trying to go digital for 30 years. Stop-start investment in big programmes has left the health service with patchy infrastructure, an incomplete roll-out of electronic patient records, and a lot of software that is not as well integrated with them as it could be.
The advisory board argued the plan doesn’t recognise this, but a significant chunk of the £10 billion that the spending review says will be available for NHS IT and transformation over the next three years could be spent on sorting it out.
Cindy Fedell, a former NHS chief information officer who now works in Canada, said: “There’s lots of poor infrastructure, lots of fractured stuff, to address if we’re going to get proper use out of it; and that’s before we start talking about everything that the plan says they want to do.”
Wicked problems can’t be wished away: Because it doesn’t engage with the current IT landscape, the 10 Year Health Plan is curiously silent on some key issues. ‘Cyber security’, for example, doesn’t rate a mention. Nor does ‘interoperability’ or ‘information governance’ or even ‘data quality’.
The plan’s authors may think these issues will be solved by the single patient record, a pet project of the Tony Blair Institute for Global Governance, which the plan says will “bring together all of a patient’s medical records in one place” and “operate as a patient passport” to “seamless” care.
To bring this about, the plan says there will be legislation to require providers to share information. However, the NHS has a poor record on getting clinical and patient buy-in for grand data plans and is still facing a backlash over its decision to award the Federated Data Platform contract to a consortium including Palantir.
Andy Kinnear, who worked for a commissioning support unit that introduced one of the first shared care records, said: “A lot of the rules that are in place are there to protect us and our civil liberties by blocking inappropriate access to sensitive data. It’s all going to get very fraught, once people start engaging with this.”
Too much centralisation could kill innovation: It’s not just the single patient record that suggests the government wants the centre to have a much bigger role in NHS IT. The plan also talks about an expanded NHS App and national platforms, starting with virtual wards and remote monitoring.
David Hancock, a consultant who has worked for both EPR and shared care record vendors, said: “From an industry perspective, this concerns me. If there are systems out there doing these things, what will happen to them? Will they be expected to link to the NHS App, or will this supersede them? And how will new people get into the market? This could kill innovation.”
Mind the app: The plan devotes a whole section to the NHS App, which it says, “will be how we create a truly empowering, digitally enabled NHS.” It promises a My GP tool for advice and access to appointments, a My Choices feature to help patients pick providers, My Specialist and My Consult platform to help them find specialists and consult with them remotely.
It says there will be a My Companion for general health advice and My Medicines, My Vaccines, My Health, My Children and My Carer areas to pool meds, vaccines, test and wearables data, and specialist advice in one place. Yet, Highland Marketing advisory board chair Jeremy Nettle pointed out, the NHS App today is extremely limited and all one-way.
“It pushes information at you, but you cannot push back,” he pointed out. “I can get a text from my GP, but I can’t message them back. That’s not helpful. And lots of other services don’t even use the app. My local hospital still sends letters.” The plan has little to say about how the app will get from A to B; or how this will be paid for.
Productivity is achievable but won’t fund IT: The digital commitments in the 10-year Health Plan will take far more money than the Treasury has put up. At various points, the plan appears to suggest that some of the missing money will come from cash savings or productivity improvements.
For example, it says outpatient appointments cost £14 billion a year, a lot of which could be saved if pre-op and follow-up assessments were carried out online. The problem is productivity projects require pump-priming for everything from devices to pathway redesign and training.
“The NHS has tried repeatedly to do transformation from within its operating budget, and it doesn’t work,” said Andy Kinnear. “The money you want to release is not there at the start; you get it out down the line.
“It’s not news that there are lots of follow-up outpatient appointments that probably don’t need to happen, but the money’s not been there to stop them happening. It feels like the ambition and the budget are out of alignment.”
Same for consumer tech: The plan also talks about making the NHS as easy to access as online shopping or banking, which have been funded, in part, by transferring work from staff to users.
“The consumerist aspect of the plan is interesting, because it has driven big changes in other areas,” said Andy Kinnear. “We work our own tills. We print our own boarding passes. And we’re happy to do it.”
Equally, it took 50 years for banks to go from the first cashpoints to today’s interoperable apps; and banks are starting to bump up against public opposition to branch closures. The NHS may be able to move faster, but it’s likely to find itself in a bind.
Either, it will find it even harder to shut clinics and surgeries used by elderly and disadvantaged patients, pushing up costs because of joint-running. Or, it will find itself increasing health inequalities by disadvantaging patients who no longer have physical services but cannot use digital ones (another topic on which the 10 Year Health Plan is basically silent).
Where’s the money? Where’s the time?
Overall, the advisory board felt that time and money are the big issues a 10 Year Health Plan delivery plan or, better, a digital roadmap, will have to address.
“There is an over-emphasis on what technology can do in the short term,” said Ravi Kumar. “And I would have liked to see a finger in the air calculation of what a digital first service will cost in the long-term. I think it could be ten or 20 times more than has been mentioned: we might be looking at something like £200 billion.
“At the moment, if I go into hospital, I’ll struggle to get wi-fi on my phone. If we want patient engagement, we need to sort out that kind of issue before we begin – and we won’t be able to do it on the cheap.”
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