Introduction: 

In my extensive experience coaching pharma, med tech, and device companies, I’ve consistently emphasised the importance of asking insightful questions. This approach proved crucial for one of my long-term clients who faced significant challenges in gaining access to the NHS. 

The Challenge: 

The primary obstacle for this company was their complete lack of connections within a key Hospital Trust, a critical barrier preventing them from introducing their innovative healthcare solutions. Despite having a product that could dramatically improve patient outcomes, they struggled to even get a foot in the door. 

Strategic Approach: 

Our journey began with a blank sheet of paper - an idea and a vision to bridge the gap between potential and opportunity. I advised the client on the importance of being consistent in their messaging, persistent in their approach, and adept at crafting questions that resonate with NHS stakeholders. Together, we created a detailed stakeholder map to identify and connect with essential contacts, focusing particularly on a consultant crucial for driving pathway changes,and we created a suite of questions they could use once through the door. 

Engagement and Execution: 

With the right consultant identified, I used my contacts to facilitate a crucial introduction. We prepared meticulously for this meeting, developing a pre-call plan that outlined the significant improvements our solution could offer: fewer GP appointments, reduced hospital referrals, and a decrease in non-elective admissions - all without altering the income structures of the practices or hospitals involved. 

Detailed Execution Insights: 

The pre-call plan focused on demonstrating how suboptimal treatment was fuelling workload issues within the NHS. We highlighted four specific areas where treatment could be optimised: 

1. Patients who were correctly diagnosed but not on any treatment (patients had started on treatment but for a variety of reasons have stopped taking it). 
2. Patients who were correctly diagnosed but on the wrong treatment (usually the old gold standard). 
3. Patients who were correctly diagnosed and on correct treatments but not at optimal dosages. 
4. Patients needing a comprehensive diagnostic workup. 

These points were crucial in convincing the consultant of the potential benefits of our approach. 

Outcome and Impact: 

The meeting, initially met with scepticism, gradually shifted as we presented compelling clinical evidence and outlined operational efficiencies. This approach not only piqued the consultant’s interest but led to a pilot review of our proposed changes. 

Sustained Success: 

Over the following months, we refined and expanded the project. The new pathway we developed was not only more efficient but also scalable, eventually gaining full support from the integrated care board (ICB). This endorsement turned our pilot project into a system-wide implementation, setting a new standard for patient care across the network. 

Conclusion: 

This experience underscores the power of strategic questioning and deep market understanding. By addressing my client’s initial challenge - lack of access and connections within the NHS - I helped them transform a barrier into an opportunity, leading to a scalable solution that fundamentally improved patient outcomes.