NHS procurement is costing you deals before you even reach the table

Fragmented processes across trusts and ICBs mean every contract is a different maze. Extended sales cycles and stalled negotiations can cost healthtech companies a substantial sum each year in lost opportunity alone.

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Engage with Academic Health Science Networks (AHSNs) as intermediaries to accelerate NHS adoption. Explore non-dilutive funding options like SBRI Healthcare to build evidence and revenue. Develop parallel revenue streams with private healthcare providers or international markets to de-risk reliance on the NHS.

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I'll go through your information governance pack and show you what will stall your next NHS deal

What I need from you

Your IG or assurance pack, or a list of what's in it
One line on what you sell

What you get

Which documents are missing or out of date
The questions the IG team will ask first
The three changes that matter most

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The fragmented nature of the NHS, with varying procurement processes across trusts and ICBs, makes it difficult for healthtech companies to navigate. Long sales cycles, regulatory requirements, and a risk-averse culture further complicate contract negotiations and adoption.

The fragmented nature of the NHS, with varying procurement processes across hundreds of trusts and Integrated Care Boards (ICBs), creates a complex and inconsistent landscape.
This is compounded by lengthy sales cycles, stringent regulatory requirements (e.g., MHRA, GDPR), and a pervasive risk-averse culture within NHS decision-making bodies.
Budget cycles and a lack of clear, standardized pathways for digital health adoption further exacerbate delays and uncertainty for healthtech innovators.

Extended sales cycles and failed negotiations result in significant operational costs and delayed market entry, costing companies an estimated £50,000-£200,000 per year in lost opportunity and resources (Standard Ledger, 2026)

Inefficient resource allocation within healthtech companies
Stalled product development and innovation cycles
Loss of potential revenue from delayed market entry
Increased burn rate due to prolonged sales cycles (£50,000-£200,000 per year)
Delayed patient access to innovative solutions
Suboptimal patient outcomes due to lack of advanced technology
Perception of healthtech company as unable to navigate UK market
Difficulty attracting future investment and talent

What it looks like in practice

Healthtech companies stuck in 'pilot purgatory' with no clear path to paid contracts
Sales teams spending months on engagement without advancing beyond initial discussions
Significant legal and commercial resources expended on tender processes with low success rates
Investor reluctance due to perceived high risk and long time-to-revenue in the NHS

Paul Robinson

14 years in UK private healthcare

I solve this one for healthcare companies

Want a hand? I'll look at your situation and tell you the three things I'd tackle first.

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No sales call unless you ask for one. Just a straight answer from me.

I reply personally, usually the same day.

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Do it yourself: step by step

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I'll go through your information governance pack and show you what will stall your next NHS deal

What I need from you

What you get

Suppliers who solve this1 supplier. No one pays to be listed

Why this keeps happening

What it leads to

Evidence

Want a hand? I'll look at your situation and tell you the three things I'd tackle first.

You're not the only one with this problem.