Non-technical leadership for the programmes reshaping NHS estate
New hospitals, community facility programmes, major refurbishment and estate rationalisation are among the most complex, most political and most workforce-sensitive programmes in the NHS. We provide the non-technical programme leadership that makes them deliver - sitting alongside your construction, digital and design partners as PMO, oversight and assurance.
What we do
- Non-technical programme leadership - the programme direction, PMO capability and cross-workstream coordination that construction partners cannot provide.
- Clinical, workforce and OD workstreams - the strands of a new-build programme that decide whether the clinical service actually works from day one.
- Transition planning - the choreography of moving services, teams and patients into new facilities, minimising disruption.
- Business case support - the workforce, clinical and operational content that makes an outline or full business case credible.
- Independent assurance - board-commissioned assurance across the programme lifecycle.
- Post-opening support - the six-to-twelve month period after opening, when new-build programmes typically require intense operational support.
How we work
We are not architects or contractors. We do not compete with the specialist partners you already have. We sit alongside them as the non-technical PMO - coordinating clinical, workforce, OD, transition and communications strands under an integrated programme discipline.
We are experienced with the specific programme framework - including HIP, NHP, integrated care partnership funding, and place-based capital. We know how the governance actually works.
We treat the workforce and clinical readiness dimensions as core, not adjacent. A hospital that opens with the wrong workforce plan is a hospital that starts in crisis. We prevent that.
What you can expect from us
- A senior programme director with real capital programme experience.
- A PMO that coordinates properly across every partner - architect, contractor, digital, clinical, workforce.
- Honest reporting to your board and to national bodies.
- A clear ownership handover to internal operational leaders as the facility approaches opening.
Typical engagements
- Non-technical programme leadership for a new hospital build.
- Workforce and OD strand of a major capital programme.
- Business case support for a major refurbishment.
- Independent assurance review of a stalled capital programme.
Delivering a major capital or new-build programme?
Whether you are at business case, mid-delivery, or approaching opening, we can shape the right programme leadership.