The work, and the difference it made.
A sample of engagements across sport, health and wellbeing. Each one is framed the way we scope it: the challenge, and the return.
Access to diagnostics was gated behind traditional referral, capping direct demand and slowing patients down at the point of entry.
We designed self-referral pathways and the booking and access model around them, so patients could enter directly without loosening clinical governance.
A direct self-pay revenue line and higher conversion of the demand already arriving, with less pressure on traditional referral routes.
NHS Trusts sit on private patient units that under-serve the commercial opportunity, held back by capacity, insurer relationships and referral routes, while still having to meet the NHS obligation from the same estate.
Working as part of the Housden Group, we support the development and growth of NHS Trust private patient units across multiple Trusts: insurer and referrer engagement, pathway and access design, and the commercial case that lets a Trust grow private income without compromising NHS delivery.
Private patient income grown inside the NHS framework, with PPUs run as a managed commercial operation rather than an under-used ward.
A multi-site imaging network carrying accessibility and efficiency drag across the referral-to-report pathway.
We mapped the real referral-to-report flow across sites, found where work waited, and reconfigured booking, handover and reporting around the constraint.
Enhanced patient pathways, improved access and recovered capacity across the network.
Ticketing was procured as a payment tool, generating a transaction and nothing after it.
We built a market entry and go-to-market strategy connecting ticketing to retail, fundraising and engagement, and optimised the pre-sale and post-event journey.
Revenue captured before, during and after the event, across grassroots and non-elite events.
A new sport and health technology incubator with no route from research to funded delivery.
We developed the business delivery plan through stakeholder engagement, knowledge development and delivery frameworks.
A roadmap built to unlock funding and industry partnership around otherwise stranded research.
The Newcastle campus held facilities, services and expertise that could generate income but were not being commercialised.
We work with the university to monetise its services, packaging facilities and expertise into sellable offerings and taking them to market.
New commercial income from campus services and facilities that were previously untapped.
Clubs sitting on commercial estate they could not convert into sponsorship income.
We built tailored sponsorship frameworks scaled from grassroots to elite, matched to what each club could realistically offer a sponsor.
New sponsorship revenue and improved financial stability from assets that were previously idle.
Structural challenges and a client base too narrow to grow from.
We resolved the underlying structural issues and redefined the client engagement model so it could scale.
A foundation built for market expansion rather than a business capped by its own shape.
Strong team management, but no structured route to market for the start-up cohort.
We provided mentorship and a structured commercial route to market for the cohort.
Team-management strength translated into high-value client solutions.
Return figures are confirmed with each client before publication