Guidance

How SMEs can work effectively with the NHS

Published 24 February 2026

Applies to England

© Crown copyright 2026

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Introduction

Graeme Cameron, vice-chair of NHS England’s SME Advisory Group and CEO of Pennine Healthcare

As a supplier to the NHS for over 25 years, and vice‑chair of the NHS England SME Advisory Group, it gives me great pleasure to introduce this guide on behalf of my fellow SME members.

SMEs account for around 22% of NHS third‑party spend in England. While the NHS works with more than 80,000 suppliers, an estimated 85% of them are SMEs. This scale of engagement highlights how vital smaller businesses are to the health service.

Yet despite this reliance, navigating the NHS - particularly its complex and often costly procurement processes - remains challenging for smaller businesses. As organisations committed to bringing innovation, new technologies and better solutions into the health service, we understand these barriers first hand. It is this shared determination to see effective innovations adopted for patients that has driven us to invest significant time and effort in producing this guide.

Building on the SME action plan 2024 and ahead of the Department of Health and Social Care’s (DHSC) SME action plan 2025 to 2028, we are signalling a shared commitment - across government, the NHS and industry - to strengthen how the health system engages with smaller suppliers. Our goal is simple: to ensure SMEs can play their full part in delivering better care, better value and better outcomes for patients.

We are proud that this guide has been shaped directly by SMEs who encounter these challenges and opportunities every day. It reflects our collective voice and shared ambition for a more open, accessible and collaborative NHS marketplace.

We welcome your feedback and look forward to continuing this journey together.

Understanding NHS structures   

Working with the NHS is a complex, ever-evolving journey that requires patience, persistence and a smart strategy. Progress can be uneven - expect both breakthroughs and setbacks. But, with the right knowledge and preparation, SMEs can unlock valuable opportunities to deliver impact at scale.

The NHS is in the midst of major reform, driven by the 10 Year Health Plan for England: fit for the future, to create a more local, integrated and community-focused system.

What’s changing

The NHS is shifting towards:

  • more local decision-making: empowering local systems and providers with greater autonomy to make decisions tailored to their populations
  • community-first care: services are moving closer to where people live with less reliance on hospital-based care

What this means for SMEs

These changes bring both opportunity and complexity for SMEs. Understanding who makes decisions, how they buy and what their local priorities are is critical.

The health system has the following buying levels:

  • national (such as NHS Supply Chain and central frameworks)
  • regional (for example, procurement hubs and collaboratives)
  • local (including individual provider organisations and integrated care boards (ICBs))

There is no single, central map of ‘who buys what’ so expect variability. For example:

  • personal protective equipment (PPE) might be procured centrally through NHS Supply Chain
  • a digital health tool could be commissioned directly by an ICB
  • a community care service might be jointly procured by an NHS trust and local authority

What SMEs should do

To be successful, SMEs should:

  • map out the relevant buyers at national, regional and local levels
  • understand your customer’s organisational structure
  • build relationships and stay agile - routes to procurement differ

Remember: while navigating the system may feel daunting at first, the multiple access points also mean multiple opportunities.

Procurement and compliance essentials

Selling to the NHS means complying with public procurement laws that promote fairness, transparency, value for money and, increasingly, social impact.

Relevant regulations

The Public Contracts Regulations 2015 (PCR 2015) applies to contracts awarded before February 2025. Some contracts will continue to be awarded under this legislation as some frameworks and dynamic purchasing systems (DPS) pre-date February 2025.

The Procurement Act 2023 replaces PCR 2015 for new contracts from February 2025, aiming to:

  • focus on value and impact, not just lowest price
  • simplify procurement
  • increase transparency
  • make it easier for SMEs to compete

The NHS Provider Selection Regime (PSR) has been in place since April 2024, and applies to health, public health and some social care contracts. It:

  • allows buyers to continue working with trusted providers without full re-tendering
  • shifts focus to quality, outcomes and innovation over price

To benefit from PSR, SMEs should demonstrate:

  • clear patient and/or community benefit
  • alignment with local strategies
  • strong evidence of effectiveness

Procurement policy notes (PPNs)

It is important that SMEs are aware of the following PPNs:

How the NHS buys

Procurement methods vary based on the value, complexity and type of purchase.

Low-value procurement (usually under £12,000 including VAT)

For lower-value purchases:

  • a £12,000 threshold applies to central government bodies, including NHS trusts
  • procurement is managed locally by NHS trusts or departments that often use informal ‘3 quotes’ - these are faster and involve less paperwork, which is ideal for entry-level SMEs
  • each trust has its own set of standing financial instructions and levels of delegation to follow, which makes it more prudent for SMEs to understand their customers

Medium to high-value procurement

Larger or more complex purchases use formal processes like:

The central digital platform (CDP): the new Find a Tender procurement hub

The CDP was launched under the Procurement Act 2023 as the UK’s unified procurement system, replacing multiple fragmented portals with a single, transparent hub. It is now fully operational and functions as an enhanced version of the Find a Tender service, offering improved visibility, compliance and efficiency for public procurement.

The CDP offers:

  • single, self-service registration to manage supplier information across opportunities
  • the ability to search, track and get alerts for NHS and public contracts
  • coverage of the full procurement life cycle with 17 notice types, including NHS pipeline information for contracts valued above £2 million

While older portals still operate, the Find a Tender CDP will become the primary access point for NHS tenders. Contracts Finder will be retired from April 2026.

A quick guide to frameworks

A framework (as defined in ‘Guidance: frameworks’ in the Procurement Act 2023 guidance documents - define phase) is an agreement between a public sector buyer and one or more suppliers that sets out the terms for awarding future contracts under that arrangement.

NHS England has implemented a national framework accreditation programme to standardise procurement across the NHS. The aim is to make it easier for suppliers to do business with the NHS and ensure the NHS is getting the best value for money from those frameworks.

Familiarise yourself with the accredited hosts and do your research into which best suits your growth ambitions.

Consider:

  • terms and access - there may be some variations depending upon who the host is
  • costs - some charge flat fees or take a percentage of revenue
  • type - open vs closed. Open frameworks allow new suppliers to join over time. Closed frameworks are fixed-term and sealed once awarded
  • ongoing effort - you may need to bid for mini-competitions or re-qualify

Remember: being listed speeds up procurement but doesn’t guarantee sales.   

Spotlight - NHS Supply Chain: supporting SMEs

NHS Supply Chain manages the sourcing, delivery and supply of healthcare products, services and food for NHS trusts and healthcare organisations.

As a partner of the NHS Innovation Service and host of the Medical Technology Innovation DPS, it champions innovation.

NHS Supply Chain is a significant SME stakeholder - fully aligned with NHS England’s SME action plan 2024 and a founding member of the SME advisory group - and launched the dedicated SME forum. The forum was set up to strengthen engagement with SMEs in the NHS procurement ecosystem, and the ongoing programme includes:

  • effective tender submissions
  • category strategy development, including the onboarding of the Innovation DPS
  • trading fundamentals interactive deep-dive session, covering regulation, economic financial standing, Evergreen, the modern slavery assessment tool and Cyber Essentials
  • all things social value, including an introduction to NHS Supply Chain’s clinical directorate and clinical quality assurance principles
  • the SME engagement ladder principles and unlocking potential, including introductions to partner resources

Find out more by contacting sdsd@supplychain.nhs.uk.

Preparing to work with the NHS

Before bidding, ensure your business is ready to meet the NHS’s standards and expectations. Here are some important things to consider.

Compliance and certification

Ensure you meet the required regulatory standards as follows:

In terms of data security:

Funding, advice and other support

Funding

Explore funding and support from organisations like Innovate UK or the Small Business Research Initiative (SBRI). SBRI Healthcare alone has funded over 300 innovations worth over £140 million.

Advice

Join a healthcare trade association to gain access to:

  • policy updates
  • market insights
  • funding information
  • procurement opportunities
  • networking
  • advocacy

If you need help finding one, email england.supplier@nhs.net.

Networks

Use resources like Health Innovation Networks and the Innovation Service to connect and grow.

Procurement complaints or concerns

If you have concerns about NHS procurement practices, you can raise them anonymously through the Cabinet Office’s Public Procurement Review Service.

Case studies on understanding NHS structures 

Case study 1: BCAS Biomed medical devices improvements

BCAS Biomed helped Oxford Health NHS Foundation Trust transform the safety, efficiency and sustainability of its medical device management. Through a targeted, data-driven programme, the trust gained visibility and control over its asset base - delivering measurable clinical and financial benefits.

Highlights include:

  • 45% increase in devices certified as clinically safe over 2 years
  • 78% reduction in procurement of new medical devices
  • 12% annual cost savings through rationalisation
  • significant reduction in carbon footprint

BCAS Biomed illustrates how SMEs bring innovation, agility and tailored collaboration to NHS challenges. Their ability to deliver bespoke, value-based solutions supports sustainability, safety and long-term cost-effectiveness.

Case study 2: P3 Medical Tracheseal dressing

The Tracheseal dressing, invented by clinicians at Addenbrooke’s Hospital and commercialised by P3 Medical, accelerates healing for tracheostomy patients. It reduces infection risk, shortens hospital stays and improves patient communication - delivering meaningful clinical and emotional benefits.

Highlights include:

  • thousands of patients benefitted from faster healing and reduced hospitalisation
  • improved ability to speak post-decannulation, reducing trauma
  • it has been developed through collaboration between NHS clinicians, trust, innovation team and the SME
  • some of the income from sales goes back to the NHS as royalties
  • sales in export markets, adding to trade and economic growth

P3 Medical’s involvement shows how SMEs can take on high-risk, low-volume innovations that larger corporates avoid. Their willingness to collaborate and invest in niche clinical needs enables solutions that would otherwise be lost.

Final thought for SMEs: prepare for success

We recommend:

  • be patient
  • stay informed
  • build relationships
  • stay adaptable

The NHS is a large, highly structured system, but also one that needs innovation from businesses like yours. With persistence and preparation, you can carve out real opportunities to make a difference.

Learn from the experience of successful health SMEs: dos and don’ts

Despite this size, and the breadth of opportunity this presents, the NHS is complex and hard to navigate. It is therefore critical to understand your offering, the market and the procurement rules.

In our work as the NHS England SME Advisory Group, we have held a series of workshops to try and understand, as SMEs ourselves, the 7 things that every SME trading with the NHS should do well and try to avoid.

Many of these may seem like common sense, but we find that common sense is often not common practice.

What SMEs should do

1. Understand your customer

It goes without saying but you need to have a deep understanding of your target customer.

It’s important to view each buying organisation (be that an NHS trust or ICB) as individual customers, with broadly independent views, structures and motivations. While buyers can collaborate and come together on occasion, it is a mistake to assume that winning business at one trust establishes your product across the NHS.

One of the most common mistakes SMEs make is talking to the wrong people. Sometimes, purchasing decisions are led by clinicians while, in other cases, it’s procurement teams or operational leads. For example, if you’re offering food or drink products, your main contact may be a catering manager, not clinical staff. Early on, find out who:

  • has influence
  • controls the budget
  • needs to be convinced

Keep in mind that decisions are often made by panels, not individuals, and job roles vary significantly across NHS organisations - so avoid assumptions.

And while it may be tempting to bypass procurement to speak directly with end users, resist the urge. It might seem faster in the short term, but it can damage relationships and harm future opportunities.

Remember: make sure you know who influences, who pays and who signs.

2. Be crystal clear of the value you’re offering

The NHS is a complex organisation full of competing priorities. To stand out, you must solve a specific, measurable problem. Ask yourself:

  • what’s the pain point?
  • how does your solution help?
  • what outcomes can you prove?

Great products and services solve real problems. Spend time researching the wealth of information that is available on your NHS customers so that you really understand the problems that need to be solved. Why should people choose you over others? A strong, focused value proposition is what gets attention, not general claims.

Make benefits a lighthouse: simple, bright and seen from afar.

3. Understand market access

The NHS doesn’t buy in one way. The main market access routes are:

  • selling directly to trusts or ICBs
  • supplying through NHS Supply Chain
  • participating in collaborative purchasing hubs
  • joining national framework agreements or DPS
  • bidding for open public sector tenders

Each route has its own rules, processes and expectations. Choosing the wrong one can lead to wasted time and resources. Do your homework to find the route that aligns best with your product, value proposition and operational capacity.

Most NHS organisations are encouraged to buy through existing frameworks or NHS Supply Chain, so understanding how these work is essential.

It may be ‘horses for courses’ but study the form guide before you pick the horse.

4. Build relationships and network effectively

The NHS is a network of organisations, but also of people. As large an organisation as the NHS is, it can also prove to be a tight-knit community, with influential voices in specific areas.

Make sure you:

  • identify significant influencers: who your primary stakeholders are will depend on your product or service - whether clinical, operational or support focused. Find the right voices early so you can direct your limited time and energy effectively
  • engage with local and professional networks: local networks are powerful. For example, the Hospital Catering Association runs well attended regional groups across the UK where suppliers can present directly to decision-makers. These platforms can give you visibility with highly influential NHS figures
  • join trade associations: there are many trade associations that offer valuable support to businesses of all sizes, including SMEs. Most associations offer tiered membership options and provide benefits like networking, policy updates and access to NHS-focused programmes - helping you grow and scale your business
  • leverage private-sector adoption: establishing a strong footprint in private healthcare settings can help build a credible evidence base and generate case studies that demonstrate clinical effectiveness. This supports wider adoption and confidence in NHS settings

The NHS runs on relationships: map the influencers, join the forums and back up your story with real‑world evidence.

5. Hire well

Recruiting the right people is one of the most critical decisions for any small business. You need a team that is not only skilled but also flexible, committed and ready to take on a wide variety of challenges. A well rounded team can reduce reliance on costly external consultants by developing in-house capabilities.

When recruiting:

  • look for versatility - can your team members wear multiple hats, such as managing sustainability or community engagement?
  • invest in upskilling - developing internal talent can be more cost-effective than hiring external consultants
  • act decisively - if a recruitment decision isn’t working out, it’s better to address it early than let it impact long-term success

Ultimately, good recruitment can be the difference between success and failure. While the process may require time and effort, the long-term rewards of hiring well are worth it.

Hire for range, character and learning - the right people turn a small business into a resilient, self‑sufficient engine.

6. Use the resources that are available

You don’t have to do it alone. There’s a wide range of support and funding options available to help SMEs succeed in the NHS.

Explore funding and business support. Look into:

These bodies provide grants, guide and connections - many specifically tailored for health and care innovators.

Learn from others - attend forums, read case studies and connect with peers. The more you listen, the better your chances of avoiding missteps.

Don’t reinvent the wheel - bolt your innovation to the NHS chassis.

7. Connect and seek support

We hope this SME guide demonstrates there is a wealth of information and support in the public domain to help SMEs survive and thrive.

As we know only too well, in the day-to-day thrust of growing and surviving, you can sometimes forget to put your head above the parapet and look around for help.

A good starting point may be the NHS SME Advisory Group, which is passionate and well connected. Contact the group at england.supplier@nhs.net for help.

Aside from that, there are the previously mentioned trade associations who will gladly steer you in the correct direction.

Remember - you are not alone. You are part of a community of like-minded SMEs who want to discuss and share their experiences of improving the NHS and the lives of patients.

What SMEs should not do

1. Think that there is a silver bullet

It’s rare that any business or product experiences explosive growth. Within a fractured and fragmented landscape like the NHS, this is perhaps even more true.

Building success will take time and requires patience. As already touched upon, the purchasing drivers of each trust will vary.

Don’t be afraid to walk away from a conversation early, if you can see that those purchasing drivers don’t play to your strengths. Your time is valuable and there are literally hundreds of other trusts, clinicians, buyers and organisations to target. Accurately assessing the opportunity early is going to be one of your biggest routes to success, as it prevents you from wasting time and money in vain.

Assess opportunities early and realistically to avoid wasting resources. Remember the ‘Rule of Pi’: expect it to take about 3.14 times more time, effort and money than you initially think.

2. Expect quick results

Do not underestimate the speed of adoption - it can take longer than you think to build your customer base, so manage your expectations.

Anecdotal evidence from the medical device space suggests that it can take between 4 and 6 years to make positive progress with the scaling of an innovation. It is important that you plan for this and be resilient.

We all too often see SMEs enter the health space believing their idea will take traction and scale very quickly. Due to the buying process and the extreme pressure that the NHS system is currently under, this is rarely the case.

Be patient and, if you can create superior value, solve your customers’ problems and reduce the total cost to serve, then you will make progress.

Remember: selling to the NHS is rewarding but not a quick path to profit.

3. ‘Marmalade’ the market

The term ‘marmalading’ is a marketing term when an organisation goes to market trying to sell the same product or offer to multiple customers, without segmentation or differentiation, essentially saturating the market with the same messaging.

NHS customers have different needs depending on a multitude of factors such as:

  • location
  • population needs
  • population diversity
  • financial position
  • demographics
  • health needs
  • inequality

All these factors mean that you must differentiate and segment. Differentiation and segmentation lie at the core of any company’s survival, especially with us operating in such a noisy and overcrowded market.

As an SME, you do not have unlimited sales and marketing resource, so it is critical that you segment your market and focus on a clear profile, customer persona or audience to target. This makes your chance of success much greater and is even more important within the start-up phase.

Market segmentation is critical to your success. Be clear on your segments or you cannot leverage your core proposition in any meaningful way.

Pro tip: ‘if you chase two rabbits, you’ll catch neither’. Be precise - let Paddington have the marmalade, not you.

4. Neglect the need to sell 

Do not underestimate the need to sell - which may require learning how to sell effectively - because not all innovators are natural salespeople. Success requires understanding your audience and articulating a clear, compelling value proposition that demonstrates tangible benefits, including strong, cash-releasing outcomes.

There is a term called ‘sales shame’, which is a reference to professionals feeling embarrassed about pushing for the sale of their products. In our space this is especially prevalent as we, in general, do what we do as we want to make a difference to human life. Of course, we want to help our customers and the NHS in every way that we can, but if we don’t make profit then we will not survive, and patients will suffer.

At the heart of great selling is having a deep understanding of our customers’ greatest problems and providing solutions to solve those problems. The fundamental of this is listening to our customer, having deep empathy for them and truly connecting with them on a human level. What could be more powerful?

Be proud, be curious and embrace selling as part of making a difference.

5. Assume

Don’t make assumptions - for example, regulatory compliance does not guarantee success. Entry on a framework does not guarantee customers. Do not assume the NHS will pay you on time every time. There will be issues at times - these are large organisations with strict procedures around spending public money, and this can sometimes cause delay.

Make sure you are on the front foot when chasing payment, are clear about your rights and have remediation should you encounter difficulties.

6. Over-rely on pilots

The word ‘pilot’ can be misleading and risky for SMEs. Too often, it signals a no-commitment, free trial that places most of the cost and all of the risk on you, the supplier. Without a clear plan, a pilot can turn into a budget-saving exercise for the NHS rather than a serious route to adoption.

Instead, reframe it as a ‘structured evaluation’ with clear expectations and shared responsibilities. If you’re agreeing to a test or trial, make sure the following is in place:

  • a defined scope and timeline - the evaluation should have a clear purpose and be proportionate to the product or service you’re offering
  • controlled conditions - the trial should be set up in a way that allows your solution to perform and demonstrate value effectively
  • an agreed feedback process - make sure the customer commits to providing structured feedback so you can gather meaningful data and insight
  • a post-evaluation plan - before starting, agree what will happen if the evaluation is successful. Is there a clear route to procurement? Is budget available?

Pilots can be useful, but only if they’re mutual, well structured and lead somewhere. Protect your time, cash and credibility by being clear from the start.

Don’t wait until the end to find out there’s no money. Always confirm that a purchasing route and funding are in place before the evaluation begins.

7. Be shy about chasing for payment

Any organisation that is not paying its bills on time is the one who should be embarrassed.  A few reminders worth sticking on your wall:

  • “the squeaky wheel gets the grease”
  • “turnover is vanity. Profit is sanity. Cash flow is my reality”
  • “a sale isn’t a sale until the money’s in the bank”

Be proactive and professional - if payment is late, follow up quickly and confidently. Delays can sometimes be administration related, but you still need to protect your business.

You have the right to:

You may worry about damaging relationships, but standing your ground (calmly and professionally) often earns you more respect. Once organisations realise you take payment seriously, you’ll often find you’re moved to the top of the queue in future.

Getting paid on time isn’t pushy - it’s good business.

Spotlight - value-based procurement (VBP)

What VBP means

VBP is an innovative procurement approach that focuses on how a product or solution can best:

  • deliver improved outcomes
  • reduce total costs of the patient pathway
  • provide long-term benefits to all partners in the health system

New VBP standard guidance

DHSC has been working in partnership with NHS England and NHS Supply Chain to develop national VBP standard guidance for medical technology. This will provide an evaluation methodology with a set bank of questions and scoring criteria for use during procurement processes.

In line with our commitment in the 10 Year Health Plan for England, DHSC will publish this guidance in summer 2026.

What it means for SMEs

The guidance aims to reduce procurement friction by ensuring greater consistency in how medical technology (medtech) is evaluated across the NHS. This will support industry - in particular, SMEs that are bidding for new opportunities.

A new digital enabler

Alongside the guidance, DHSC is developing the Medtech Compass, a single digital hub for NHS medtech evidence and product data by the end of 2027. Compass will:

  • enable side-by-side product comparison and drive faster, fairer VBP
  • improve visibility of SME evidence, which will be collated from a range of sources such as Health Innovation Networks. This will alleviate the burden placed on SMEs to continually re-submit the same evidence to different trusts.

Find out more

Contact: valueassessment@dhsc.gov.uk.

Final thought for SMEs: be strategic

Getting NHS access right requires a clear strategy. Invest time upfront in researching your route to market - it’s critical to avoid costly missteps and unlock long-term growth.

Insights from members of the SME Advisory Group

In our SME Advisory Group, we have discussed how we have seen so many SMEs and their investors assume that, as soon as they are added to a tender or framework, they are guaranteed success. This assumption could not be further from the truth. Getting on a framework or becoming certified only gets you to the start line. This is where the hard work really starts.

We are human, which means that our environment creates our bias and making assumptions allows us to quickly and easily navigate the complex world we operate in. This can be even more common for SMEs because we don’t have the resources and capacity as larger organisations, so we find and feel comfort in shortcuts in our thinking.

The NHS is large and complex, so it’s vital to keep testing assumptions. Be curious, keep asking questions, and continuously validate your thinking with NHS staff and industry experts.

As SME leaders who have walked this path, we’ve had successes, but also missteps - sometimes painful ones. These experiences have shaped stronger, more resilient businesses and helped us better understand how to navigate the NHS landscape. We’re sharing them in this guide to help you avoid the same pitfalls and take smarter steps forward. Learn from our wins and our wounds.

Lesson 1: just say no

Sally Rennison, Commercial Director at Patients Know Best, advises:

In the pursuit of growth, it’s tempting for companies to say yes to every opportunity that presents itself. However, when those opportunities pull attention and resources away from a company’s core product or mission, the cost can outweigh the reward.

Saying no is about protecting what matters most, not rejecting opportunity. When a company steps outside its core business, the risks are rarely obvious at first. New opportunities may promise quick wins, new revenue streams or market expansion. But, in reality, venturing too far from your core often comes with steep hidden costs. Brand identity can become diluted, leaving customers unsure of what the company stands for. And, worst of all, the company may miss critical chances to strengthen its core offering while chasing distractions.

Patients Know Best built internal frameworks to help decide when to say no. The result? Better alignment, stronger customer relationships and long-term success.

A smarter way to sell: gainshare partnerships

Selling digital solutions to the NHS can feel highly risky. The implementation for digital solutions typically requires an upfront capital investment and ongoing commitment from the local NHS organisation. Patients Know Best used a gainshare model to de-risk projects and align incentives. This included:

  • upfront discounts for efficient rollouts
  • shared incentives for outcomes
  • flexible pricing tied to delivery

Result: better outcomes, faster implementations and stronger partnerships.

Lesson 2: find a product champion 

Tracey Pavier, Sales and Marketing Director at Central Medical Supplies, shares her top tip:

What is a product champion? A product champion is a credible, respected NHS clinician or healthcare manager who adopts your innovation early and advocates for it internally and externally. They help validate the product and build trust with peers.

Product champions matter because they:

  • build clinical credibility - champions lend authority to your product by being seen as independent clinical experts. NHS buyers trust peers more than vendors, especially during early-stage adoption
  • allow for accelerated adoption - champions can influence decision-making groups or committees: they understand who needs convincing (procurement, infection control, finance and so on). They can initiate trials, push for inclusion in standard operating procedures (SOPs) and ensure post-trial continuity
  • drive internal and external advocacy - champions can present case studies at regional and national NHS events. Their data and experience can be shared and assist with cross-trust and/or departmental rollouts
  • generate real-world evidence - champions help gather local NHS data on cost, efficiency and patient outcomes. This supports your value-based procurement cases and National Institute for Health and Care Excellence (NICE) submissions
  • expand influence across integrated care systems (ICSs), where relevant - if the product champion sits on regional ICS groups or clinical networks, this will allow your SME influence beyond a single trust

How to engage and support a product champion

Step Action SME role
Identify Look for clinicians who are innovation friendly and have an interest in your clinical area and are active in networks Use LinkedIn, conferences or NHS colleagues
Equip Provide training, data, pilot kit and any supporting documentation (such as a NICE assessment summary) Ensure fast onboarding and a simple evaluation framework
Collaborate Co-create the business case, SOPs integration and trial rollout where possible Treat them as a co-leader, not just an end user
Sustain Stay connected post-trial and share progress Offer long-term collaboration that is not transactional

Success indicators

A product champion can help you achieve success in the following ways: 

  • they give a quote or testimonial you can use in marketing
  • your product is embedded in local clinical pathways or SOPs
  • they present your solution to ICS or regional NHS forums
  • their data supports NICE evaluations or procurement frameworks

A great product doesn’t sell itself in the NHS, but a respected NHS voice advocating for it can. 

Lesson 3: find those early adopters, regardless of where they are

James Urie, Global Marketing Director at Mediplus UK, offers the following advice:

Early adopters in healthcare procurement play a critical role in accelerating innovation, enabling promising suppliers to validate, refine and scale solutions that address urgent system challenges before they reach mainstream adoption.

Don’t just target big-name trusts

Building on the above about finding product champions, do not focus solely on the ‘A-list’ hospitals. Smaller trusts can offer faster decisions and early traction. Use them to build credibility while engaging bigger players.

Aim for integration into training

If your product becomes part of clinical education, it becomes part of routine practice. It takes time but the payoff is huge.

Leverage the private sector

Many NHS clinicians also work in private practice. If they trust your product privately, they’re more likely to use it publicly.

Referrals = gold

A warm intro from a peer or manager can:

  • speed up decisions
  • reduce objections
  • open doors

Ask for them. They work.

Use competition to your advantage

Success in one trust can spark interest in others. The NHS isn’t just collaborative, it’s competitive too.

Case studies on SMEs making a difference in healthcare

Case study 3: Big Health’s Sleepio

Sleepio is the first-ever digital treatment to be recommended by NICE, following real-world evaluation in partnership with Health Innovation Oxford and Thames Valley and local NHS services in Buckinghamshire, Oxfordshire and Berkshire West ICB.

Sleepio partnered with NHS Scotland to provide nationwide digital cognitive behavioural therapy for insomnia, which was integrated into primary care and psychology workflows, enabling self-referral for instant access to treatment.

Highlights include:

  • over 75,000 patients have accessed Sleepio since 2021
  • £5 million estimated savings for NHS Scotland
  • Sleepio is embedded in primary care and psychology workflows and available through self-referral
  • reduced dependency on sleeping pills and improved patient outcomes

Big Health demonstrates how SMEs can pioneer innovation at scale. Its agility and evidence-based approach enabled rapid integration of a digital-first solution into NHS systems, addressing unmet needs in mental health care.   

Case study 4: Edge Health’s SPaedIT paediatric data dashboard

In partnership with NHS England’s Getting It Right First Time (GIRFT) and the children and young people transformation team, Edge Health created the summary paediatric indicator table (SPaedIT), a national dashboard for children’s surgical services. In 2025, it won the HSJ Award for Data Integration Project of the Year.

Highlights include:

  • built in 6 months, covering 8 paediatric specialties and more than 35 indicators
  • integrates 8 national data sets, refreshed monthly
  • supports over 180 providers with theatre use, waiting list and outcome data
  • developed through intensive user engagement and iteration

SPaedIT required fast build, bespoke design and deep stakeholder engagement. Edge Health’s SME agility and technical expertise allowed rapid delivery of a nationally recognised tool.

Final thoughts for SMEs: focus is a superpower

Being selective isn’t weakness - it’s strength. For SMEs, clarity and focus win the long game.

Say no to the wrong opportunities, double down on your strengths and build deep partnerships with those who believe in what you do.

Where to find support as an SME

There are a number of resources and guidance in place to help SMEs better navigate the challenges of building a successful business in healthcare and beyond.

The list below is not exhaustive but does provide a broad range of supporting links to explore and match to your needs:

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