Health Innovation East

Context

Health Innovation East gave me a full year inside NHS-facing commercial innovation work. The work was rarely just about whether a technology looked promising. It was about evidence, pathway fit, stakeholder confidence, commercial maturity and the practical route from product claim to adoption decision.

My role

My role combined independently authored internal work, co-authored work with senior colleagues and support-based contributions across live innovation questions.

• I authored the internal AI Toolkit.
• I drafted QOF strategy material and internal competitor analyses, including major Cardisio-related analysis.
• I independently authored some CBInsights-driven market analyses
• I co-authored strategy advisory document with senior colleagues for a Parkinsons management device.
• I supported and co-authored business-case material, including evidence, pathway and value framing for the same innovation.

Approach

I learnt to break broad innovation questions into the parts that shape a decision: unmet need, evidence base, competitor landscape, pathway fit, stakeholder confidence, governance risk, data requirements and what evidence would be needed next.

Selected outputs

• Evidence briefs and structured evidence summaries.
• Competitor comparison packs and technology landscape summaries.
• Market and horizon-scanning summaries.
• AI/MedTech guidance-support material.
• Adoption and value logic notes.
• Pathway and stakeholder-decision framing.

What this shows

This is the clearest professional evidence of how I think: I can work at the boundary between biomedical evidence, product claims, NHS realities and commercial decision-making without flattening one into the other.