Putting inclusion first in strategic comms
 

How has your background shaped your work?
I did a degree in English, then a master’s focused on 18th-century literature and society. It was quite specialist but I loved stories and reading. And even now, in work, stories are really important.

After university I worked in various roles, including retail and even started training as a tax consultant before I joined Brook as PA to the Chief Executive. That job started me gently into comms and engagement. I supported the annual conference and got interested in events.

From there, I worked at the National AIDS Trust in a split role – supporting publications and external comms – which gave me a broader grounding in comms. After travelling and working in events in Sydney, I returned to the UK and ran conference programmes at Homeless Link. I loved bringing people together and learning how events support both practice and policy change.

Later, I held roles at The King’s Fund, Nuffield Trust, and the Health Foundation. Each one deepened my understanding of improving the quality of healthcare, audiences and storytelling. At the Health Foundation, I helped launch the campaign for the Power of People films, which told stories of healthcare improvement in a human way.

Why did you make the switch to healthcare communicator?
It wasn’t a switch so much as a gradual build. Starting with events roles helped me understand what people need from communication – clarity, relevance, a sense of connection. I moved from logistics to thinking more about what makes content accessible and land with the right people. Over time, I picked up skills in CRM, digital and strategy – and that gave me a much broader perspective.

Now at THIS Institute, I love that variety. One day I might be working on a podcast, the next shaping a comms plan for a research project or thinking about evaluating our communications and engagement approaches. It brings together everything I’ve learned so far.

What is the most important principle for you when developing healthcare content?
Equity, diversity and inclusion has become a central focus in my work. Since the pandemic, there’s been a much more explicit emphasis on it – and that’s a good thing. But I don’t want it to be a trend. I want it to be embedded in how we work.

Personally, a big moment for me was when my son brought home a school book and said, “Look, there’s a boy like me on the cover.” It struck me how powerful and necessary representation is. I didn’t have that when I was younger – and maybe I wouldn’t have noticed, but he did. It made me realise how much that matters.

I’m not an EDI expert, but I’m leading a project in our team to improve how we reflect it in our comms and engagement approaches. We’ve audited our content, researched best practice, talked to other organisations and drafted practical tools – like an ‘EDI in events’ checklist and an imagery checklist – and we’ve helped to develop EDI-informed document and presentation templates.

We’re not trying to do everything – we’re just trying to do what’s meaningful and useful for our team and our audiences. Iterative change is more achievable and sustainable than sweeping statements. It’s work that requires openness – to different views, to learning, to getting things wrong sometimes. But if we empower people to feel confident trying, that’s a big step forward.

What trends are you seeing in healthcare communication?
AI is the trend I’ve seen accelerate the fastest. Before I went on maternity leave in 2023, there was still quite a bit of scepticism. When I came back, people were using it – not asking whether to, but how to do it well.

We follow university policy, so our use is measured. I’ve seen colleagues use AI as a sounding board, to test things out, and its use in comms and engagement is evolving. It’s not about replacing people – it’s about saving time and helping us. And I think that shift – from doubt to adoption – has happened quickly and noticeably.

What are the biggest misconceptions you see in your work?
That you bring comms in at the end, to ‘disseminate’ something.

Comms and engagement is strategic. When we’re involved early, we can help shape the direction of a project, ask different questions, and find better ways to connect with the audiences you care about. It’s not just what you say – it’s how, when, and where you say it. It’s also about understanding what people need.

What’s on the horizon for you?
Continuing the EDI work is a priority – but I’m also interested in digital innovation. When I was on maternity leave, I wasn’t thinking about work. But I consumed so much content – good emails, clever retail pages, the BBC’s interactive features. And I found myself wondering: ‘Could we use this approach in our work?’

Since I’ve been back at work, I’ve had more good ideas because I’ve had that outside perspective. I’m interested in web formats like shorthand – integrating charts, video, text and audio in one place. It’s about making content clearer, richer, more accessible. Not just for policy or academic audiences, but for people working in healthcare, or with lived experience, who want to understand and act.

1. You don’t have to be a confident writer to be good at comms. If you’re unsure, read your copy out loud. If something’s off, you’ll usually hear it. If you’re still not sure, ask someone else to look at what you’ve written.

2. Check you’re not excluding anyone. Before you publish or start an activity to engage people, step back and ask: who is this for, and how will it make them feel?

3. Resonance matters. Don’t just aim for clarity – make it useful, engaging and accessible to the audience you want to reach.