Reshaping NHS comms through insight and authenticity

How has your background shaped your work?

I’m an independent consultant now, but if you cut me open, I’d bleed NHS blue! Those 25 years supporting health initiatives across private sector, charity, local authority, and agency roles. They’ve all added something to my toolkit, but the NHS always feels like home.

Starting part-time in a GP practice gave me invaluable frontline experience that I still draw upon today. This ground-up journey through customer service/reception, health visiting and domestic violence support work gave me unique insights into both staff and patient experiences.

I saw firsthand how effective communication directly impacts patient care and staff engagement. I leverage this perspective to help organisations navigate complex change through evidence-based communications strategies.

Why did you make the switch to health communicator?

I got the opportunity to create an internal communications newsletter – lucky break – which sparked my enthusiasm for communications. Although I wouldn’t consider myself an outstanding writer, I discovered I had a knack for taking all the complexity of healthcare and making it make sense to people.

I recognised early on that the NHS needed more strategic, focused messaging to drive change and improve outcomes. After that, I worked as a communications assistant at a primary care trust and have since gained experience across various health organisations up and down the country.

During the COVID pandemic, I was employed in central government. Initially, I worked in the Department of Business, Energy and Industrial strategy where I was involved in a digital disinformation campaign regarding COVID.

Then, I was recruited to join the social care team at Number 10, focusing on policy, finally getting to use my Master’s in politics and public policy. It was truly fascinating and an experience I’ll never forget.

What is the most important principle for you when developing health content?

Fundamentally, it’s about being honest. I’ve got no poker face, so when I see a project that’s missing the mark, I can’t just nod along and agree to ‘do a leaflet’ if I know we haven’t done our homework with the data or asked the right questions.

I see so many comms teams running 100mph, barely touching the ground and I get it – I’ve been there! But when you’re that busy, you can often lose sight of what really matters, and the business-as-usual can end up a long way from the real strategic priorities.

So, I’m really passionate about helping organisations take the business objective and priorities and transforming them into a strategic communications plans. Then we analyse the data, assess what it’s truly telling us about staff and the communities they serve and what it means for them, and work out how we can enhance that.

What trends are you seeing in health communication?

For me, AI is the big one right now, and it’s genuinely exciting! Last year, I completed my MSc in cyber-psychology. I partnered with some brilliant minds at King’s Health Partners for a joint dissertation. We researched how AI technology could help mental health service providers reduce waiting lists and support those wanting advice and signposting.

Having reached an agreement for industry collaboration, our research is currently being developed for market analysis and product development – which I’m really excited about!

In health comms, AI is going to be key this year as a budget-friendly way to analyse patient data, understand stakeholder behaviours and to get better outcomes. But while we’re getting excited about all these new opportunities, we can’t forget the human element; it’s about finding that sweet spot between innovation and inclusion.

What are the biggest misconceptions you see in your work?

Too often, people see comms as a Post Office service that sends stuff out – the ‘newsletter people’ or the ‘poster people’. Very few NHS organisations truly see their comms team as strategic partners, which is such a missed opportunity. And sadly, when budgets are constrained, the comms division can feel like an easy budget line to cut.

But here’s the reality check – try making any meaningful change without good communication! When staff feel out of the loop, and decisions seem to come out of nowhere, that’s when organisations really struggle. Don’t get me started on what that does to retention rates.

What’s on the horizon for you?

Through my consultancy, I’m working more and more with organisations to trial and implement systems on the AI side of things, which is fascinating. I’m also doing more as a mental health advocate, supporting people with issues that relate to their mental health and care treatment.

It’s a brilliant mix of getting to geek out on policy (which I love!) while also doing really meaningful work with individuals, advocating on their behalf, to translating the technical speak into clear options.

1. Focus on outcomes, not outputs. I’ve learned this the hard way – it’s so tempting to pump out content just to tick boxes. But here’s the thing: one piece of content that actually creates understanding and drive a behaviour is worth more than a hundred that just make noise. Always ask yourself: ‘What’s this actually going to achieve?

2. Champion the value of comms. Here’s something most people don’t realise: your comms team is often the only function that sees and connects all the conversations happening across an organisation. When you cut comms, you’re not losing a newsletter – you’re losing those vital connections. Don’t be shy about showing the strategic value your team brings!

3. I’m a big believer in quality over quantity. When you’re communicating something important, don’t bury the message in corporate speak or fancy jargon. Focus on clear, impactful language that speaks directly to your audience. Simple, well-crafted messages achieve far more than lengthy, overly polished ones.