Interest from a number of wealth funds and investors

This case study highlights where our entrepreneurial flair, commercial experience and business insight combine to deliver a unique solution.

Having carried out a number of research projects in healthcare, we met with a number of investors in the industry to review developments and changes taking place across the wider health industry.

A particular issue was the lack of good quality infrastructure to meet the changing needs of an ageing population and we researched this area in depth, and established the existence of a gap between property developers, healthcare providers, local authorities and communities.

We then worked with key individuals from the NHS, local authorities, healthcare practitioners and academia to develop a new concept to address the needs of these groups against the gap in housing and social space for an ageing population.

Over the course of many months we undertook feasibility studies, assessed projects in depth and built a model of the UK to map out the key requirements of each group against available space and need for inward investment.

A holding business was formed and an initial brand created with supporting themes and market proposition to support the concept.

Together with supporting business plans and key individuals identified to operate the business, there is significant interest in funding the business from both UK and overseas investors.

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A strategic plan with options for the business

Our client is a recognised leader in UK care, providing the NHS and private healthcare groups with specialist reports and guidance on potential options for clinical interventions for patients.

They had grown to a position where as a market leader they felt their position was reaching stagnation, and with new technology emerging they needed to consider diversifying into other areas. However, they did not want to dilute their core offering or move into ‘high risk’ sectors.

We worked with their management to quickly identify their key skills, capabilities and position within the areas in which they operated and what benefits they delivered to the NHS, private healthcare providers and patients.

Our work showed that the business had many inherent skills that were not being capitalised on and could be used to move into what had originally been perceived as ‘high risk’ areas, but with some minor adjustment could substantially reduce the risk of change.

From this we carried out market and competitor research on the key areas where the business could expand, which enabled us to agree a joint prioritisation of market sectors to explore in depth.

We then agreed a set of internal programmes for the business, supported by a set of business cases focused on how the organisation needed to change operationally and the impact this would have on other programmes.

This allowed the management to agree internal budgets and report on the new plans to their shareholders.

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