The medical and life science sector is an increasingly important part of the knowledge economy yet the medical innovation process takes too long and is too costly resulting in delays in addressing unmet clinical need despite unprecedented scientific advance: The innovation process itself demands innovation. Those that learn how to 'work smarter' will reap the rewards and benefit their patients.
Academic Health Solutions draws on thought leadership and expertise prepared to challenge convention and help optimise the medical innovation pathway for clients, maximising the adoption and diffusion of new products and services. We take an holistic view of the pipeline using a 'Translational Readiness' tool to reveal areas for improvement, and tackle specific issues or complete system redesign.
For prospective investors we provide synthesised judgements on the scientific validity, clinical utility and the likelihood of adoption of prospective innovations to help them make the right investment decisions. For research establishments and academic health partnerships we help with the co-development of enterprise strategies, focusing on both 'push' factors - e.g. the focus of research effort, the tractability of the science, trial recruitment optimisation etc, as well as those that 'pull' innovation into the system - e.g. needs assessment, enhancing adherence, addressing value.
Some interesting case studies:
1 Welsh Government / NHS Wales
In 2024 AHS was engaged by Welsh Government on behalf of NHS Wales to develop a framework and implementation plan for the commercialisation of innovation emerging from Health Boards and Trusts. This requirement arose from a sense that the NHS in Wales is not exploiting its intellectual property to the level possible. We assembled an AHS adviser team with international health service, industry and technology transfer expertise. Our work comprised 3 phases: desk research and network contacts to identify the current position in Wales, and international best practice and commercialisation exemplars; stakeholder sessions – individual and group – to gauge NHS appetite, industry interest, investor interest; and report preparation and delivery. Our report and recommendations set out 3 stages of development for Health Boards and Trusts – from de minimis requirements in finance, governance and skills to stage 3 where the Health Boards and Trusts will be operating as an integrated commercialisation entity to maximise value creation and economic benefit for Wales. We set a programme plan alongside this with timescales and key decision points. The plan was well received by the steering group appointed to work with us. It has been submitted to Welsh Government with a view to consultation and rollout in early 2025.
2 Imperial College Healthcare NHS Trust and Imperial College
Malcolm Lowe-Lauri was approached by Imperial to review the case for a life sciences ecosystem around the St Mary’s Hospital campus. It was felt that while the White City campus was strong there could be growth in the Paddington location to draw out the capacity for innovation at St Mary’s Hospital. Together with support from Grant Thornton he applied a 5 case model: service quality; science quality; investor interest; developer interest; industry support. This allowed us to assess the degree to which Imperial’s strengths could be leveraged and focussed more closely on the needs of investor, developer and industry partners. Our work highlighted the opportunity to expand segments of life sciences at St Mary’s, health tech in particular and set out potential partnerships for this. Following our work the Trust initiated a programme based on our findings. In 2022 Paddington Life Sciences was launched – a collaboration of health, university and industry science along the lines we suggested. This has become a strong vehicle for innovation around St Mary’s.
3 Life Sciences Hub Wales
In 2022 AHS, in conjunction with Grant Thornton, was commissioned by the Life Sciences Hub Wales to support its business case for a further term of government funding period. The AHS team comprised experts in health services, health technology transfer, clinical science and business case development. We reviewed international best practice in comparator institutions. We conducted market analysis to assess the appetite for investment and development in life sciences in Wales. We assessed NHS readiness and capability to pull through innovation. We also looked at the strengths of the university sector to determine the opportunities for partnership with the Hub. And we looked at capability and potential for development within the Hub itself. We identified opportunities to strengthen market interpretation, involve industry and support innovation. We also identified opportunities to bolster governance. Our work provided the basis for the strategy for the next phase of the Hub. It was consolidated in the business case presented to and accepted by Welsh Government. As a result the Hub has grown its role in life sciences expansion in Wales.
Other relevant recent work includes:
New South Wales Regional Health Partners: Advice on (successful) application to become a funded Centre for Regional Health and Innovation.
Global Business School for Health: Strategy and full business case, now adopted by UCL.
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