Change at the scale of large organisations. Corporates moving through transformation. NHS bodies, innovation programmes and accelerator commissioners.
Kotter's 8 Steps. ADKAR. Lewin. Prosci. McKinsey 7S. Bridges. PDSA cycles. The standard catalogue of change-management frameworks is well-evidenced and useful — but almost universally misapplied when treated as the answer, rather than one ingredient in a wider formulation of what's actually happening.
Most consultancies arrive with a model and fit your organisation to it. The framework is the product. Your complexity gets sanded down to match.
We arrive without a fixed model. We formulate what's actually happening — drawing on clinical, organisational, behavioural and systemic theory, alongside the change-management frameworks above when they fit. The formulation determines the intervention; not the other way around.
Sometimes the work calls for Kotter. Sometimes Bridges. Often it's a combination most consultancies couldn't credibly hold at once. The intervention follows from the formulation.
Change, formulated — not model pushed in.
Four pillars of large-scale change work — proven inside the NHS, applicable to any organisation moving change at scale. Each is a multi-year delivery, not a single workshop or report. The combination is what makes the next programme go more smoothly than the first ever could.
Coached the national team responsible for the UK's entire primary-care digital transformation, plus the national clinical lead — across a three-year programme. Strategic, behavioural and team-development work at the level where national policy meets implementation.
Eighteen-month change-management programme and research evaluation for the Devon NHS STP, supporting the rapid implementation of online consultation across primary care. The blueprint went on to support the national change programme during COVID. Multi-award nominated.
Devon-wide change-management programme delivered to 120+ NHS primary-care teams. Regional conferences, leadership coaching for change capability, and educational assets across every team.
Free mental-health and wellbeing service for NHS staff, set up by Craig and Cordet at the start of the pandemic. Entirely volunteer-delivered. Delivered alongside the NHS wellbeing taskforce. Recognised with a Points of Light award from the Prime Minister. Ran for five years and was closed in 2025, having met its founding mission.
From end-to-end change programme design to a coaching layer inside an existing accelerator. We work across corporates, NHS bodies, innovation programmes and academic spinouts — and we don't compete with your internal teams or existing accelerator routes. We deepen them.
End-to-end design and delivery of change-management programmes across a region, division or business unit. Conferences, leadership coaching, educational assets, mixed-methods evaluation. The shape was refined over multiple NHS national deliveries — it ports across sectors.
12 — 18 months · regional · evaluatedMulti-year capability development for innovation and change teams — corporate, NHS or third-sector. Proof: the UK NHS national digital change team, across a three-year programme.
12 — 36 months · embeddedAcceleration of digital products and services from concept to deployment — corporate-internal, health-tech or NHS. Proof: Project5, a national digital wellbeing service we built and ran ourselves.
6 — 18 months · product-specificMixed-methods evaluation of innovation and change programmes. Board-ready, regulator-ready, REF-eligible — written for the audience that has to read it. Peer-reviewed academic outputs available as add-on.
3 — 12 months · evaluation onlyA coaching layer for cohorts inside existing accelerators or programmes — corporate innovation, NHS or academic. We don't compete with internal routes; we deepen them with founder and team development.
Per cohort · 6 — 12 monthsProject5 is the proof-of-method we point to most often when commissioners ask "show us a national one." It's what happens when the U·X·C loop runs against a real NHS need under real time pressure.
Set up by Craig Newman and Cordet Smart at the start of COVID. Recruited a volunteer team of coaches, administrators, marketeers, researchers and IT professionals from the team's NHS, academic, charity and business networks. Built a digital front door and a full mental-health service behind it — and gave it to the NHS.
15,000+ wellbeing sessions delivered at no cost to the NHS — a gift to the NHS team valued at over £1.5m, all volunteer-delivered. Delivered alongside the NHS wellbeing taskforce. Recognised by the Prime Minister with a Points of Light award. Closed in 2025 after five years, having met its founding mission.
Pulled from interviews and end-of-programme evaluations across our NHS work. Names withheld; roles and context preserved. The same patterns surface in our corporate engagements.
What we've achieved is phenomenal. When we look back at where we started and where we've come to, it's nothing short of remarkable.
Probably the most important project I've been involved with in my last 18 years in general practice. A forum for NHS staff from different backgrounds to get together in a safe environment — and real change happened.
The coaching has been very good. It's allowing me the psychological safety to explore why something's going wrong — and then start sorting it.
Deeper peer-to-peer conversation than I've ever had with practice managers. We can be highly combative — but this was genuine cooperation and curiosity.
Only now we're coming towards the end are we getting to the point where we realise how helpful it's been — not just for online consultations but for thought processes, business management, everything.
A model for affecting change across many aspects of the NHS — because it effects real change in a psychologically safe environment.
We scope each engagement to the buyer's preferred route — framework, supplier list, direct award, or named partner on a tender. Compliance, insurance, information-governance and (where relevant) clinical-safety arrangements are confirmed at scoping, in writing.
Tell us the framework, lot or commissioning route you'd like us to engage through. We'll confirm in writing what we can route through it and what scoping looks like — before any commitment.
For discovery work, scoping engagements and named-supplier conversations, we can move directly to a written scope with a clear exit point. Turnaround agreed at the discovery call.
We bring founder-development and behavioural-science capability into innovation-programme tenders — typically alongside a prime. Suitability for any specific bid is confirmed case-by-case.
Insurance, information governance, clinical-safety arrangements and any staff-checking requirements are confirmed in writing at scoping — sized to the engagement and the buyer's requirements.
Bring us your innovation programme, your accelerator scope, or your tender outline. We'll send a written read within 48 hours — including the cleanest commercial route to engage us, scoped to your buyer requirements.
90 minutes with both Chartered Psychologists. You leave with a two-side written formulation of your team, programme or innovation challenge — current state, maintaining factors, untapped resource, diagnostic needs and a first-pass intervention. Designed as a needs assessment to support board, commissioner or executive budgeting and resource-allocation decisions.
