Suleman Adil

On the NHS Shared Business Services AI framework, worth £900m and running to 2035, they argue the real opportunity is not another route to market but how the NHS buys, adopts and governs technology.

• They sum up the risk as procurement at scale not automatically meaning adoption at scale: trusts still need digital maturity, clinical safety governance, implementation support and workforce readiness.
• On ambient voice technology, they read an implementation chart as evidence of a fragmented market, not a settled one.
• Buyers should ask suppliers how widely the tool is used within each organisation, whether clinicians keep using it after a pilot, whether documentation time or patient flow improves, whether it integrates with the EPR, and whether contracts scale or are renewed.

The online consultation post compares NHS England's June 2025 and June 2026 reports directly: monthly submissions rose from 5.7m to 9.8m, and submissions per 1,000 registered patients rose by 59%.

• Yet the number of practices with a known supplier stayed broadly flat at around 6,000, pointing to heavier use in existing practices rather than wider rollout.
• The share of practices receiving fewer than 200 submissions in June 2026—fewer than ten online requests per working day—ranged from 3.6% at Rapid Health and 5.9% at Klinik to 34.1% at eConsult, 36.2% at Engage and 37.5% at Patchs Health; Accurx was at 23.5%.
• In the ambient voice post, the comparable figure is 22 recorded trust implementations for Lyrebird Health, 12 each for Accurx/Tandem Health and Heidi, with T-Pro, Microsoft, The Access Group and Oracle also building a footprint.

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Warning signs sit below the surface: stretched customer success, slow support, painful onboarding, unresolved product issues, integrations that do not work as expected, and roadmaps shaped internally rather than by customers.

• Reported numbers can still look healthy—ARR growing, cross-sell increasing, pipeline strong—which is precisely when danger starts.
• As they put it, you can grow ARR while simultaneously weakening the ARR you already have.
• Healthcare buyers weigh workflow, trust, implementation, clinical impact and whether a supplier understands their environment.
• An apparent moat may turn out to be customer inertia, while framework change, evolving procurement routes and AI erode older advantages.

The post reads as an audit checklist for an established supplier, pairing warning signs with healthy-looking metrics to show how a business can lose reasons for renewal while still reporting a strong quarter. They describe working on this from both sides: in commercial leadership inside healthcare technology and in advisory conversations with people shaping change across the NHS.

The same post signals their current direction: they offer HealthTech leadership teams an independent view of their commercial model, customer journey, retention risk and go-to-market strategy, with a free first conversation and no pitch.

• A separate post confirms their move away from an in-house role: they announce their final day as Sales Director for Primary Care at OneAdvanced Health & Care, thank named colleagues, and say they had completed a Level 7 Senior Leader Apprenticeship and a CMI Level 7 award.
• They were open to organisations where commercial growth, sales leadership, go-to-market execution and team building could make an impact.

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In the ambient voice post, they call for utilisation, clinician retention, time saved, outcomes achieved and renewal rates alongside the implementation chart.

• They argue the next phase of the market will be won by suppliers that turn early deployments into measurable, repeatable outcomes proving the technology is safe, adopted and embedded in clinical practice.
• They also note that online consultation submissions measure activity, not completed consultations or unique patients; practice size, opening hours and how patients are directed into each channel affect supplier-level counts.
• These caveats still leave low submission counts raising valid questions about how embedded the systems actually are.

The ambient voice post asks for evidence at 6, 12 and 24 months. The online consultation post links the utilisation gap to changing buying routes: DFOCVC and GP IT Futures have expired, while G-Cloud 15 and the new Digital Primary Care programme are shaping future purchasing.

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They frame the job as rallying the team through objections, delays and last-minute curveballs, and keeping belief alive as the clock runs down. Credit consistently goes to the team for accountability and refusing to let standards slip under pressure.

One post describes 70% of the forecast closing on the final day, with every deal and conversation counting.

• A later post on the close of FY26 says 60% of the forecast was due to land on the final day, and describes the relief when the number committed to in week one of the quarter is the number delivered.
• That post names OneAdvanced directly and looks ahead to an FY27 sales kicker the following week, tying the story to the employer named in the departure post.

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It shows how they build an argument from public data rather than vendor claims.

They compared NHS England's June 2025 and June 2026 online consultation reports.

• Monthly submissions rose from 5.7m to 9.8m, and submissions per 1,000 registered patients rose 59%.
• The number of practices with a known supplier stayed roughly flat at about 6,000, indicating growth came from heavier use in existing practices, not wider rollout.
• Utilisation varies sharply by supplier: the share of practices receiving fewer than 200 submissions in June 2026 ranged from 3.6% (Rapid Health), 5.8% (AskmyGP/EvergreenHealth) and 5.9% (Klinik) to 34.1% (eConsult, a HUMA company), 36.2% (Engage) and 37.5% (Patchs Health), with Accurx at 23.5% and TPP/Airmid at 18.3%.
• They note that practice size, opening hours and how patients are directed into each channel affect the counts; the figures measure submissions, not completed consultations or unique patients.
• The post also tracks changes to buying routes: DFOCVC and GP IT Futures have expired, with G-Cloud 15 and the new Digital Primary Care programme shaping future purchasing.

For brands planning a campaign

Any campaign built around customer counts or framework presence can be challenged by this metric. For a campaign aimed at go-to-market teams, the post offers a ready-made set of questions a supplier should answer before the first pitch: utilisation, integration into practice workflow and measurable value.

Read it before comparing vendors or building a category story.

They note Lyrebird Health leading with 22 recorded trust implementations, Accurx/Tandem Health and Heidi with 12 each, and T-Pro, Microsoft, The Access Group and Oracle also building a footprint.

• They read the chart as evidence of a fragmented market, not a settled winner, then spell out what an implementation does not prove: how widely the tool is used inside the trust; whether clinicians keep using it after a pilot; whether documentation time or patient flow improves; whether it integrates with the EPR and wider workflow; and whether the contract scales or renews.
• Their argument: the next phase will be won by suppliers who turn early deployments into measurable, repeatable outcomes, not by whoever collects the most pilots.
• Ambient voice, they add, is an entry point into coding, referrals, letters, clinical actions and workflow automation—not just a transcription product.
• They call for utilisation, clinician retention, time saved, outcomes and renewal rates alongside the chart.

For brands planning a campaign

Useful as a named competitive set and a filter for supplier pitches, the post identifies the questions that separate a serious NHS ambient AI position from a pilot count. It also forecasts where the category could expand, helping shape a roadmap or analyst-style campaign narrative.

It is the clearest statement of the procurement argument running through their other posts.

Responding to an NHS Shared Business Services announcement, they frame a £900m AI and machine learning framework running to 2035 as more than another route to market.

• The post argues that NHS procurement is usually treated as a compliance exercise or sales channel, but this framework could demand stronger evidence, safer implementation, better supplier accountability and clearer outcomes.
• The risk, they say, is not whether the technology works but whether trusts have the digital maturity, clinical safety governance, implementation support and workforce readiness to use it properly.
• Their summary: procurement at scale does not automatically mean adoption at scale.
• They name the NHS SBS executive team and the original poster as the people driving this, and call for outcome-based procurement, clinical assurance and post-award accountability.

For brands planning a campaign

For a supplier selling into the NHS, this post lays out the evaluation criteria a campaign should address: governance, implementation support and measured outcomes, not just features. For an NHS-facing advisory or technology campaign, it offers a specific claim to respond to or build on, with the framework name, value and end date established.

It is also the fullest account of their advisory work.

A large footprint, a place on a major framework or thousands of customers is not a defensible market position, they argue.

• Warning signs include stretched customer success, slow support, painful onboarding, unresolved product issues, integrations that do not work as expected and roadmaps shaped internally rather than by customers.
• Meanwhile, ARR can still grow, cross-sell can increase and the pipeline can remain strong.
• That is where the danger starts: as they put it, you can grow ARR while simultaneously weakening the ARR you already have.
• Healthcare buyers weigh workflow, trust, implementation and clinical impact.
• Framework changes, procurement evolution and AI are eroding older advantages, so an apparent moat may turn out to be customer inertia.
• They describe working on both sides of the market—as commercial leaders inside healthcare technology and in advisory conversations with people shaping change across the NHS—and offer a free first conversation with no pitch.

For brands planning a campaign

For a vendor campaign, this post supports a retention and lifecycle angle rather than demand generation; its warning signs can serve as an audit checklist. It also clarifies where their commercial offer sits, which matters for any paid or partnership arrangement.

They marked their final day as Sales Director for Primary Care at OneAdvanced Health & Care, thanking colleagues and naming mentor and coach Cheryl Thompson, colleagues Vishal and Maven, and Simon Walsh as the organisation's leader.

• Two days earlier, they completed the End-Point Assessment for a Level 7 Senior Leader Apprenticeship and the Chartered Management Institute Level 7 Award in Strategic Management and Leadership Practice.
• They describe a gap between roles: time over the summer with their children before beginning the next stage, with conversations already under way.
• They invite organisations to connect if their experience in commercial growth, sales leadership, go-to-market execution and building high-performing teams could have an impact.

For brands planning a campaign

This is the primary evidence for any campaign involving current or recent employer relationships, and it dates the transition. For briefs involving OneAdvanced, primary care software or NHS commercial leadership, confirm the role's end date rather than assume it is current.

In a short end-of-quarter post, they describe 60% of the forecast due to land on the final day: multiple deals, endless calls and close attention to the pipeline.

• They recount the relief when the paperwork lands and the number they committed to in week one is the number they hit.
• They frame this as the side of sales leadership people do not always see: resilience, belief and holding things together when the outcome rests on a handful of conversations.
• They credit the team for accountability and refusing to let standards slip under pressure.
• The post also names OneAdvanced directly and looks ahead to an FY27 sales kicker the following week.

For brands planning a campaign

Useful for employer-brand, sales-tooling or revenue-leadership campaigns seeking a credible insider account of quarter-end behaviour, and for assessing whether their commercial stories suit a brand. The post identifies their employer, which matters for campaigns involving a competing supplier.

In a post about NHS Shared Business Services’ £900m AI procurement framework running to 2035, they say the bigger opportunity is how the NHS buys, adopts and governs technology, and call for stronger evidence, safer implementation, supplier accountability and clearer outcomes for patients, clinicians and operational teams.

• In a separate post on online consultation, they compare NHS England reports from June 2025 and June 2026: monthly submissions rose from 5.7m to 9.8m, while nearly one in four GP practices with a known supplier received fewer than 200 submissions in June 2026.
• They interpret this as technology installed but not widely used.

Compares public NHS data across years with supplier-level submission counts, then asks what utilisation reveals beyond procurement footprint.

Notes that practice size, opening hours and how patients are directed into each channel can affect usage numbers; submissions are not completed consultations or unique patients.

For brands planning a campaign

For a healthtech go-to-market brief, use Suleman Adil to pressure-test procurement routes and adoption assumptions, not just compare features. A campaign could ask for an adoption-readiness framework that pairs framework access with evidence of utilisation, clinician retention, integration and measurable outcomes.

Examples: Source 1 · Source 2

They note that practices with a known online consultation supplier remained broadly flat at around 6,000, while utilisation varied widely between suppliers. For ambient voice technology, they say a trust implementation shows access, not whether clinicians keep using the technology, documentation time falls, it integrates with the EPR or the contract will scale.

Uses NHS England online consultation reports and an NHS Tech Register snapshot to break down supplier variation and identify the metrics that would show real adoption.

Says implementation counts do not prove adoption, outcomes, integration or renewal.

For brands planning a campaign

A brand can use Suleman Adil’s approach to evaluate vendors on utilisation, clinician retention, time saved, outcomes and renewal rates rather than logos or pilot counts. Brief content around evidence at 6, 12 and 24 months.

Examples: Source 1 · Source 2

They list warning signs including stretched customer success, slow support, painful onboarding, unresolved product issues and integrations that do not work as expected. They add that ARR can grow while retention risk builds because healthcare customers care about workflow, trust, implementation, clinical impact and whether the supplier understands their environment.

Lists observable warning signs alongside commercial metrics that can still look healthy, such as ARR growth, cross-sell and pipeline.

Notes that a business can look commercially healthy while trust erodes, so standard growth metrics may hide the underlying problem.

For brands planning a campaign

For a healthtech company, Suleman Adil can support a campaign on protecting revenue by protecting trust, clinical workflow fit, onboarding, adoption, support, integrations and outcomes. A campaign could commission an independent commercial model and retention-risk review focused on the difference between selling more and protecting why customers stay.

Examples: Source 1

They argue the strategic prize is not transcription but becoming part of the clinical workflow, supporting coding, referrals, letters, clinical actions and workflow automation. They say the next phase will be won by suppliers that turn early deployments into measurable, repeatable outcomes and demonstrate safety, adoption and clinical embedding.

Interprets a supplier implementation chart through adoption and workflow questions rather than declaring a market winner.

Says an implementation shows that a supplier has secured access to a trust, not how widely the technology is used or integrated.

For brands planning a campaign

A healthtech brand evaluating ambient voice or clinical documentation should use Suleman Adil to frame campaigns around workflow integration, clinical adoption, information governance and measurable benefits from the outset, rather than headline accuracy. A campaign could ask for a 6-, 12- and 24-month evidence plan or a procurement scorecard.

Examples: Source 1

They report that monthly submissions grew from 5.7m to 9.8m, submissions per 1,000 registered patients rose by 59%, and practices with a known supplier stayed broadly flat at around 6,000. They also list the share of practices receiving fewer than 200 submissions in June 2026 by supplier, from Rapid Health at 3.6% to Patchs Health at 37.5%, and connect this to changing procurement routes after DFOCVC and GP IT Futures expired, with G-Cloud 15 and the new Digital Primary Care programme shaping future buying.

Compares two annual NHS England online consultation reports and ranks suppliers by the share of practices with low utilisation.

Notes that practice size, opening hours and how patients are directed can affect the numbers; the data does not prove one product is better.

For brands planning a campaign

A healthtech brand can use this as evidence that Suleman Adil works from NHS utilisation data and procurement changes, not just opinion. A campaign could be a primary care market review or go-to-market brief mapping internal end-to-end customer journeys against usage and framework shifts.

Examples: Source 1

In one post, 70% of the forecast closed on the final day; in another, 60% of the forecast was due to land that day. They credit team accountability and resilience, and describe sales leadership as rallying the team, navigating objections and delays, and keeping belief alive as the clock ticks.

Uses first-person accounts of quarter-end execution rather than abstract sales theory.

The posts focus on the drama of the close. Ask for a repeatable pipeline methodology and deal-level evidence.

For brands planning a campaign

For an employer brand or sales leadership campaign, Suleman Adil offers firsthand language about pipeline pressure, forecast delivery and team motivation. A brand could use this to brief content on sales leadership under deadline pressure, pairing it with the more analytical NHS adoption work for a healthtech go-to-market campaign.

Examples: Source 1 · Source 2

They remain open to organisations where their experience in commercial growth, sales leadership, go-to-market execution and building high-performing teams can make an impact. In another post, they offer an independent view of commercial model, customer journey, retention risk and go-to-market strategy, with a free first conversation and no pitch.

Signals a transition from an in-house sales director role to independent advisory conversations.

The posts offer no formal business name or service terms. Ask for these, along with availability, before contracting.

For brands planning a campaign

A brand assessing Suleman Adil for go-to-market or NHS adoption strategy can evaluate their current independent advisory positioning, focused on commercial model, customer journey, retention risk and go-to-market. A campaign could explore an independent healthtech commercial review; confirm scope, availability and current relationships before contracting.

Examples: Source 1 · Source 2

They identify missing data, including utilisation, clinician retention, time saved, outcomes achieved and renewal rates for ambient voice technology. In the online consultation post, they note that submissions measure activity, not completed consultations or unique patients.

Starts with public reports or supplier charts, states the metric’s limits, then draws commercial and adoption implications.

The posts cite NHS England reports and an NHS Tech Register snapshot, but do not reproduce the full underlying datasets or provide independent verification.

For brands planning a campaign

A brand can evaluate Suleman Adil as a data-led commentator who turns NHS reports and procurement changes into a go-to-market discussion. Ask for source-linked analysis.

Examples: Source 1 · Source 2 · Source 3 · Source 4

They thank colleagues and leaders there and say they are open to connecting with organisations where their commercial growth, sales leadership and go-to-market experience can make an impact. An earlier post describes closing the FY26 sales year with the team and looking ahead to an FY27 sales kicker at OneAdvanced.

View example

John C. centres board governance, CIO decision-making and cybersecurity education; Suleman Adil focuses on NHS procurement, supplier adoption evidence and healthtech commercial strategy.

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Sana Dalvi focuses on EHR site visits, clinical informatics and change management for nursing teams; Suleman Adil focuses on NHS procurement routes, supplier-level usage data and commercial retention in healthtech.

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Matthew Guldin writes mainly about reviewing HIMSS conference proposals and healthcare IT case studies; Suleman Adil focuses on NHS procurement, online consultation data, ambient voice adoption and healthtech commercial strategy.

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The posts cover what sitting on a board of directors teaches an executive: questioning whether strategy is clear, investments are sensibly prioritised, risk is managed, the company is financially viable and the right leaders are being cultivated.

• They also explain why current cybersecurity knowledge is now table stakes for a healthcare CIO, including medical device and IoMT risk, identity and access management, zero trust, ransomware resilience and clinical downtime.
• That is the right voice when a supplier wants to frame an ambient voice or clinical documentation decision as a governance, risk and patient-safety question, or reach a trust's executive team rather than its commercial function.

For an NHS adoption campaign, ask for trust-level deployment counts, framework routes such as G-Cloud 15 or the Digital Primary Care programme, and supplier-level utilisation figures.

• Neither post reports them.
• The argument is about how a healthcare executive should think, not what the published NHS data shows, so the data-led half of the campaign would need another contributor.

Examples: Source 1 · Source 2

The posts describe in-person site visits across EHR implementations and problems that emerge on the floor: device-to-user ratios of 1:3 at peak times, with nurses queuing to chart; equipment marked available but unreliable or unused; workarounds that have quietly become permanent; and no backup power plan for downtime devices.

• The second post explains why clinicians ask how long a change will take, distinguishing a saturated team from a resistant one.
• It also shares methods that worked: one trusted person per shift who can answer questions in real time, showing up the same day rather than next week, handing out single-page reference guides on the floor, and acknowledging what else the unit is carrying before adding more.
• That is the practical detail a supplier needs for a campaign about clinician adoption and retention rather than procurement.

Sana Dalvi's posts describe provider-side implementation experience, not supplier go-to-market.

• They offer no NHS procurement framework detail, published usage data or supplier-by-supplier comparison.
• A supplier campaign promising usage-based market analysis would need another source for its core evidence.
• The posts describe what works on a hospital unit, not commercial offers or buying routes; ask another source for positioning, pricing or framework strategy.

Examples: Source 1 · Source 2

The posts discuss HIMSS conference proposals and argue that a strong Health IT proposal starts with a specific baseline problem — what was not working, who was affected and what things looked like before — then shows credible before-and-after results, such as length of stay moving from 4.8 to 4.4 days, a workflow saving clinicians 20 minutes a day, denials down 15%, or $2 million in savings with the source explained.

• They also urge presenters to say what did not work, what was underestimated and what metric did not move, and to keep a provider/vendor case study from turning into a product pitch.
• The repeated line, "Implementation isn't an outcome.
• Impact is," suits a supplier building a trust-facing case study or a conference submission that can withstand scrutiny.

The posts concern a US conference review process, not NHS buying.

• They cover neither DFOCVC, GP IT Futures, G-Cloud 15 nor the Digital Primary Care programme, and include no NHS submission figures.
• For an NHS procurement campaign, ask another source for procurement realities and online consultation and ambient voice data; suppliers seeking to understand how trusts actually buy will need that evidence elsewhere.

Examples: Source 1 · Source 2