Health Analytics supply software tools that help NHS managers and clinicians deliver better care at reduced cost. A recent example is our "care home invoicing" product, which guarantees the NHS is billed correctly by private care homes.
We work in partnership with NHS Clinical Commissioning Groups to develop operational tools for day-to-day running of the NHS.
We were literally "2 guys in a garage" in 2011. The ILP came at the just right time, as we embarked on growing the business.
Our turnover for 2011 was £300k with 2 staff.
Our turnover for 2015 was £1M with 8 staff.
Yes. We've kept close contact with two of the mentors; one is currently helping us with a specific business strategy. The ILP also introduced us to Trimano (a Stephen Allott company), who we are a client of.
Yes. We were introduced to a specialist R&D tax accountant, who we engaged post IPL. This led to significant year-on-year R&D tax credits that we've re-invested in new product development.
Educate purchasing decision managers about the risks in awarding software development projects to companies whose core is not software development. A recent example is the failed £40M contract awarded to Atos for the NHS Data Extraction Service (GPES) plus the care.data programme. NHS England was fully aware of existing technology from Health Analytics that could have been purchased for a fraction of this cost, with zero risk of non-delivery.