With applications for GovStart 2020 now open, in this article we’ve taken a look at the journey of one of the startups from last year’s cohort, Cyan Forensics. Cyan Forensics is an online safety tech startup which was founded in 2016 by Ian Stevenson.
Cyan Forensics joined GovStart as part of the 2019 cohort and is a startup helping police investigators find evidence faster. The Edinburgh-based company helps law enforcement, social media and cloud providers to find and block harmful content from paedophiles and terrorists.
Cyan Forensics’ technology helps the police to quickly find evidence of child abuse, radicalisation or terrorist activity on suspects’ computers, giving investigators the ability to make better decisions to safeguard the public.
Their GovStart Journey:
After joining the GovStart cohort in September last year, Cyan Forensics went on to secure £1.5m worth of funding from a consortium of investors in December, bringing the total raised so far to £3m. The GovStart programme allowed the team at Cyan Forensics to meet with senior government officials and experts in the Online Safety sector.
“We joined GovStart because we realised we didn’t know very much about working with the government and we needed to learn. Joining the program helped us to meet senior civil servants, advisors and politicians in a friendly environment and to understand about their jobs, the things they care about and sometimes the constraints they have on how they work. That helped us to understand how to build more constructive relationships with government”.
Ian Stevenson, Founder of Cyan Forensics
Online Safety Tech Association:
In November 2019, PUBLIC organised an online safety roundtable bringing together a range of innovators and stakeholders from the online safety community to meet in PUBLIC Hall. The roundtable was organised in order to position Cyan Forensics at the heart of the debate and discuss the challenges and opportunities in front of them with experts in the field.
PUBLIC introduced Cyan Forensics to Baroness Shields (previously UK Minister for Internet Safety and Security, and now sitting in the House of Lords) who chaired the session, which included representatives from a number of innovative companies, as well as government and charitable organisations working in this area, including IWF, Securium, Yoti, Censorpic, Crisp Thinking, Safe to Net and NSPCC.
The outcome of the roundtable was an agreement that there was a need for a body that represents those creating technology for online safety, to facilitate and promote opportunities for collective voice, influence and networks. From this roundtable an Online Safety working group was formed and chaired by Ian Stevenson the CEO of Cyan Forensics.
Leading on from the roundtable and formation of the working group, in April 2020 Ian founded the Online Safety Tech Industry Association which is the UK’s membership body for the online safety tech industry, delivering a voice of hope, collective influence and efficient networks.
In May 2020, Cyan Forensics was featured in a UK Government report ‘Safer technology, safer users: The UK as a world leader in safety tech’ as a startup championing online safety.
Next steps for Cyan Forensics?
Cyan Forensics is working on expanding internationally and demonstrating capabilities for online safety. The company already has customers in Germany and has closed its first sales to a law enforcement agency in France. Cyan recently signed a partnership with the National Centre for Missing and Exploited Children in Washington to explore the potential for their technology in the US too. Cyan has been involved in some really exciting work to demonstrate the positive impact tech can have in online safety, you can find out more about the company here.
The Percy Hobart Fellowship is a bespoke, 12-week course to give immersive, hands-on experience in innovation to personnel in the Royal Navy. As we enter the fourth week of running the programme, here’s an update on what the fellowship is and how it’s been going so far.
For so many years, civil innovation has benefited from military ingenuity – GPS, the Internet, duct tape, digital cameras, microwave ovens, synthetic rubber tyres. The economy is full of innovations that started in the military, were inspired by or were tested in the military before developing civilian uses. But the digital revolution means that knowledge now has to flow even more into Defence from outside.
That will require service personnel to have a different mindset and a new set of skills. Through learning modules and practical, hands-on experience in innovative startups, the Percy Hobart Fellowship will equip personnel with an understanding of the powers and practicalities of new technologies to help champion innovation within the Royal Navy.
Core to the 12-week programme is a placement in a fast-growing startup, which will be complemented by taught course material, mentoring and workshops to provide a theoretical and practical grounding in innovation. Each fellow has been seconded to a startup to learn first hand what it’s like to develop ideas, MVPs, and scale these, the culture in the startup ecosystem and what can benefit the Navy. Startups include companies such as healthtech startup Patchwork, autonomous traffic control startup Valerann, teamwork tool Pando and global food sharing app Olio.
The fellows will also be taught about business principles and innovative thinking. Fellows will learn about commercial forecasting, modelling, market-sizing and risk. Experts in growth, marketing, PR and sales will give real life examples of channels and strategies bringing new products to market.
As they approach the end of Week 4, fellows have been spending 3 days embedded in host startups, attending team meetings, developing their own projects and gaining real-life experience of how a startup works.
For the remaining 2 days, fellows have followed a curriculum developed by PUBLIC, covering topics such as Design, Innovations in Tech, the Defence Landscape and Entrepreneurship. Feedback on the Guest Lecturers and Speakers has been overwhelmingly positive, with many fellows remarking on the high standard and profile of people delivering the Programme. Lecturers from outside the PUBLIC team have included Gen (Rtd) Sir Chris Deverell, formerly Commander of Joint Forces, Elisabeth Braw of RUSI, and Benedict Evans, the leading Tech Analyst.
As the programme continues we will update on the progress and journeys of the fellows.
Solving the homelessness crisis: An interview with Beam
In March, NHSX launched TechForce19 in partnership with PUBLIC, AHSN and the Ministry of Housing, Communities, and Local Government.A month later, 18 companies were announced as winners of the TechForce19 program and began testing their digital solutions across the UK.In this interview we spoke to Alex Stephany, CEO of TechForce19 winner Beam, to hear more aboutthe company’s TechForce19 journey deploying their technology to crowdfund employment training and support for homeless people.
What does Beam do and why did you embark on this venture?
Beam is a tech startup working to solve the homelessness crisis. How does it work? The public crowdfunds employment training for individual homeless people. Then we support each person into stable, paid work, ranging from plumbing to accounting and everything in between. So this is about empowering people to support themselves and leave behind homelessness for good. But it’s also about providing employers with a new and diverse talent pool.
It all started about three years ago, when I got to know a homeless man at my local Tube station in London. I’d buy him cups of coffee and pairs of thermal socks when it was getting cold. At one point, he disappeared for weeks on end. When he reappeared, he looked years older: he told me he’d had a heart attack and had just come out of hospital. Despite the well-meaning gestures from myself and no doubt others, he was in a worse position than ever.
So I began to ask myself a question: what would it take to make a lasting difference to this man’s life? He had never had a job, and clearly lacked the confidence and support to make it on his own. For me, the answer lay in empowering him with the skills, confidence and support to get back into work and provide for himself. Of course, that would cost far more than coffees or socks – but what if everyone chipped in?
The idea of crowdfunding employment training for homeless people was born. Over the following nine months, I developed the model working with homeless people and charities, and officially launched Beam in September 2017.
How does your solution help the vulnerable and isolated?
When a homeless person launches their campaign through Beam, they can expect around 100-200 members of the public to support their campaign. Many choose to leave messages of encouragement when they donate, which can be a massive confidence booster for our beneficiaries. This is particularly important for those who have been placed in emergency accommodation away from their support network and may be feeling isolated.
For example, Mia is using Beam to train as a digital marketer. She became homeless after leaving an abusive family dynamic. Describing her experience, she said: “Homelessness is a really isolating experience, especially when you’ve been made to feel like you’re to blame after leaving a bad situation. I felt that everyone was judging me and felt even more vulnerable as a woman.” Mia went on to raise £5,695 from 372 Beam supporters. Talking about the support she received, she said: “I find all [the] kind words and support extremely uplifting and encouraging.”
On top of this, coronavirus has made our homeless population even more vulnerable. Many of the people we’re supporting live in unsuitable or cramped accommodation, sometimes sharing bathrooms and kitchens with other families. This makes the risk of contracting coronavirus even higher, particularly for those with underlying health conditions.
As a result, many of the people we support choose not to leave their emergency accommodation and therefore become even more isolated. To tackle this, Beam has provided hundreds of laptops and kids’ tablets to homeless families so that they can continue to work, study and stay connected with friends and family. In addition to this, we’re also providing them with emergency care packages that include everything from household cleaning products and PPE to food vouchers and children’s clothing.
How has your company adapted to tackle Covid-19 related challenges?
Right now, Beam is supporting homeless people into jobs that have seen a surge in demand during the crisis, provided it’s safe for them to start work. Many of these are key worker roles including warehouse operatives, NHS workers, carers, supermarket assistants and cleaners.
To raise awareness of this initiative, we’re asking the UK to #FundAFuture for a homeless person. The idea is that a number of sectors face labour shortages, but at the same time there are thousands of homeless people who want to start work. We’ve placed posters outside hospitals, care homes, supermarkets, offices and building sites around London – highlighting the sectors in most need of workers and the opportunity for homeless people to plug the gap.
We have also launched an Emergency Coronavirus Fund to provide short-term relief to homeless families during the pandemic. Through donations from the public, we’re able to deliver emergency care packages to those in need. For example, we’ve been able to fund a laptop and electronic tablets for homeless single mum Sonia, so that her kids can do their school work from home.
Can you tell us more about how you’ve deployed your technology as part of the TechForce19 challenge?
Winning the TechForce19 challenge has helped us to build the tech to scale our Emergency Coronavirus Fund. We now have a dedicated team working on this project who take referrals from charities and local authorities, launch the emergency crowdfunding campaigns on our website and coordinate the delivery of care packages. To-date, we’ve sent over 350 care packages and raised more than £50,000 in donations from members of the public.
One of the people we’ve supported is single mum Beverley, who has three sons. With free school meals no longer an option, she was struggling to keep up with feeding them all. We sent them some food vouchers so they could do a big supermarket shop to keep them going for a few weeks. We also used the funding to send them art supplies and laptops so her sons could do their school work.
Have you learned any valuable lessons during this period of change and uncertainty?
Since the very beginning, our core values have formed an important part of our culture, hiring process and decision-marketing. The pandemic has given us time to reflect on these values as we navigate this period of uncertainty. During periods of flux, a company’s values are what defines it, so we’ve spent time as a team challenging and refining who we want to be as a company.
It goes without saying that this has been an incredibly busy time for all of us. Knowing when to take a break is incredibly important – and I don’t just mean annual leave! We’ve introduced “decompression weeks”, where we slow down the pace and give people a bit of a breather. We measure our success by the number of lives we improve – one of our core values is “We make an impact” – but we also recognise that we can only achieve these amazing outcomes if the team has time to decompress.
Finally, we’ve always had a culture of supporting one another and lockdown has shown us just how important this is. We’re connecting more with one another through coffee catch-ups, wellbeing triads and yoga mornings, while also introducing additional wellbeing budgets and always-on wellbeing surveys to make sure we’re supporting everyone’s needs remotely.
Advice for GovTech founders?
This is an incredibly exciting time to be providing government with innovative solutions to complex social problems. But don’t forget the importance of collaboration! At Beam, we’re collaborating with a number of different stakeholders, from government and charities to concerned citizens and corporates. We understand that social impact is best achieved when everyone is working to their strengths. GovTech founders need to know where both their strengths and weaknesses lie, and collaborate with others who can plug some of those gaps.
Today PUBLIC launches GovStart, our six month growth programme to help tech startups transform the public sector, taking place in London and Berlin from October 2020.
Now more than ever, the government needs new, secure, and scalable technology to meet the challenges posed by the pandemic. GovStart is the right platform for startups to make a difference in any area of the public sector, from healthcare, to transport, to cyber security, and more.
So far, we have worked with 36 companies from Pre-Seed to Series C across UK, France and Germany, helping them close £16m in government contracts and raise £53m in investment. GovStart alumni have deployed products in diverse public-sector environments across health and social care, citizen engagement and local government, employment & recruitment as well as cyber security and online safety.
We are open to any solutions that can be applied to the public sector, but we are particularly interested in technologies that can help the public sector deal with the current challenging times, including:
Health Tech: solutions for remote monitoring and self management of Covid and related conditions;
Mental health: digital interventions to support young people and adults’ mental health;
Future of work: digital training and coaching applications for people that have lost their jobs because of Covid, to get them ready for the jobs of the future;
Transport & Mobility: data solutions to help transport authorities plan for a safe transport network; and
Prisons and Rehabilitation: smart solutions for safer and better prisons, from internal operations to offender rehabilitation
COVID-Cast #6 – Tech, Care Homes & COVID: A difficult transformation
COVID-Cast is a new weekly podcast from PUBLIC exploring the international response to the Covid-19 crisis from the GovTech community. Listen on the PUBLIC website, on Spotify, or on Apple Podcasts.
In the latest episode of COVID-Cast, Edd speaks to Lee Omar, Founder & CIO of Safesteps, about the impact of the COVID-crisis in care homes.
With COVID taking a huge toll on care homes, the commissioning of new technologies for non-covid use in these environments ground to a halt.
Safesteps – a tool to prevent falls in care homes – pivoted quickly to provide a tool to help monitor symptoms of the virus among care home residents, helping to manage the spread of the virus within care homes in which it was used.
Lee and Edd discuss the challenges of building tools for the care industry, and the challenge of using tech to solve-problems in a sector resistant to digital transformation.
Listen to the podcast below, and subscribe on Podbean, Spotify or Apple Podcasts now to be sure that you don’t miss next week’s episode. Let us know your thoughts in the comments.
GovTech in Focus: Top Tenders and Awards, June-July
Startups, we know that selling to the public sector is tough. In a monthly series, PUBLIC – in partnership with Tussell, the data provider on UK government contracts and spend – provides the GovTech community with the lowdown on the most valuable and exciting GovTech tenders issued by public-sector bodies every month – as well as the opportunities you might have missed.
This month’s edition is replete with a steady stream of GovTech notices and awards that demonstrate the range of opportunities across the public sector for startups.
While the organisations issuing notices and awards are fairly diverse, it seems many of them are looking for the same thing: Artificial Intelligence and Machine Learning. As we noted in our quarterly deep-dive, the use of AI in the public sector has skyrocketed since 2015, and from the number of related contracts here, that isn’t going to slow down.
TOP LIVE TENDERS:
BBC Digital Transformation: more than just iPlayer.
In the top spot this month: the BBC has issued a tender for a new £12m framework for ‘digital services’. The opportunities to be won from this tender appear to be significant, with applications across the BBC’s remit, including in its education, news, sports tv and iplayer departments.
To be successful, suppliers seeking to be on the framework must successfully apply to at least three of the following service categories: “web development, mobile app development, backend development, third party maintenance, emerging technologies, data science and machine learning, design and UX and host and operate”.
To help improve customer services, the winner’s bot will help to answer questions from the public and help to lower call volume – reducing the burden on call centre staff and making quick enquiries to the Council easier for the town’s residents.
There’s £30k on offer for the right provider – apply by 15 July.
The Scottish Council is seeking input from industry and academia in connection with the ‘Perth Smart Energy City programme’: a distributed energy model that enables decarbonisation of energy production and distribution for consumption at city scale.
While it’s not an immediate opportunity, we always encourage startups to make enquiries and strive to contribute to PIN’s when they arise – doing so can pay dividends in the future when procurement exercises begin.
Here, the PIN is an opportunity to contribute to an exciting conversation with the market about how to establish ‘the conditions and capabilities for Perth to realise its aspiration to become a genuinely Smart Energy City’ – with an opportunity to engage with the short, medium and long-term priorities associated with the programme over the next ten years.
OPPORTUNITIES YOU MAY HAVE MISSED
The rollout of smart meters by Anglian Water takes the title of June’s largest award. Arqiva received £230m for the contract, Suez a notional £1. The new smart water meters will help create more efficient and energy-friendly water services.
Elsewhere, Public Health England awarded a new contract to PA Consulting with the aim of linking up their health surveillance ‘big data’ systems through an automated process. PA Consulting received an award for £1m.
Elsewhere, other awards offer an indication of different organisations’ priorities over the past year:
It is expected that the evidence it generates is a significant contributor toward ensuring policy decisions are based on up-to-date and accurate market information, but also gives a strong clue as to where the department may be looking to procure new technologies over the next 12 months.
As lockdown eases, some may find it easy to forget that the virus hasn’t gone away. Not so in GovTech, where COVID-19 continues to spur on significant developments and investment in new technologies, both to fight the virus, and to help us adapt to the new normal.
Last month, the tally for contract awards on tech solely as a result of the crisis was approaching £100m, and that hasn’t slowed down much. Across the public-sector, diverse types of organisation are investing in new solutions to:
Department of Health and Social Care awarded two contracts relating to the ‘Joinsocialcare.co.uk’ initiative, each work £754k
The first – awarded to GovStart Alumni CeraCare – was for the licensing of their online carer recruitment platform.
The second – to Mears Care Ltd. – was for the re-purposing of an existing web-based recruitment platform.
Together the two contracts addressed the urgent and immediate need to attract, vet and offer training to potential candidates (during Covid-19).
Healthcare consultations: Attend Anywhere has won two NHS contracts for their video chat software, one from NHS Improvement for virtual waiting rooms worth nearly £5m and a second from NHS Scotland, for face-to-face consultations worth £1.2m.
UPDATE: Track-and-tracing awards for covid-19 app solutions
With the original Test-and-Trace app now defunct, at a total spend of £8m, and with Apple and Google now involved in the next iteration, Government has now published what we expect to be the final contracts in relation to version 1.
All but one of the most recent awards went to suppliers we were already aware of as suppliers for the app. The remaining award – for a Managed Load Test Contract – went to Eggplant ltd.
If you are a tech company that wants unparalleled insights into the key government opportunities and trends, get in touch with us about how we can help – you might be interested in applying to our GovStart programme!
Supporting Independence: An Interview with Just Checking
In March, NHSX launched TechForce19 in partnership with PUBLIC, AHSN and the Ministry of Housing, Communities, and Local Government.A month later, 18 companies were announced as winners of the TechForce19 program and began testing their digital solutions across the UK.In this interview we spoke to Amy Lewis, Director at TechForce19 winner Just Checking, to hear more aboutthe company’s TechForce19 journey deploying their technology to remotely monitor the elderly and vulnerable.
1. What does Just Checking do and why did you embark on this venture?
Warwickshire based company Just Checking was founded in 2004 to help health and social practitioners understand the needs and abilities of individuals living in the community with dementia.
Over 80% of UK local authorities use the Just Checking activity monitoring system for assessment and care planning across learning disabilities, older adults and reablement, with thousands of professionals and family users logging on every day. Families are able to check that their family member is following their usual activities of daily living without intruding or undermining their independence.
Just Checking is simple to install, and easy to use especially for those who are less digitally aware; users simply place a sensor in each room and plug in the hub to a power socket. There is no need for internet access as the hub has its own SIM. There are no video cameras; the system uses discrete wireless movement sensors to provide insight into how individuals are managing in their own homes.
At the start of the COVID-19 pandemic, the NHS predicted there would be a greater pressure to discharge patients from hospital to free beds and support a rapid influx of individuals requiring acute medical care. This would also impact on social care services who would be required to support a greater number of older adults at home, with potentially fewer care staff due to the virus. Just Checking could see how our existing system could be easily adapted to support more remote domiciliary care services during the pandemic, to maintain quality of care whilst reducing face to face visits and therefore risk of infection.
2. How does your solution help the vulnerable and isolated?
Just Checking enables health and social care organisations to deliver a more hands-off domiciliary care service when combined with this technology.
The Just Checking system uses discrete wireless sensors placed around a property to send an overview of daily activity to an online app. Family and professionals can see whether an individual is visiting the kitchen to make meals, using the bathroom as expected, or getting a good night’s sleep. Notifications can be set up to alert family and carers if anything out of the ordinary happens, enabling them to respond appropriately, reducing unnecessary visits and minimising risk of infection spread to those shielding and clinically extremely vulnerable.
The project demonstrated that remote monitoring in this way, can play a bigger role in delivering domiciliary care for vulnerable, older and self isolating people by:
– Reducing the number of face to face care visits and their inherent infection risk. – Helping local authorities to safely support more older people with a reduced staff pool.
– Deploying the reduced pool of care staff where they are most needed. – Providing feedback on well-being, remotely (via the activity chart and notifications of specific events).
– Enabling staff who are fit but self-isolating to take part in care/rehabilitation remotely.
– Encouraging care staff to use, in parallel, existing remote methods of rehabilitation/coaching (eg Facetime, exercise video), and enabling them to see progress in rehabilitation. – Like everyone else, older people will still have access to, and be encouraged to make use of, remote social activity (phone, Facetime/Skype/Zoom, email, social media with friendship groups, neighbourhood/ community support etc)
3. How has your company adapted to tackle Covid-19 related challenges?
Just Checking already benefits from remote working practices enabling us to easily adapt and adhere to social distancing guidance. We were able to immediately respond to the increased need for remote monitoring technology, providing support to our clients during this difficult time.
During the project our partners showed a need for more flexibility in setting up and managing system notifications for individuals in their care. The Just Checking in-house development team responded rapidly, creating custom notifications and a corresponding dashboard to manage notifications and log responses. The new additions to the notification features proved extremely beneficial in keeping people safe, and providing quick access to information to coordinate a collaborative response between all stakeholders of care.
In addition, Just Checking saw a spike in demand for activity monitoring systems and as a result, has created a short term lease model to support the pandemic without requiring long term contracts.
4. Can you tell us more about how you’ve deployed your technology as part of the TechForce19 challenge?
Just Checking has a significant number of’ K6’ systems in use across the UK. Although this model was superseded In June 2018, we used the K6 during this research project to demonstrate how an existing, widely available model can support services during the pandemic without the need to upgrade. We did this in the knowledge that where systems can be upgraded, the benefits will only be greater.
Due to the urgency of the pandemic a quick response was required – with the project taking place over just 3 weeks. A strategy meeting was held immediately to identify a project lead for each partner, who worked closely with their allocated Just Checking manager to define pathways for referrals and processes for safe installations.
As they are simple to install, the Just Checking systems could be installed by any key worker or family member currently visiting the property – minimising the risk of infection further.
The systems were utilised in the short term to keep people safe. Data was then reviewed to inform care plans moving forward.
5. Have you learned any valuable lessons during this period of change and uncertainty?
A clear theme emerged from the initiative: the most vulnerable are often the most isolated and social distancing creates new challenges and intensifies those that already exist.
During the project our partners reported that Just Checking was particularly useful in supporting the following:
● Keeping individuals safe whilst adhering to social distancing principles.
● Maintaining staff safety whilst continuing to support individuals.
● Monitoring how implemented care changes are affecting the individual.
● Helping families to support their relatives in absence of staff.
● Utilising a reduced number of staff to continue care delivery.
● Reassuring external care stakeholders such as families carers and providers that daily living activities are being completed.
● Completing remote needs assessments to right size care packages.
● Supporting individuals to avoid or delay a hospital admission / residential placement.
● Monitoring those with cognitive impairment that may wander or have difficulty remembering social distancing rules.
● Better outcomes for individuals whilst working remotely.
● Providing increased information over a shorter period of time.
● Collaborative working between different health and social care departments and also family members.
6. Advice for GovTech founders?
1. In times of crisis, the most successful solutions will be those that are well established and if necessary, can be adapted to suit the current needs/challenges.
2. Buy-in from all relevant stakeholders is essential when introducing new ideas.
3. Create a simple plan that is easy to follow and communicate it well to people at all levels.
4. Nominate a project lead that has a level of responsibility/accountability for the full process and outcomes that need to be delivered.
Streamlining Clinical Information in Care Homes: An Interview with Feebris
In March, NHSX launched TechForce19 in partnership with PUBLIC, AHSN and the Ministry of Housing, Communities, and Local Government.A month later, 18 companies were announced as winners of the TechForce19 program and began testing their digital solutions across the UK.In this interview we spoke to Elina Naydenova, Founder of TechForce19 winner Feebris, to hear more aboutthe company’s TechForce19 journey deploying their mobile app in care homes to help carers conduct regular check ups as part of virtual ward rounds.
1. What does Feebris do and why did you embark on this venture?
Feebris exists to improve access to healthcare for the most vulnerable patients. Our mobile-based software platform helps users detect and monitor complex health conditions; it connects to medical sensors and uses AI algorithms to ensure high quality measurements are captured and automatically evaluated to detect health issues early.
When I was working at the WHO in 2014, I became obsessed with solving a wicked problem in global health – childhood pneumonia, the number one killer of children under 5. I started Feebris to develop technology that will help the early diagnosis of this and other life-threatening but treatable conditions that take millions of lives every year.
2. How does your solution help the vulnerable and isolated?
Our mobile app has been used in care homes, where it helps carers conduct regular check-ups as part of virtual ward rounds. The app communicates to a number of sensors, including a pulse oximeter and a digital stethoscope, which capture a holistic health check-up. The information can be evaluated by a remote GP, either as part of a proactive monitoring routine or in response to any detected warning signs. The benefits are three-fold: (1) streamlining the capture of clinical information in care homes; (2) increasing the precision of remote GP consultations; (3) introducing personalised & proactive monitoring to reduce avoidable complications and utilisation of hospital services. For vulnerable patients in care homes this unlocks higher quality healthcare in their community, protecting them from the stress and health risks of hospitals.
3. How has your company adapted to tackle Covid-19 related challenges?
As a result of winning TechForce19, we were able to quickly mobilise to deploy our technology across care homes in East London. We have developed a fully digital rapid deployment process, which allows us to get a care home equipped with the technology and remotely trained in 7 days. We have been working closely with the GP community to ensure that our technology helps them deliver high quality healthcare even if they are unable to visit the care home in person.
4. Have you learned any valuable lessons during this period of change and uncertainty?
The pandemic disrupted healthcare and care environments, creating opportunities for rapid change. However, for these changes to deliver long-lasting positive transformation, they need to be delivered in an integrated fashion. Equipping care homes with technology for health monitoring is an important step forward; however, this transition is only truly possible if care home staff are supported on their journey of upskilling staff and integrating new work flows.
5. Advice for GovTech founders?
Think of yourselves as problem-solvers, not technology developers. You exist to deliver change in a very complex system, which is far more likely to happen through evolution than disruption. Energy and perseverance conquer all things.