Saxton Bampfylde is excited to present Future Health, a compelling short series of interviews featuring both established and rising leaders in the healthcare sector. Together, they explore the challenges, opportunities, and necessary transformations that will shape the next decade of healthcare.
In our fourth interview, Tim Whittlestone, Medical Director at North Bristol NHS Trust, speaks with Alex Richmond to share his perspectives on the transformative role of technology in the NHS, from robotics in precision surgery to AI-driven diagnostics and predictive analytics.
Highlighting the challenges of embedding tech into practice and the value of clinical leadership, Tim emphasises the need for collaboration, practical innovation, and maintaining the human touch in care delivery.
Which technology do you think has the most potential to transform care delivery in the NHS, and what excites you most about it?
Technology has been part of healthcare for a good while now, but I’m still genuinely excited about how it can enhance precision in medicine. Consider this: five years ago in Bristol, we were already performing highly complex surgical procedures that demanded extraordinary precision. These operations, often involving areas like the pelvis or brain, required exceptional tactile feedback and magnification for accuracy.
What’s mind-boggling is how robotics and machine learning have now replicated those processes so effectively. Robotics has revolutionised our ability to perform precise and consistent surgical procedures time and again. It’s remarkable to think that what was once viewed as groundbreaking is now considered routine, not just in Bristol but around the world. The potential is enormous, particularly in cancer surgery. By marrying robotic advancements with cutting-edge diagnostic techniques, we can move away from the traditional approach of removing a tumour based on an X-ray and a lot of hope. Instead, AI-powered technology will help us pinpoint precisely what needs removing and what can be preserved, leading to better outcomes for cancer patients and an improved quality of life after surgery.
Robotics has revolutionised our ability to perform precise and consistent surgical procedures time and again
I’m also fascinated by advancements in diagnostics. Machines are now as good as, if not better than, humans at identifying disease. For example, AI can read mammograms, X-rays, and even analyse photos of skin lesions for signs of cancer. When these technologies were first introduced, there was a degree of scepticism. But now, research shows that AI is extremely reliable. Of course, there are challenges: while a machine can detect cancer, it doesn’t have the emotional intelligence to understand a patient’s feelings about a diagnosis or the best way to communicate it. That’s why, even as we welcome these advances, we have to focus on the human side—the compassion and empathy only people can offer. The challenge will be integrating AI while maintaining that human touch, which is crucial in healthcare.
Machines are now as good as, if not better than, humans at identifying disease.
Lastly, I’m passionate about predictive analytics. At my hospital in Bristol, we’re developing algorithms to forecast patient surges, especially in winter. By analysing a range of factors—weather, air quality, traffic patterns, viruses, and more—we can accurately predict how many patients will arrive and in what condition. Imagine being able to allocate resources in advance rather than scrambling when a crisis hits. The potential applications are astounding, even extending to preventative measures. If the data shows a certain combination of factors could lead to a spate of road accidents, we might intervene—perhaps by rerouting traffic or lowering speed limits. Using data to solve problems before they even happen could truly transform how we deliver care.
Given your leadership role, what do you think it takes to create an environment where technology is successfully embedded into healthcare practice?
Embedding technology into healthcare is both a tremendous opportunity and a challenge. One of the biggest hurdles we face is the hype and misunderstanding surrounding emerging tech. There’s a lot of buzz that makes it sound as though AI can solve every problem, but this isn’t always realistic. It leads to unproductive conversations—people can become overly excited, fearful, or frustrated. We need to cut through that noise with sound, practical knowledge.
We need a collaborative ‘play space’ where healthcare professionals and tech innovators can meet, exchange ideas, and test solutions together.
Another challenge is connecting the amazing inventors and tech companies with the frontline healthcare workers. The UK has plenty of brilliant inventors, but there’s often a disconnect between these innovators and the people who most need their inventions—doctors, nurses, and emergency responders. Too often, inventors develop solutions without consulting those who understand real-world problems, resulting in ideas that fall short. We need a collaborative “play space” where healthcare professionals and tech innovators can meet, exchange ideas, and test solutions together. It’s all about dialogue. For example, consider an entrepreneur developing AI-powered dictation software. Healthcare workers might point out that dictating letters for patient records is one of the most frustrating tasks, often riddled with errors and delays. Together, they could design software that transcribes speech in real-time, producing accurate letters instantly.
Information governance and regulation also pose significant challenges. The NHS has a duty to protect data privacy, which is vital, but our caution can sometimes stifle innovation. Many promising projects falter because they get caught up in complex regulations. We need a clearer and more flexible framework for data governance that balances security with innovation.
You’ve spoken about the importance of leadership roles. What lessons can we learn from how clinical leadership is evolving in places like the United States?
If you look at healthcare models in the U.S. and parts of Europe, you’ll notice how advanced their integration of technology is. In the States, there’s a lot of automation surrounding billing, but we can also learn from their approaches in other areas. The NHS relies heavily on accounting and finance, and applying tech-driven efficiencies here could be transformative.
One role that’s emerging in the U.S. is the clinical strategist—clinicians who use their hands-on experience to shape the future of healthcare, often working closely with technology. These strategists help develop plans for healthcare organisations, making sure technology is used in ways that genuinely improve patient care. In the NHS, technology could also address workforce challenges, boosting efficiency and helping us reimagine healthcare delivery.
The key is understanding both healthcare needs and what technology can offer. We must ensure that tech innovations are purpose-driven and align with where the greatest need lies. That’s what makes clinical strategists so effective: they bridge the gap between technology and real-world healthcare practice.
What steps do you take within your own organisation to encourage innovation from the ground up?
At North Bristol Trust, we’ve worked hard to create a clinical strategy that embeds technology at every level, from predictive analytics to treatment. But innovation can’t be exclusive or dictated from the top; it has to be democratised. Everyone in our organisation, from junior staff to porters, has valuable insights. A simple idea—like fixing a door that doesn’t work properly for patient transfers—can lead to major improvements when combined with technology.
We encourage innovation by setting up open forums and collaborative spaces. We recently ran a robotics roadshow where staff could explore and interact with different technological solutions. It’s inspiring to see people of all ages and backgrounds coming together to brainstorm how these tools could enhance patient care. By creating an open and inclusive environment, we spark creativity and find practical tech applications that can make a real difference.
Lastly, what advice would you give to aspiring leaders in healthcare?
Leadership in healthcare requires focus and resilience. My advice is to choose a few key priorities and remain steadfast. Progress in the public sector can be slow, and you’ll encounter obstacles at every turn. Be tenacious and have confidence in your mission. Surround yourself with a diverse and strong team that complements your strengths and covers your weaknesses. Collaboration is everything. If you’re an ideas person but struggle with execution, find people who excel at delivering results. It’s about building a team where everyone’s strengths contribute to achieving a shared vision.
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