Last week at HPN North in Manchester, SARD took part in two full-on days discussing all things NHS. On the agenda were workforce planning, artificial intelligence, and system-wide sustainability.

In practice, the conference told one connected story.

The first keynote panel focused on what it will take to build a sustainable NHS ecosystem for the future. Bringing together leaders from policy, innovation, digital and delivery, the discussion reinforced that long-term transformation will only be achieved through collaboration across the system rather than through isolated change.

Panellists reflected on a reality leaders across the NHS recognise well. Demand is rising, patient complexity is increasing, and clinical time remains finite. The challenge for the coming decade is not simply introducing more technology, but ensuring policy, innovation and delivery operate as a connected ecosystem capable of supporting sustainable service models.

While on the panel, our Chief Executive Kevin Monk also offered a candid perspective on NHS procurement. Describing it as ‘a Darwinian machine to select for sociopaths,’ he argued that the process often creates unnecessarily adversarial relationships between organisations and suppliers. He compared this to how unusual it would be to enter a marriage while insisting that in three or five years you would immediately return to the marketplace to see what other options were available, rather than first working with your existing partner to improve the relationship.

He also suggested that the NHS often evaluates suppliers in reverse order. In most purchasing decisions we consider reputation first, then features and benefits, and finally price. NHS procurement frequently flips this order, prioritising price first, which can lead to outcomes that are ultimately suboptimal.

Overall, the panel highlighted that sustainable change will require not just innovation, but stronger partnerships, trust and collaboration across the healthcare ecosystem.

In Kevin’s AI-focused session, ‘Surviving and Thriving in the AI Apocalypse’, the tone shifted from operational to philosophical.

There is no doubt that AI is reshaping the digital landscape. Kevin created an atmosphere of curiosity, caution and humour. Questions surfaced quickly:

• What problems are we actually trying to solve?
• What data foundations must be in place first?
• How do we ensure automation enhances, rather than destabilises, clinical services?
• How quickly will a resurrected grandmother / AI Assistant last before being replaced? (The answer is about six months thanks to Claude Cowork!)

The core insight was simple: AI amplifies what already exists. If underlying data is fragmented or poorly structured, automation accelerates confusion. If foundations are strong, it accelerates insight.

For SARD, this linked directly back to workforce data. Before predictive tools and automation layers are added, trusts need clarity about capacity, demand and activity. Otherwise, the risk is speed without direction.

There was a strong sense that sustainability is not achieved through single solutions. It is built through aligned systems, transparent data and collaborative leadership across regions.

Across both days, one theme emerged repeatedly: foundations before acceleration.

Trusts are ready to move forward. There is energy in the system. There is ambition. But there is also realism. Leaders want to build on solid ground.

For the SARD team, HPN North was energising not because of volume, but because of depth. Conversations went beyond surface-level interest. They explored practical next steps and reflected a sector thinking carefully about its future.

If this conference showed anything, it is this: the NHS is not short of innovation. What needs to be prioritised now is clarity, sustainability and evidence-led change.

And that feels like progress.

Disclaimer: This information is provided for general guidance only. It may not reflect the most up-to-date NHS policies or local Trust practices. Always refer to current NHS guidance and your organisation’s policies for definitive information.