INTERVIEW
1 Workforce transformation: we need to create robust, flexible career pathways that allow biomedical scientists and clinical scientists to step into extended roles, including reporting and leadership.
2 Digitisation and interoperability: our systems still too often act as silos. We need to ensure pathology data flows seamlessly across services to support integrated care.
3 A renewed investment narrative: pathology must be seen as a driver of efficiency, not just a cost centre. Diagnostic delay creates downstream inefficiencies, yet laboratory funding hasn’t kept pace with demand or the wider system.
We also need a stronger voice for pathology at the table when clinical and operational decisions are made. Without diagnostics, medicine is guesswork, but we’re still fighting for a seat.
The laboratory refurbishment was marked with an official opening on Biomedical Science Day this year.
connections between teams, and enhanced safety. Importantly, it also incorporates sustainability features aligned with the NHS Net Zero agenda, which has become an essential element of any capital project. One of the key transformations was
the removal of a major internal wall to create a larger, open-plan Blood Sciences area. This new space houses upgraded analysers, moving from the AU5812 to the AU5822, the relocation of our DxH 900 haematology analyser, and the installation of the cutting-edge DxI 9000 analyser. Perhaps most importantly, this
refurbishment represents a visual and cultural shift towards working as a truly integrated Blood Sciences function. It’s an investment not just in equipment or buildings, but in people and in the science that underpins so much of patient care.
The refurbishment was unveiled on Biomedical Science Day. Why is this day significant to you and your team? Biomedical Science Day has become a cornerstone in our calendar. It gives us a
rare but invaluable opportunity to lift the lid on what we do and to share our work with the public, clinical colleagues, and each other. This year’s celebration had added significance as we opened our refurbished laboratories. It was a moment of real pride, but also reflection. Our profession doesn’t always get the visibility it deserves, and Biomedical Science Day is a brilliant antidote to that. It helps us advocate for our profession, showcase the diversity of our roles, and inspire the next generation.
For me, one of the key achievements of the day, and the wider campaign, is that it has reframed biomedical science as a patient-facing, problem-solving, collaborative discipline. It has given voice to thousands of quiet professionals doing vital work behind the scenes.
From your perspective, what changes are needed across NHS pathology services to deliver the best possible patient outcomes? There’s no single solution, but three priorities stand out:
“A key part of my work involves championing the professional development of our biomedical science workforce, and ensuring they are fully recognised for the crucial clinical value they bring”
WWW.PATHOLOGYINPRACTICE.COM AUGUST 2025
How do high-performing laboratories stay resilient in the face of budget and staffing pressures?
The best laboratories I’ve seen – and I’m proud to include ours in that – succeed because they invest in their people. That doesn’t always mean financially. It means education, trust, autonomy, and career development. Teams need to feel empowered to
improve processes, adapt their skill-mix, and try new ideas. When budgets are tight, innovation becomes a necessity, not a luxury. But that can’t happen in a culture of blame or hierarchy. We’ve leaned heavily on quality
improvement methodologies, staff-led initiatives, and strong multi-professional collaboration. Equally important is working closely with our supplier partners, not just as vendors but as strategic allies who bring valuable expertise and fresh perspectives. A great example is our recent Performance Partnership work, where we collaborated with our Beckman Coulter partners to completely redesign our Specimen Reception processes. Together, we analysed workflows, identified bottlenecks, and introduced efficiencies that have transformed turnaround times and raised team morale, all without additional staffing or costly expansion. We’ve made it a priority to support wellbeing, because when people feel valued, they bring their best selves to work, even in tough conditions. High performance isn’t simply about technology or resources, it’s about relationships, innovation, and a shared commitment to doing the best for patients.
21
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72
