NHS Sales Intelligence
What is Brighton and Sussex University Hospitals NHS Trust's digital transformation strategy?
South East • Acute
The NHS is in the middle of its biggest-ever digital transformation. Brighton and Sussex University Hospitals NHS Trust is part of this shift, moving from paper to digital, adopting new platforms, and exploring AI. Here's what's driving NHS digital strategy right now, and how to find out where Brighton and Sussex University Hospitals NHS Trust is on the journey.
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Matched to Brighton and Sussex University Hospitals NHS Trust's board paper priorities.
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Build integrations or connect your AI tools directly to Brighton and Sussex University Hospitals NHS Trust's board paper data. Search this trust, browse their board papers, and read extracted content, all programmatically.
More about Brighton and Sussex University Hospitals NHS Trust
What you need to know
Electronic patient records (EPR)
91% of secondary care trusts now have an EPR system, with a national target of 100% by March 2026. Trusts are at different stages of implementation, upgrades, and optimisation.
Federated Data Platform
85% of trusts are expected to have adopted the Federated Data Platform by March 2026, enabling better data sharing and population health management across organisations.
NHS App and online services
The target is for 70% of elective care appointments to be viewable and manageable on the NHS App. NHS Online is launching for common conditions, providing faster access to specialist care.
AI integration
AI tools are being rolled out across the NHS, from AI-powered diagnostic support and ambient voice technology for clinical notes, to the My Companion AI assistant in the NHS App.
Digital funding
£3.4bn has been allocated for NHS technology and digital transformation in 2025/26, covering infrastructure, frontline digitisation, and the shift from analogue to digital.
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Platform
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Analysis Results
AI analysis of “Board of Directors Meeting, Sample” for Example NHS Trust
Analysis Summary
78/100Strong alignment found. Example NHS Trust has explicitly committed to digital transformation of patient pathways, with a £12M budget allocated for 2025/26. Your patient flow optimisation platform directly addresses their stated priority of reducing elective care waiting lists.
Theme Analysis
Findings grouped by your company's strategic themes
Digital Patient Pathways
The Trust has committed to a complete overhaul of patient pathways using digital-first approaches. The board paper outlines specific goals around theatre scheduling, outpatient management, and real-time bed tracking.
Board Paper Evidence (2 sections)
Digital Transformation Programme Update
p.14, Section 3.2
“The Trust will invest in AI-driven patient flow tools to achieve an 18% reduction in elective waiting times by March 2026, with an initial pilot in orthopaedics and general surgery.”
— Sourced from board paper
The Trust's five-year digital strategy includes investment in AI-driven decision support tools, real-time patient tracking, and predictive analytics for bed management. The CDIO presented a roadmap with three implementation phases starting Q2 2025.
Elective Care Recovery Plan
p.8, Section 2.1
“The Board approved a £12M investment in digital transformation to support the elective care recovery programme, with measurable outcomes expected within 18 months.”
— Sourced from board paper
Detailed plans for reducing the backlog of elective procedures with specific focus on surgical specialties. Includes workforce planning, capacity modelling, and technology enablement workstreams.
Workforce Efficiency
Workforce optimisation is a secondary but significant theme. The board discussed staff scheduling challenges and the need for better resource allocation tools.
Board Paper Evidence (1 section)
Theatre Utilisation Report
p.22, Section 5.1
“Theatre utilisation remains at 74% against a target of 85%. The Director of Operations has been tasked with identifying technology solutions to improve scheduling efficiency across all surgical specialties.”
— Sourced from board paper
Current theatre utilisation at 74% against 85% target. Director of Operations tasked with identifying technology solutions to improve scheduling efficiency across all surgical specialties.
Other Findings
Relevant sections not linked to a specific theme
Finance Report Q3 Summary
p.30, Section 7.2
General financial overview including capital expenditure plans and cost improvement programmes. Includes technology investment budget line items relevant to digital health procurement.
Extracted Keywords
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Getting Started
Set up once. Get leads every time a board paper drops.
Create your profile in minutes, then sit back. Every time an NHS Trust publishes a board paper, we check it against your offering and deliver actionable leads.
- 1Add what you sell
- Create a profile for each product or service you sell. We match you with the Trusts most likely to buy, with pitches tailored to each one.
- 2Automatic Trust monitoring
- Board papers from over 300 NHS Trusts are ingested and analysed the moment they are published. Zero effort on your part.
- 3Pinpoint buying signals
- Our AI pulls out budget allocations, strategic priorities, risk areas, and key contacts so you know exactly where to focus.
- 4Launch with a tailored pitch
- Each opportunity comes with a bespoke sales pitch that references the Trust's own language and priorities, ready to personalise and send.
Sales Intelligence Platform
Every NHS opportunity. One dashboard. No more chasing tenders you've already missed.
Board papers monitored. Opportunities extracted. Pipeline filled.
Every Trust. Always watching.
Automatic monitoring across 300+ NHS organisations means you never miss a procurement signal or budget announcement.
Opportunities surfaced, not buried
Our AI reads thousands of pages so you don't have to. It finds spending plans, contract renewals, and unmet needs.
Evidence your buyer can trust
Every opportunity comes with a direct link to the original board paper. Build trust with verifiable, sourced intelligence.
Skip the gatekeeper
Get the name, title, and email of the person who signs off. No more guessing who owns the budget.
This Week's Leads
12 NewIT Infrastructure tender, £2.3M budget
Digital transformation, Board approval Q2
Procurement review, Supplier shortlist open
Estates modernisation, £5.1M allocated
Work Smarter
Guesswork vs. evidence-backed pitches
Generic outreach gets ignored. Cited board-paper evidence gets replies.
The Old Way
Spray and pray. Mostly pray.
Guess which Trusts might need your product
No data. No signals. Just gut feeling and a prayer.
Write the same pitch for every Trust
Swap the logo, change the name, hope nobody notices.
Reference vague 'NHS priorities' in your email
Everyone says digital transformation. Nobody says which page.
Follow up three times with no new information
Each email more desperate than the last. Still no reply.
Lose deals to competitors who did the homework
They cited the board paper. You cited 'industry trends'.
Report back to leadership with an empty pipeline
Lots of activity. Zero traction. Awkward Monday standup.
BoardPaperScraper
Evidence first. Pitches that land.
Know exactly which Trusts are buying what you sell
Board papers reveal priorities, budgets, and timelines.
Tailor every pitch to a Trust's published strategy
Your email reads like you sat in their board meeting.
Cite the exact page, paragraph, and priority
Not 'NHS trends'. Specific evidence they can verify.
Follow up with fresh insights from the latest papers
New board meeting? New ammunition for your outreach.
Win deals because your pitch proves you understand them
Evidence beats enthusiasm. Every time.
Show leadership a pipeline built on real buying signals
Qualified leads. Cited sources. Confident forecasts.
Questions Everyone Asks
Frequently asked questions
NHS trusts use a range of digital systems depending on their size and stage of digital maturity, from electronic patient records to clinical decision support tools. Brighton and Sussex University Hospitals NHS Trust's specific technology stack and digital plans are discussed in their board papers, which our AI analyses automatically.
With a national target of 100% EPR adoption by March 2026, most trusts are either implementing, upgrading, or optimising their EPR systems. Brighton and Sussex University Hospitals NHS Trust's progress is typically covered in their board papers and digital strategy documents, which we monitor and analyse.
The best approach is to understand where Brighton and Sussex University Hospitals NHS Trust is in their digital journey, what they've already invested in, what's on their roadmap, and where they have gaps. Board papers reveal this context. Our tool analyses them so you can see exactly what digital programmes are active and where there are opportunities.
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