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Feel the fear and do it anyway...

By Dr. Colin Coulthard |

 

When I wrote this blog,  I was packing my possessions up to move back in with my Mother. And I was mildly terrified…

Not because of my mother. She’s a perfectly reasonable human being. I lived with her for six months before I moved to London and it was fun.

No, I was mildly terrified because of what the move implied...

4 years ago I moved to London to launch our start-up. Now I’m moving away from London to get it on its feet.

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The joys of founding a start up

By Dr. Colin Coulthard |

 

Me, jumping out of my bathA few days ago, I was lying in bed, trying to get to sleep, and it came to me. “It” being the solution to something that had been nagging at me about Yourpressure.com for a few days. I’d seen a prototype version of our app, and although it was good, it wasn’t great. What I was struggling with was how best to communicate my vision to the people that I’m working with…

I have it!

And then it came to me.

We want to be “Headspace for healthcare”.

I was so excited that I couldn’t get to sleep for two hours afterwards. I couldn’t wait to talk to Richard about it...

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The most vital step in launching any business...

By Dr. Colin Coulthard |

 

In a previous blog, I wrote about the mistakes that we’d made so far. This is the first part of a series on how we’re starting to fix those mistakes, and form a coherent business plan.

Ideas are common

I think that like everyone who starts as an entrepreneur we were very protective of our idea. It was hard-won and precious. We’d spent a lot of time coming up with it. About two years to be exact. We’d had a few others, but this was it. This was the big one. This time next year Rodney, we’re going to be millionaires.

If only…

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The huge hidden threat to the NHS...

By Dr. Colin Coulthard |

At itamus, we’ve recently had a revelation. We’ve realised that trying to innovate within the NHS is almost impossible. This is a problem for us, but it’s an even bigger problem for the NHS.

In our opinion, the only way that the NHS is going to survive is through the changes recommended in The Berwick Report. This means a change of culture in the NHS, towards a process of continuous improvement, with safety first, effectiveness second and patient experience third as the guiding values.

The demands on the NHS are growing and changing rapidly, and the NHS needs to be “agile” to be able to deal with these demands effectively.

For continuous improvement to work, organisations have to be prepared to take constant small risks to find out what works. The mantra is to “experiment cheaply” and yet in our experience, this is the opposite of how many of these organisations work.

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