It is vital

to be authentic

to your own style

of leadership

This week we get Up-Close with Kate Newhouse, Chief Operating Officer and Executive Director at Kooth plc. Join us as we discuss the challenges that have faced Kooth and the Health Tech sector in the last 12-24 months, and how Kate prepares for times of turmoil.

What is your career highlight to date and how has that influenced you as a leader?

A true highlight for me and I think for anyone is starting something from scratch. For me, Doctor Care Anywhere was a great opportunity to recognize all the key elements needed when you start something from scratch and this experience is just such a good learning curve. My second highlight would be winning two very key strategic commercial deals - winning the partnerships with AXA at Doctor Care Anywhere, and more recently at Kooth, securing the opportunities to deliver behavioural health services for all 13 to 25-year-olds across the state of California. It might be a bit more boring, but both are game changers in the trajectory of each organisation. I believe these experiences have influenced me in a way that emphasises that you should always aim high and empower and enthuse your teams to do the same. Realising that you can achieve transformational results and significant career shifts within the organisation, even when competing against organisations with more resources and bigger budgets, allows you to have confidence in the credibility and foundational strength of your organisation and enables you to deliver outstanding outcomes.

Finally, a career highlight which has only happened recently is being asked to be a mentor or advisor. This is truly a highlight because it demonstrates that I can share what I have learned. It is also a recognition of the importance of authenticity as a leader. There is not a single mode of leadership, nor a specific style of being a leader. It is vital to be authentic to your own style, as that authenticity is quickly recognized and appreciated in various ways.

“I believe these experiences have influenced me in a way that emphasises that you should always aim high and empower and enthuse your teams to do the same”

It is an interesting question and I believe that at its core, operational leadership skills remain highly important. I will circle back to the key elements of collaboration, clarity, and fairness. I would say these three are essential throughout the entire growth trajectory of any organisation. Additionally, a couple of other skills come into play as you transition from one phase to another. One of these skills revolves mostly around effective communication, and this dynamic shift as you move from a start-up to a scale-up and then to a listed company. In a start-up environment, communication tends to centre around a shared mission. I have been fortunate to be part of start-ups where the mission is crystal clear, and even as the company grows larger, many individuals remain aligned with that mission. Nevertheless, in start-ups, a lot of people are driven purely by the mission. However, as the company expands, the nature of alignment can change, affecting how communication needs to be approached.

Furthermore, the significance of effective management grows, and you cannot rely as much on spontaneity. It is a "stitch in time saves nine" scenario, recognizing that robust management practices put in place early on will have a positive impact throughout the business journey. This awareness becomes crucial as you transition from start-up to scale-up. Often, start-ups may operate with a more lenient approach due to their "shoot from the hip" start-up label. However, this could pose a challenge in terms of cultural alignment as the company matures. In essence, I believe that culture, communication, and a focused effort on reducing silos through collaborative cross-organizational work are the three key components. These are vital considerations as a company evolves and progresses through different phases.

In your opinion, are there different GM skill sets for different stages of a company?

Interestingly, the market we are in is recognised for its high level of need and the recognition of this need has never been higher, which somewhat dampens the impact of market economics. However, we have observed a shift towards more state funding. Surprisingly, in the USA, such a level of state funding would have been unheard of years ago. I believe this change is due to a combination of factors including the recognition of need, the economic market, and the political landscape. With Biden as president, there is a stronger acknowledgment of the issue of youth mental health and the requirement for funding to address it. This alignment matches well with our credentials and our history in the UK, where we are state-funded and have been addressing this issue for 20 years, even when it was not a top priority.

In the UK, we have certainly experienced a difficult commissioning environment. Not only due to economic conditions, but inflation, together with pressing demands of post-pandemic and post-Brexit challenges, as well as industrial action across the NHS, compound pressing issues such as ambulance wait times and waiting lists. Additionally, there has been a structural change in the NHS to navigate from clinical commissioning groups to Integrated Care Systems (ICS). This organisational shift, accelerated by the pandemic aftermath and economic concerns, has brought about challenges, contributing to the tough market in the UK. Decision making has been slow due to these issues. Therefore, it is crucial to demonstrate our efficacy, highlight our credibility built over the last 20 years, and emphasise the long-term cost-effectiveness of early intervention and preventative mental health measures.

Switching gears to internal strategies, in a wartime scenario or similarly challenging times, you must ensure you are vigilant about cash management and have strong business fundamentals in place. It surprises me how often these two aspects are overlooked, perhaps because there have been relatively easier times when they were not as ingrained. However, both are truly important. During such periods, you need to maintain focus, reduce complexity, seek clarity, and avoid obscuring issues. Dissect problems instead of glossing over them. While aiming for your ambitious goals, also keep an eye out for opportunities that arise. In summary, now more than ever, it is essential to ensure you have the right people in the right roles. Do not compromise on this aspect. Even when riding a wave of success, it is not a time to compromise. Continuously ask yourself if you have the right people doing the right things at every step of the journey.

How has the current economic climate and market context impacted your strategy?

There is definitely a trend towards increased integration and operability, moving away from point-to-point solutions towards a more holistic approaches. The key question becomes: how do you achieve seamless integration across the entire clinical pathway? This transformation is occurring across various strands. For instance, if you have a point-to-point solution within the clinical pathway for diabetes or a specific diagnosis, the focus shifts to how you can integrate both upward and downward and across the entire pathway. People now expect this integration when making purchases. Moreover, we are witnessing even broader integration beyond this. Consider how the physical components interact with mental health and other aspects. This broader integration approach aims to get closer to an outcomes-based, value-driven care model with prevention and early intervention at the heart. Although we still have a long way to go, this conversation is gaining momentum and moving forward. The notion of commissioning digital services separately is giving way to a more holistic approach. There is a growing emphasis on long-term engagement, involving users, patients, and prospects. The challenge is to make this digital solution an integral part of everyday life, focusing not only on initial engagement but also on long-term impact. To ensure enduring impact, integration is crucial, both vertically and horizontally across various pathways. This comprehensive approach is necessary to achieve meaningful and sustainable results.

What trends have you seen emerge in health tech in the last 12 to 24 months?

“Although we still have a long way to go, this conversation is gaining momentum and moving forward. The notion of commissioning digital services separately is giving way to a more holistic approach.”

When it comes to staying informed, I employ a variety of sources. I do use LinkedIn to gather targeted information as well as industry publications and newsletters from policy and membership organisations allowing me to stay up-to-date. Additionally, I serve as a board director for a PE backed European healthcare organisation called European Dental Group. This role provides me with a broader perspective, as it involves a larger organisation spanning across Europe. Moreover, I am an angel investor and informal advisor in a number of digital health startups, adding a third dimension to my insights. I find that the connections and networks I establish through these endeavours are invaluable. The conversations I engage in, whether with startups I have invested in or at a board meeting, all offer diverse perspectives and insight that I can bring to bear in other roles that I hold.