Navigating private practice by empowering consultants to lead the change

As someone deeply involved in the healthcare sector, I have seen first-hand how the UK healthcare landscape is undergoing seismic change. The private sector is emerging not just as an alternative to the NHS, but as a strategic imperative. Consultants contemplating a move from the NHS to private practice are seeing increased demand, expanding infrastructure, and shifting patient expectations.

Demand for healthcare outside the NHS continues to rise, making consultants uniquely positioned to shape their professional journeys and influence the evolution of patient care standards. With independent hospitals expanding, Private Patient Units within the NHS aim to recruit experienced consultants, and the NHS is subcontracting more of its workload to the private sector to help manage waiting lists.

The data speaks volumes. According to the Independent Healthcare Providers Network (IHPN) Going Private 2025 report, 71% of people would now consider private healthcare, up from 64% just two years ago. The appetite for choice, speed, and quality is considerably favourable, especially among 35- to 44-year-olds, nearly half of whom are ready to invest in their health within the next year (https://www.ihpn.org.uk/going-private-2025-introduction).

Orthopaedics was the biggest hospital speciality in terms of invoice volume, according to Healthcode Data Digest 2025 (https://www.healthcode.co.uk/news/healthcode-q2-data-private-healthcare-bounces-back-after-quieter-spring/), with a 10% year-on-year average increase, followed by radiology. Income from independent cardiology, obstetrics, and gynaecology also experienced year-on-year growth.

Meanwhile, record numbers of individuals and employers are turning to private medical insurance, with 12.2% of the UK population now covered - the highest since 2008 (Health Cover UK Market Report 21ed – LaingBuisson).

However, while consultants bring world-class medical expertise, many haven’t had the opportunity to develop the commercial skills needed to build and grow a successful practice. I’ve spoken to countless doctors who feel overwhelmed by the shift from clinical excellence to entrepreneurial leadership – from sourcing the right indemnity insurance and managing billing to marketing, recruitment and compliance. It is a steep learning curve, and without the right support, it can be daunting.

Running a successful practice requires more than clinical skill as it demands business expertise, strategic marketing, regulatory awareness, and the ability to build and lead a team. Consultants must also navigate the frameworks set by private health insurers, which call for operational efficiency and visibility.

In response to these challenges, we have developed Howden’s private practice pathways. I wanted to support consultants on this journey – bringing together experts across healthcare and business to provide the tools and services need to run an efficient, effective practice. Together, we help consultants refine their operations, unlock new growth opportunities and ultimately focus on what they do best: delivering outstanding clinical care.  

To thrive in private practice, consultants must adopt a perspective that extends well beyond the consultation room and focus on building and maintaining a steady stream of patients to ensure regular income. This requires a strategic approach to visibility, including advertising across relevant channels, leveraging patient acquisition platforms, and developing a strong digital presence with clear service descriptions and efficient booking systems - all while adhering to GMC advertising guidelines. These efforts not only attract new patients but also provide a competitive edge by enhancing accessibility and patient experience.

Equally important is operational excellence, which involves selecting the most suitable business structure, adopting efficient billing and management systems, and embracing the latest practice management tools to optimise efficiency and support growth. As practices evolve, regular reviews of marketing strategies, ongoing engagement with professional networks, and staying abreast of regulatory developments are essential for continued relevance and compliance. Empowering people through authentic recruitment and inclusive partnerships further strengthens the practice, fostering a culture of trust, diversity, and shared purpose.

I strongly believe that revisiting day-to-day operations can unlock real value. Even small adjustments can enhance efficiency and create a seamless experience for patients – particularly for consultants who have followed the same processes for years.

Balancing NHS and private practice commitments can make growth feel daunting. But with the right tools and support – like those we offer through our pathways – consultants can optimise operations within their private practice, reduce the administrative burden, and focus on delivering the best quality clinical care to the patient.

If you'd like to find out more in this topic, please don't hesitate to email me.