HETT (Healthcare Excellence Through Technology) is the UK’s leading event for digital health and health technology, led and organised by GovNet. Bringing together NHS leaders, policymakers, and industry innovators, the event this year will take place over two days, on October 7th and 8th, at ExCeL London. If you haven’t already registered, you can do so here.
For suppliers, the timing could not be more significant. The NHS, one of Europe’s largest healthcare systems with an annual budget of £150 billion, is entering a new phase of reform. Its scale, complexity, and evolving priorities have long posed challenges for even the most experienced providers. Now, however, a decisive transformation is underway.
Supported by £29 billion in new funding and a redesigned procurement model, the NHS is shifting its approach from transactional buying to strategic partnerships with technology providers that can modernise care delivery and improve system performance.
With HETT just around the corner, suppliers cannot afford to arrive unprepared. This guide is designed as your playbook, proven to help the most successful NHS suppliers create opportunities and stay ahead of the competition. It focuses on four areas that will determine your ROI at the event: Create Strategy, Build Pipeline, Track Tenders, and Win Bids.
By the time you finish, you’ll have:
Sign up for a free Stotles account to build a list of your target buyers ahead of HETT, explore their procurement activity, identify key suppliers, and uncover upcoming opportunities to win business.
Technology suppliers who wait for tenders are already losing ground. A proactive go-to-market strategy, centred around events like HETT, drives up to 11 times more pipeline than waiting for opportunities to surface.
The suppliers seeing the strongest return on investment (ROI) are using data to focus on the proper NHS accounts, rule out those that don’t fit, spot early buying signals, and build pipeline ahead of the competition. They are engaging buyers before tenders hit the market.
So when a tender does land, they are already in the room, having meaningful conversations. Their competitors are only just starting.
This guide brings together buyer funding flows, procurement pipeline data, and supplier buying signals, providing clear and actionable insights that turn your HETT conversations into revenue.
Sign up for a free Stotles account to build a list of your target buyers ahead of HETT, explore their procurement activity, identify key suppliers, and uncover upcoming opportunities to win business.
The NHS is not a single buyer but a complex system of organisations with different priorities, budgets, and processes. At the national level, agencies like NHS England (set to be abolished following the March 2025 announcement) set strategy and oversee major frameworks, data platforms, and infrastructure programmes. Regionally, Trusts and Integrated Care Boards (ICBs) manage large capital and service budgets, influencing billions of pounds in local spending across hospitals, estates, equipment, and digital services.
Although fragmented, procurement at every level is steered by national policy. The 10-Year Health Plan, Digital Health Plan, and NHS Long Term Plan are shifting priorities decisively: moving care out of hospitals and into the community, accelerating digital adoption, and focusing on prevention rather than sickness. For suppliers, these mandates define where budgets are going and what buyers expect in 2025.
The NHS faces record strain. More than 7.5 million patients are on waiting lists, workforce costs are climbing 6 to 8 per cent annually, and inflation is adding £3 billion in pressure each year. Every procurement decision is made under financial stress.
Yet technology remains a protected category. £3.4 billion has been committed to digital transformation between 2025 and 2030, with at least 3% of health budgets allocated to priorities such as electronic patient records (EPRs), AI diagnostics, and cyber resilience. Every Trust is expected to have an EPR in place by 2026, triggering a surge in near-term procurement activity.
Supplier takeaway: Expect tighter scrutiny on value for money, but also clear, funded routes into national priority categories.
Emerging tech is moving into the NHS fast, with 330 contracts worth £505m expiring in the next 12–18 months, including 89 in Q1 2026. Use this window to position AI, mobile first, and integration offers against real NHS pain points and prove measurable efficiency gains.
Procurement is shifting towards system-level contracts. With 42 ICBs in control, tenders led by these regional bodies are now worth 20 to 30% more on average than those led by Trusts. Buyers are pooling resources for shared platforms and services.
Frameworks such as G-Cloud and SBS Digital Health continue to be the dominant routes to market. They provide speed and compliance, and in practice, they are often non-negotiable.
Supplier takeaway: Success depends on navigating this layered system and engaging strategically across national, regional, and local levels.
Want to know exactly where the NHS is investing? Our latest report breaks down £6.3b of ICB capital allocations for 2025/26, covering digital, infrastructure, and equipment spend. Discover which regions are experiencing growth, where budgets are being tightened, and how to position your solutions effectively.
Nationally, funding is driving EPR adoption, interoperability, AI, and virtual wards (£150m ringfenced in 2024/25). More than £1b has been allocated to ICB digital capital plans, with clear pressure to modernise.
But regional agendas vary. Joint Capital Resource Use Plans (JCRUPs) are now key indicators of near-term spend. Some ICBs, such as West Yorkshire and North East & Cumbria, are prioritising preventative, community-based care, while others remain hospital-focused.
Supplier takeaway: Suppliers who map both national and regional agendas will be best placed to win.
The NHS’s 10-Year Health Plan is backed by £29 billion in new funding and a procurement model that rewards outcomes, prevention, and digital-first care. Suppliers who align with these three shifts: hospital to community, analogue to digital, and sickness to prevention, will be first in line for future opportunities.
Procurement reform is visible in live tenders today. Buyers are shifting away from lowest-cost awards toward contracts based on proven clinical and operational outcomes. Social value has gained weight, now accounting for 10 to 20% of scoring criteria.
Supplier takeaway: Sustainability, local employment, and equity are no longer “nice to have.” They can now swing a bid.
The Procurement Act 2023 came into effect on 24 February 2025. Use the 13 new transparency notices and flexible procedures to identify opportunities early, shape tenders, and demonstrate performance before competitors.
Procurement teams are small, stretched, and often reliant on shared services. Clinical leaders have outsized influence, with Digital Technology Assessment Criteria (DTAC) compliance and patient safety standards now non-negotiable.
Digital maturity is uneven. One in five Trusts still relies on paper records, and interoperability issues cost the NHS £1 billion annually. Buyers prefer low-risk, subscription models and expect pilots or case studies before scaling. Adoption depends heavily on workforce buy-in.
Supplier takeaway: Stand out by supporting training, integrating with legacy systems, and managing long-term change rather than just delivering technology.
2025 marks a reset in public procurement, so we surveyed 100 suppliers who have sold to the public sector to gather their feedback on what drives their decisions. The Procurement Act is now live, NHS England is undergoing changes, and budgets are tighter than ever. Suppliers who move early, leverage AI, and influence buyers will set the pace while others fall behind.
Suppliers must engage at every level of the system. National programmes open doors, but ICBs and Trusts control the day-to-day budgets where procurement happens at the regional level. More intelligent targeting is essential in a winning NHS strategy, so focusing on growth regions is key; however, don’t ignore pressured areas, as they are still investing in essentials such as EPRs and cybersecurity.
Above all, suppliers must prove value, not just promise it. Pilots, case studies, and measurable outcomes now make the difference in a competitive market.
With the landscape changing, the suppliers who align with NHS modernisation priorities such as cloud, cybersecurity, remote monitoring, workforce efficiency, and AI, and act as long-term partners, will be best placed to win at HETT and beyond.
The NHS is not casually browsing for technology to add to its collection. It is executing clear national mandates: EPRs in every Trust, integrated care records in every ICS, and the rollout of AI and workforce productivity tools. These priorities are backed by targeted funding and firm timelines.
Suppliers who understand this context will focus on buyers with budgets and pressure to act. Those who do not will spend time in conversations that do not progress.
The NHS generates vast amounts of procurement data, and the best suppliers use it to separate noise from opportunity by tracking contracts, budgets, and buyer behaviour to identify where they can win. This section shows how to do that in practice using Stotles’ insights into NHS procurement from 2024-25.
Here is the plan you will follow: prepare before HETT by creating your strategy, during HETT build your pipeline, and after HETT track tenders and win bids.
You know NHS buyers will be at HETT, but not all of them are ready to buy. To make every conversation count, you need an accurate view of your total addressable market (TAM) before you enter the room. HETT is a route to pipeline only if you treat ROI with the same rigour as your everyday prospecting.
In 2024–25, NHS buyers awarded 1,016 technology contracts worth £1.17 billion, closely aligned with the Spring Budget’s £3.4 billion commitment to digital health. NHS England alone accounted for £466 million across 123 awards. Other buyers spread budgets across many smaller contracts.
Supplier takeaway: Prioritise buyers with a proven track record of investment relevant to your offering. Spend signals readiness. Focus on organisations that have budgets, mandates, and a history of delivering on priorities such as EPRs, integrated care records, and AI. Do not waste time on targeting buyers who will never lead to a conversion.
Digital infrastructure and IT operations led spend at £537 million, followed by £443 million in clinical and patient-facing technology. Fast-growth areas such as data, AI, and cybersecurity are expanding every year and are often bundled into larger digital solutions.
Supplier takeaway: Similar to targeting buyers, align your case studies and pitch to the categories where budgets are flowing and growth is accelerating. Deprioritise lower-growth areas that are unlikely to generate meaningful opportunities.
Historic spend shows who has invested and where. Future allocations show where budgets are going next. For example, Joint Capital Resource Use Plans (JCRUPs) highlight ICB priorities for 2025–26. West Yorkshire (+35%), Shropshire (+71%), South East London (+63%), and South Yorkshire (+28%) are seeing the strongest signals around available budget. Even in regions facing cuts, critical categories like EPRs and cybersecurity remain funded.
Supplier takeaway: Focus on high-growth ICBs. Stay engaged in pressured regions by targeting essentials. Tailor your pitch to each board’s priorities.
Major NHS buyers rely on a small group of strategic suppliers and bring in smaller partners to support delivery. In 2024–25, firms such as Accenture, Kainos, and Oracle won fewer but higher-value awards, while resellers like Softcat and Insight Direct secured a greater volume.
Supplier takeaway: Partnerships can be the fastest route in. Work with incumbents already inside your target accounts, position yourself as a specialist partner, or use reseller networks to speed adoption. Going it alone often slows you down.
Nearly 42% of NHS digital spend flows through frameworks such as G-Cloud, Technology Products & Associated Services, and Digital Workplace Solutions. If you are not on the right frameworks or not partnered with those who are, you risk being shut out entirely.
Supplier takeaway: Arrive at HETT ready to show buyers that you can be procured quickly and compliantly through the routes that matter most.
Sign up for a free Stotles account to dive into buyer activity and create your pre-HETT public sector sales strategy. This includes access to:
Want a quick overview of how you can Create Strategy in Stotles? Watch this video to find out more.
Arriving with a clear TAM is only the beginning. The real advantage comes from turning conversations into pipeline. At HETT, every buyer you speak to is balancing live contracts, plans, and immediate pressures. Your goal is to use the strongest signals to prioritise the proper accounts, prove your value, and leave with momentum.
Expiring contracts are one of the most reliable buying signals. Based on a survey of suppliers selling into the UK public sector, 64% of public sector sales came from existing buyers renewing or expanding contracts. In Q1 2026, £482 million in NHS technology contracts will come up for renewal, creating a surge of opportunities.
Supplier takeaway: Prioritise conversations with buyers whose contracts are due to expire. Be ready to show how you outperform incumbents and position yourself before re-procurements hit the market. If you are not in the room now, you will not be in the bid later.
The best suppliers are already studying board papers, budgets, and FOI responses before they arrive. These reveal future buying intent months in advance. For example, Cardiff & Vale University Health Board minutes flagged the progression of a new EPR system and ongoing integration efforts.
Supplier takeaway: Use these insights to shape conversations around buyer pain points. Whether it is EPR rollouts, cyber upgrades, or backlog maintenance, demonstrate how your solution addresses their challenges and supports their priorities.
Opportunities often emerge months before formal tenders are issued. Planned Procurement Notices (PPNs), engagement updates, and future opportunity announcements are typically posted 6 to 12 months in advance. Suppliers who engage at this stage shape specifications and lock in buyer confidence before rivals appear.
Supplier takeaway: At HETT, use early-stage signals to identify buyers preparing tenders. Build relationships before the market engagement window closes. Show how your solution aligns with their business case and make yourself the benchmark others must beat.
Sign up for a free Stotles account to find more expiring contracts and other early buying signals. You can use Stotles to build pipeline by:
Want a quick overview of how you can Build Pipeline in Stotles? Watch this video to find out more.
The real work begins after HETT. Conversations only matter if they translate into contracts. NHS buyers you meet will soon publish tenders shaped by the priorities and pain points you discussed. The winners are those who track every opportunity, qualify fast, and submit bids that prove measurable outcomes.
Every NHS opportunity is published somewhere, but chasing multiple portals wastes time and creates risk. By the time you are made aware of a live notice, your competitors may already be weeks ahead.
Supplier takeaway: Centralise tender tracking across all NHS portals. Automate alerts for contract expiries and new notices matched to your solution areas. Staying visible is essential if you want to stay ahead of rivals.
With Stotles, you can:
Want a quick overview of how you can Track Tenders for free in Stotles? Watch this video to find out more.
Do not sink four weeks into a bid only to discover you never met buyer conditions. Framework access, compliance requirements, or revenue thresholds often disqualify suppliers before the evaluation even starts. Make bid or no-bid decisions in minutes, not weeks, and focus only on opportunities you can actually win.
NHS buyers want proof, not vague claims. Winning bids speak directly to buyer challenges with evidence. Use spend data, contract history, and competitor analysis to demonstrate your understanding of their world. Reference upcoming expiries, outcome benchmarks, and incumbent gaps to position yourself as lower risk and higher value.
Every conversation at HETT is a future opportunity. Buyers will publish tenders tied to the initiatives they discussed at the event. If you do not follow up quickly, your competitors will. Develop a post-HETT plan that tracks every lead, sets reminders for follow-ups, and aligns your outreach with expected tender timelines. When tenders go live, you should already be the supplier of choice.
With Stotles, you can:
Want a quick overview of how you can Win Bids in Stotles? Watch this video to find out more.
HETT is where NHS buyers set their digital agenda and where suppliers have the chance to shape it. Success comes from preparation. The suppliers who win are those who arrive with a clear plan, focus on the right buyers, and use data to guide every conversation. Click here for an easy-to-use HETT strategy checklist.
In summary:
Now it is over to you. Build your plan, sharpen your pipeline, and act quickly on the opportunities that matter most. Meet the Stotles team at HETT to see how leading suppliers are already winning with the NHS and to put this checklist into action.
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