Our Vision
Our Mission
Our Story
2000 · Chennai, India
Soon after graduating as a physiotherapist, I began working with a young child with cerebral palsy whose family had fled the war in Sri Lanka and made a new home in Chennai.
For three months, I worked closely with the child and family. Then came a moment I have never forgotten.
The child started to walk.
It was a clinical milestone, but for me it became something more. It sparked a commitment to working with children with additional needs and began shaping an ethos that has stayed with me throughout my career:
to understand the child, you have to understand the family and the life around them.
Driven by a desire to learn more, I carried that experience — and that ethos of care — from India to the UK.
Graduation, Chennai — the beginning of a career in paediatric physiotherapy.
Clinical practice, UK.
Clinical Practice · UK
Over the years that followed, I worked with children and families whose care often involved multiple professionals, teams and organisations.
Each professional might hold an important part of the picture. But the whole picture was much harder to see.
Care coordination could be challenging. Information was fragmented across services. Families often found themselves carrying information between professionals and repeatedly explaining their child's story.
And at critical points in a child's care, professionals did not always have the breadth of information available to make the best-informed decision.
Working inside these services changed the question I was asking. It was no longer only:
How can I provide better care within this appointment?
It became:
How can the pathway around this child work better?
From Clinical Care to Service Transformation
My clinical career increasingly took me beyond individual appointments and into service development and NHS transformation.
Over approximately 15 years, I became involved in developing services, creating new and innovative professional roles, redesigning ways of working and exploring how clinical services could better respond to the needs of children and families.
The more I worked on services, the clearer something became:
Clinical expertise alone cannot overcome every pathway problem.
How people enter a service. How information reaches professionals. Where decisions are made. How teams work together. How capacity is used. How patients move between services.
All of these influence the care that ultimately reaches the child.
My perspective was moving from the appointment, to the service, and eventually to the whole pathway.
Warwick Business School · Chicago Booth
Chicago, October 2016 — the moment the idea became tangible.
That search for a broader understanding eventually took me beyond clinical education and into business and systems thinking through my Executive MBA.
At Warwick Business School and Chicago Booth School of Business, I had the opportunity to examine healthcare through another lens — including work involving multiple NHS hospitals and questions of pathway flow, organisational design and how services operate as systems.
I was beginning to connect perspectives that had previously existed separately: clinical care, service transformation, patient flow, business and systems thinking, technology.
And in October 2016, at Chicago Booth, those pieces began to crystallise into something tangible.
2016
The original idea was relatively straightforward. If families and professionals were struggling because important information was fragmented across people, appointments and services, perhaps technology could help bring that understanding together.
EnrichMyCare began as a technology platform designed around children and families and the multidisciplinary professionals supporting them.
But rather than assume that my own clinical experience represented everyone else's experience, I needed to listen. And that began the next — and perhaps most important — part of the journey.
Six Years of Continuous Learning and Iteration
Over the following six years, I directly engaged with more than:
500+
families
300+
professionals
We listened to their experiences. We explored where care was difficult. We asked what information was missing, where coordination broke down and what made it harder for professionals to deliver the care they wanted to provide. And crucially, we asked what they believed a better solution should look like.
This wasn't a single research exercise undertaken before building a product. It became a continuous cycle:
We built. We took ideas back to families and professionals. We tested assumptions. We worked with NHS services. We changed what didn't work. And we continued learning.
Taking the idea out into the world — and continuing to learn.
Then We Learnt Something More Fundamental
Structured information, digital workflows and AI could all help. But if referrals are poorly structured, capacity is constrained or decision points sit in the wrong place, digitising that pathway doesn't make it a better one. The question therefore changed.
Then
“How can technology improve this?”
Our starting point.
Now
“How should this pathway work — and where can technology help?”
Our guiding principle today.
From Technology to the Whole Pathway
Through work with NHS organisations across different clinical pathways, our perspective continued to expand. We began looking more deeply at demand, capacity, flow, clinical decision-making, workforce, information, patient and family experience, digital workflows, automation and AI — not as separate problems, but as interconnected parts of a clinical pathway.
That learning has shaped what EnrichMyCare is today:
Managed Clinical Pathway Transformation
Working with NHS organisations to understand, redesign and continuously optimise complex clinical care pathways — using technology, automation and AI where they can make the greatest difference.
Rewired 2026 — the present chapter of the work.
Today
EnrichMyCare today brings those perspectives together. Clinical experience informs how we understand care. Service transformation informs how we redesign it. Families and professionals inform what matters. Evidence tells us whether change is working. Technology helps us do what was previously difficult or impossible at scale.
But the principle underneath it all remains remarkably close to where the journey began.
The idea has evolved. The purpose hasn't.
Everything since — clinical practice, NHS transformation, systems thinking, technology, EnrichMyCare and the work we are doing with clinical pathways today — has been an attempt to make that principle easier to deliver.
And it leads directly to the future we are working towards:
Our Vision
A future where care fits into life, not life into care.
Care Forward.
Backed by Oxford University Hospitals
Institutional shareholder in Enrich Digital Technologies Ltd.
Working Across the NHS, Academic & Innovation Ecosystem
Our Assurance and Recognition
Meeting rigorous standards for safe, secure and clinically governed digital healthcare.
Developed and evaluated in partnership with NHS clinical teams.