www.healthawareness.co.uk
A promotional supplement distributed on behalf of Mediaplanet, which takes sole responsibility for its content
UK Life Science Innovation
“British life sciences companies and researchers are taking the lead in embracing emerging technologies like AI and mRNA-backed treatments, and we are seeing investment pouring into the UK. ”
“The future of UK life sciences won’t be shaped by the challenges we face, but by how well we come together to help innovators overcome them.”
Chris McDonald MP Minister for Science, Innovation and Investment
Jane O’Driscoll, Executive Director, BioUK
Page 02
Page 06
Britain’s cell and gene therapy moment The UK has built a nationwide engine for advanced therapies. Now, the task is to lead in scale and low-cost manufacturing, playing to its competitive advantage: innovation.
I
n 2025, the UK hosted 57% of Europe’s cell and gene therapy trials, and 9% of the global total. Homegrown companies are transforming cancer and inherited rare disease outcomes, backed by growing manufacturing talent. The BioIndustry Association (BIA) has long championed the sector, with our Cell and Gene Therapy Advisory Committee convening experts to build the necessary infrastructure, talent pipeline and regulatory environment. Regional expertise In Stevenage, the Cell and Gene Therapy Catapult’s Manufacturing Innovation Centre anchors a cluster, with companies like Autolus manufacturing CAR-Ts for use globally, including the NHS. In Edinburgh, RoslinCT manufactures Casgevy, the first approved CRISPR-based gene therapy. Nationwide, the Advanced Therapy Treatment Centre network is strengthening trial infrastructure and NHS delivery. The UK must retain and scale these companies by leading the next era of manufacturing. Advanced therapies will be reinvented through automation, digitalisation and AI. New models emerging locally create economies of scale and lower unit costs. Leading environment The MHRA is proposing approaches across rare disease, distributed manufacturing and AI, enabling earlier engagement and more affordable treatments. Clinical trial reforms helped Quell Therapeutics launch its CAR-Treg CHILL trial in just 113 days. Britain must lead new production modes, automation, digitalisation and AI, and the regulation that lets advanced therapies scale here. That means industry, Government and regulators acting together, matching manufacturing with faster trials and adoption.
New minister for life sciences predicts a bright future for the sector We have some of the world’s best scientific minds, world-class universities and most innovative businesses making breakthroughs that can give real hope to patients through new treatments, while supporting hundreds of thousands of livelihoods across the country.
I
n my time so far as science minister, I have already seen that the life sciences sector embodies so much of what we should be proud of as a nation. I want to see even more medical advances being made in Britain benefitting NHS patients, which is why I will make it my mission to make the UK one of the best places in the world for life sciences businesses to invest and grow. Life sciences opens up opportunities A thriving life sciences sector means new treatments, as well as supporting jobs right across the country. The life sciences sector already provides more than 360,000 jobs in the UK, so it is one of our most important industries for creating good growth in every postcode. We are already seeing huge successes. There has been over £3 billion of publicprivate investment in the first year of the Life Sciences Sector Plan, and the average wait time for clinical trials has been brought down to 122 days, meaning medical innovations can get to patients faster. We cannot, though, be complacent and must continue our relentless focus on delivery.
UK targets top life sciences status Looking to the future, we have cause for real optimism. British life sciences companies and researchers are taking the lead in embracing emerging technologies like AI and mRNA-backed treatments, and we are seeing investment pouring into the UK. Life-saving technologies are supporting the transformation of our NHS, and we are making strong first steps toward our goal of becoming the third largest life sciences economy in the world by 2035, by supporting world-leading research, bolstering the UK’s manufacturing capability and making sure that new treatments can get to patients as soon as possible. Our plans are coming to fruition, and I look forward to working in partnership with the sector, patients and researchers to ensure the UK remains at the forefront of the next generation of medicines, therapies and technologies. WRITTEN BY
Chris McDonald MP Minister for Science, Innovation and Investment
WRITTEN BY
Chris Molloy Chief Executive Officer, BIA
02
HEALTHAWARENESS.CO.UK
@ Mediaplanet UK & IE Please recycle @MediaplanetUKIE Strategic Account Manager: Ollie Edmonds ollie.edmonds@mediaplanet.com | Managing Director: Margot Thomas | Paid Media Strategist: Jonni Asfaha Digital Campaign Manager: Jan Martorell Senior Content Manager: Angelica Hackett O’Toole | All images supplied by Getty Images, unless otherwise specified AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET WHO TAKE SOLE RESPONSIBILITY FOR ITS CONTENT
London’s life sciences future depends on inclusive growth London’s position as a global life sciences powerhouse is the product of centuries of medical discovery, world-class universities, entrepreneurial ambition, investment, clinical excellence and, crucially, people.
T WRITTEN BY Professor Graham Lord Co-Chair, SC1 London, Senior VicePresident, Health & Life Sciences, King’s College London, Executive Director, King’s Health Partners and Chief Academic Officer & Board Director, Guy’s & St. Thomas’ and King’s College Hospital NHS Foundation Trusts
oday, the city hosts over 3,400 life sciences companies, attracts billions in investment and ranks among the world’s leading health innovation hubs. However, maintaining its position requires sustained investment in local communities in every postcode. The prize is huge: a globally competitive sector that improves health outcomes while driving economic prosperity. SC1 London embodies this ambition. Bringing together three world-leading hospitals, a globally ranked university, an independent charitable foundation, over 270 companies and two of London’s most diverse boroughs, the district is building an ecosystem that drives innovations that are shaped by and benefit our local communities. AI cuts maternal ultrasound scan time Innovations like King’s College London spin-out, Fraiya,
demonstrate what is possible when research, entrepreneurship and investment come together to tackle an urgent health challenge. Fraiya provides AI-powered tools that reduce maternal ultrasound scan time by around 42% and improve the detection of conditions such as congenital heart disease. Nurturing local health science talent Breakthroughs don’t emerge overnight. They rely on a pipeline of talent, curiosity and opportunity, which begins long before a company is spun out or funded. If London and the UK are to remain at the forefront of health and life sciences, we must find, nurture and retain talent in the communities around us. That is why programmes like My Life SC1ence matter. Through paid work experience, Lambeth and Southwark residents not in education, employment or training
Where science, technology and real estate converge Real estate company empowers life science organisations to innovate, supporting them to navigate the growing complexity and financial pressures facing the sector.
WRITTEN BY
Bethany Cooper
Paid for by Savills
T
he Covid-19 pandemic showcased the UK’s excellent life sciences ecosystem, with worldleading research contributing to the rapid development of vaccines. This success supercharged investment in the sector, as investors sought to capitalise on the UK’s potential. However, research takes time, and the investment landscape has been challenging over the last 3-4 years. “Venture capital investment is inherently cyclical, and we have seen the consequences of the postCovid investment boom,” explains Tom Mellows, Head of UK Science at Savills. “Smaller pioneering life science companies have been
operating under constrained venture capital and mounting operational pressure.” Technology and emerging life science innovation However, over the last year, the prospects for the sector have started to turn the corner. “We’re seeing a real convergence between life sciences and technology,” says Mellows. Big tech is increasingly stepping into the space, bringing significant capital and new technologies that could accelerate research and innovation.” This convergence extends into and beyond AI, with emerging innovation including advanced materials, robotics and laboratory
and aged 16 to 24 gained practical experience of the life sciences sector across the district, from the Brain Bank to Biobank and the Simulation and Interactive Learning Centre. Empowering young people fuels future innovation Ruqiya Farah-Yusuf, a Southwark participant, shares: “It was refreshing to see people of colour, LGBTQIA+, neurodivergent and female professionals in these environments. Through the programme, I could see I was believed in and felt seen. My Life Sc1ence shows that when society invests in its youth and develops a culture of community, belief and inclusion, great things happen.” Supporting innovation and commercialisation alone is not enough. London’s life sciences future depends equally on inclusive growth that empowers the next generation of local life sciences leaders.
Ruqiya Farah-Yusuf My Life Sc1ence Programme Participant from Southwark
Paid for by SC1 London
Read more at sc1london.uk
automation, which Mellows explains is creating an appetite amongst venture capitalists. “It’s an exciting time for the sector,” he explains. “As new technologies, investment and scientific disciplines converge, there is real potential for life sciences to enter a new phase of growth, which will require additional infrastructure and support.” The buildings behind the breakthroughs Occupiers increasingly need the flexibility to scale up or down as well as deploy new technologies and equipment. “A successful landlord is not simply providing space but becoming embedded into the wider life sciences ecosystem,” explains Mellows. Development in this sector is challenging, with lengthy planning processes, rising construction costs and increasingly complex occupier requirements. “Occupiers require a landlord who is willing to provide operational support, and flexibility as well as facilitate collaboration through events in the building.” For life sciences companies, partnering with a real estate specialist with established science and technology sector expertise and in-depth market knowledge can help them to navigate these ongoing challenges, establishing the environment needed to thrive.
AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET WHO TAKE SOLE RESPONSIBILITY FOR ITS CONTENT
Tom Mellows Head of UK Science, Occupier Representation, Leasing and Development, Savills
Discover Savills Science Expertise
MEDIAPLANET
03
Science parks and innovation clusters: critical infrastructure for UK life sciences World-class research has established the UK as a global life sciences leader. The ambition now is to create the conditions for more innovative companies to start, scale and manufacture here.
T Ruth Hall Chief Executive, UKSPA
he Government’s Life Sciences Sector Plan reinforces that ambition: to make the UK Europe’s leading life sciences economy by 2030, and third globally by 2035. Scientific excellence alone, however, is not enough. Science parks, research campuses, innovation districts and specialist places of innovation provide the infrastructure and connections that move innovation from discovery through development to scale. They bring together businesses, universities, investors and healthcare organisations with the facilities, networks and expertise companies need to grow. Strengthening life science ecosystems The UK’s life sciences capability is distributed across distinctive regional clusters. Connecting them more effectively strengthens national capability, unlocks
investment and connects regional strengths to global markets. This requires investable, well-connected places with the leadership and infrastructure to support business growth. Strategic national assets As UKSPA’s strategy sets out, science parks and places of innovation bring together the elements needed to drive regional economic growth, accelerate scientific discovery and tackle complex societal challenges. A stronger evidence base, sustained investment and better alignment between national policy and placebased capability will help direct investment to achieve the greatest possible impact. The UK has the science and talent to lead. We now need to ensure we have the infrastructure and connected ecosystems to turn that advantage into growth.
ADVERTORIAL talent, facilities and potential collaboration when it supports their ambitions.
Why businesses are choosing Keele Innovation District Innovation ecosystems take time to build. They grow when businesses, researchers, healthcare organisations and investors come together to share expertise, collaborate and turn ideas into impact.
A
t the heart of North Staffordshire, Keele Innovation District builds on a proven track record of innovation-led development. Its established community, Keele University Science and Innovation Park, is home to more than 60 businesses and over 1,200 jobs. With occupancy at around 98%, demand for space is clear – creating an exciting opportunity for the next phase of growth. High-value business ecosystem Today, businesses at Keele span high-value sectors including health and life sciences, advanced manufacturing, digital technologies and renewable energy.
04
HEALTHAWARENESS.CO.UK
Companies such as Biocomposites, Rose BioSolutions, Panthera Biopartners, Thea Pharmaceuticals, Michelin, Siemens Gamesa and WITRON have chosen to invest and grow here, attracted by the combination of an established business community, specialist expertise and the potential to connect with Keele University and its research capabilities. Health and life sciences are a particular strength. Globally active businesses across healthcare products, pharmaceutical services, clinical trials and manufacturing sit alongside Keele University’s teaching and research expertise, creating opportunities for businesses to access knowledge,
Connected hub for next-generation development Advanced materials is also becoming an increasingly important area of focus. Building on the University’s expertise and industry links, activity around organisations such as Lucideon and the Advanced Materials Technology Centre (AMTEC) is strengthening capabilities in advanced ceramics, advanced manufacturing and next-generation materials, with applications spanning healthcare, energy, aerospace and defence. What sets Keele apart is the combination of assets within one connected campus: a researchintensive university, established innovation clusters, specialist businesses and significant capacity for future development. With around 20 hectares of development land and plans for up to 1.4 million square feet of additional employment and innovation space, Keele Innovation District is positioned to support the next generation of investment in research, development and advanced manufacturing – creating the space, connections and environment for innovative businesses to thrive.
Joe Caine Head of Business Development and Head of Keele Science and Innovation Park, Keele University
Paid for by Keele University
AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET WHO TAKE SOLE RESPONSIBILITY FOR ITS CONTENT
Babraham Research Campus, photo courtesy of Babraham Research Campus
Infrastructure can be built, but a scientific ecosystem must be cultivated The UK is recognised globally for the quality of its life science research. Britain has extraordinary scientific assets, but success is also judged on our ability to translate, commercialise and scale.
T Dr Rich Ferrie Chief Executive Officer, Babraham Research Campus
he UK’s scientific excellence gives it an enviable involved in making them happen,” says Ferrie. “Creating position in global life sciences, but discovery that close proximity enables people to share expertise alone does not guarantee economic or societal across organisational boundaries, connecting growing impact. The bigger challenge is in creating the businesses with the right networks and people.” conditions where promising science can move rapidly “As our campus continues to expand, we are towards commercial application. increasingly focused on how to curate the entire “The UK has a strong foundation in discovery research ecosystem, asking how we can bring in value-added and early-stage innovation,” explains Dr Rich Ferrie, partners, and which organisations will bring the biggest CEO of Babraham Research Campus, Cambridge. “The benefits to our community.” challenge comes from creating UK companies that can truly scale. High-quality science is essential, but success Sustained investment generates wider returns also requires the right executive expertise, capital, The greatest long-term impact will come from facilities, talent, leadership, networks and time.” investing not just in the research itself but in the To anchor companies to the UK, infrastructure and capital needed to driving wider economic and societal translate it into scalable businesses. benefits, focus must shift from simply Government investment in mixedThe UK’s scientific generating great science to building use campuses can help to create a the ecosystems needed for scalable excellence gives it an foundation for life science success, commercial success here in Britain. companies as they grow enviable position in supporting while leveraging the same facilities and global life sciences, An ecosystem of innovation expertise across the wider ecosystem. Research innovation centres should Ferrie adds: “To close the proof-ofbut discovery alone focus on the three Cs: connectivity, concept gap, taking robust universitydoes not guarantee culture and collaboration. They led research and demonstrating its combine the academic and commercial real-world potential, we need sustained economic or community in one integrated and growth capital, alongside access to the societal impact supportive environment. “Scientific facilities, expertise and technology innovation relies on more than just companies need to progress towards physical infrastructure,” continues clinical development. Ultimately, Ferrie. “It requires an environment deliberately this means getting new therapies and diagnostics designed to connect science, people, expertise to patients faster, improving clinical outcomes and and capital.” quality of life.” Babraham Research Campus, Cambridge, is a community of over 60 companies, 2,000 employees Creating lasting societal impact and 300 academic researchers — a living ecosystem If we get this right, we can create a self-fulfilling cycle: supporting every stage of the life science entrepreneur’s scientific excellence generates new companies and journey. Ferrie explains: “Bringing early-stage investment; successful companies strengthen the researchers together with commercially successful life ecosystem; and that ecosystem attracts more talent, sciences entrepreneurs allows us to recycle expertise, science and capital. experience and networks, helping the next generation “That’s the future we want to build at Babraham,” learn from those who have already built and scaled concludes Ferrie. “If we continue investing in the great scientific companies.” sector and promote greater collaboration, rather than competition, we can create a more interconnected Why proximity matters ecosystem to help companies move from earlyIn an age where remote working is becoming the norm, stage science to scale. The result will be more jobs, we might not be harnessing the full potential of working exports, investment and, ultimately, more healthcare in proximity. “Proximity increases the probability of innovation, strengthening the UK’s global position as a useful connections occurring and reduces the friction life sciences leader.”
AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET WHO TAKE SOLE RESPONSIBILITY FOR ITS CONTENT
Paid for by Babraham Research Campus
Explore Babraham Research Campus
babraham.com
MEDIAPLANET
05
Understanding the basis of human diseases for drug discovery
Founders with the right support can achieve their full potential faster
From worldleading science to real-world patient benefit
Drug discovery has a human biology problem. We have the capability to read the genome, yet we struggle to understand which genetic changes cause disease, in which cells, and through which molecular mechanisms.
The UK has no shortage of world-class science or entrepreneurial ambition. The challenge (and opportunity) now is to ensure that these innovative companies have everything they need to grow, scale and succeed right here.
How can discoveries made in the lab genuinely benefit patients?
M
A
I
Build industry support early Whether it is attracting investment, finding the right Chair, protecting intellectual property, navigating the regulatory landscape or developing a commercial strategy, engaging with experienced partners early gives founders a stronger platform for growth. As one founder told us recently: “If you have a problem, say it out loud.” Evidently, the right conversation at the right time can unlock the expertise, partnerships and opportunities which are essential to accelerating progress.
Discoveries should reach patients Yet, scientific discovery is only the beginning. The next challenge is translating those discoveries into technologies that improve patients’ lives. Translation requires more than excellent science. It depends on collaboration across disciplines, from researchers and clinicians to engineers, entrepreneurs, industry and patients. It requires an environment where ideas can move between laboratory, clinic and company, plus investors who are prepared to take the risks needed to turn promising discoveries into practical solutions.
any diseases are associated with genetic variation within the non-coding genome. These variants regulate gene expression through interactions that cannot be understood from DNA sequence alone. They promise significant insights into human disease, but translating these signals into drug targets remains one of genomics’ hardest challenges. Nucleome believes it has the solution. Technology links genetics to disease Nucleome’s Micro Capture-C (MCC) technology maps interactions between regulatory DNA and genes at unprecedented resolution and scale. Combined with AI, machine learning and computational genetics, it connects noncoding variants to the genes and cell types in which they exert their effects, providing the missing link between human genetics and molecular drivers of disease. This approach has generated Nucleome Genetic Scores, combining experimental and computational outputs, for thousands of variant-target-disease combinations in inflammatory diseases. Retrospective clinical trial analysis indicates that targets with high scores had a substantially greater probability of successful drug development. Targeting non-coding genome for medicine Nucleome is now putting this discovery platform to work to build an inflammatory disease pipeline from first-in-class targets. Its lead programme, NTP464, is a monoclonal antibody agonist designed to activate a master checkpoint involved in resolving inflammation, rather than simply suppressing immune responses. NTP464 is in IND-enabling studies ahead of CTA/ IND submission in 2027. Nucleome’s ambition is to make the non-coding genome actionable by connecting human genetics to causal biology to develop medicines that address the mechanisms of disease, rather than its symptoms.
WRITTEN BY Mark Bodmer Chief Executive Officer, Nucleome
Paid for by Nucleome
06
Read more at nucleome.com
HEALTHAWARENESS.CO.UK
t BioUK, we work closely with founders, investors and industry leaders. One message consistently emerges: companies that progress fastest are rarely those trying to do everything alone. They are the ones that build relationships early and seek advice before challenges become critical. These founders understand the impact of surrounding themselves with a network of trusted experts and advisors.
Scale through collaboration Investors consistently remind us that they back more than just the science. They invest in people and value leaders with commercial thinking and teams that are willing to listen, learn and be open to coaching. Great science creates opportunity; however, it’s the openness to building an expert network and learning from others that can have the biggest impact on whether a business achieves its full potential. Finding full potential For the UK to lead global life sciences, we must continue investing not only in innovation but in the people and support networks around them, which are best placed to help founders scale with confidence. If we do that well, we help build resilient and globally competitive businesses that can achieve their full potential right here in the UK. The future of UK life sciences won’t be shaped by the challenges we face, but by how well we come together to help innovators overcome them.
WRITTEN BY Jane O’Driscoll Executive Director, BioUK
n biomedical engineering, new technologies are transforming what is possible, from brain-computer interfaces and AI-assisted clinical decision support to cell and gene therapies and lab-grown tissues. Research conducted in The Stevens Group explores the interface between material science and biology to develop new approaches to disease detection, drug delivery and regenerative medicine.
The UK research advantage The UK has extraordinary strengths in these areas, including world-leading universities, hospitals, investors, innovators and life sciences companies. The UK is home to one of the world’s leading life sciences ecosystems; we have attracted more than £3 billion in new public-private investment in the past 12 months and have the most startup companies of any European country. Oxford-London-Cambridge is particularly well positioned, bringing many of these capabilities together in close proximity, thereby creating opportunities for ideas and expertise to connect. Maintaining this advantage requires careful cultivation. Initiatives such as London Life Sciences Week bring the world’s life sciences community to the UK, creating space to share ideas, build partnerships and accelerate the journey from breakthrough science to patient benefit.
WRITTEN BY Professor Dame Molly Stevens John Black Professor of Bionanoscience, University of Oxford
AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET WHO TAKE SOLE RESPONSIBILITY FOR ITS CONTENT
How ‘organ-on-a-chip’ is transforming preclinical drug discovery Organ-on-a-chip systems are helping improve the predictive value of preclinical research, reduce translational risk and accelerate decision-making in drug development.
Dr Paul Brooks Chief Executive Officer, CN Bio
Dr Tomasz Kostrzewski Chief Scientific Officer, CN Bio
WRITTEN BY Tony Greenway
Register here to join CN Bio’s next e-symposium:
Why does the pharmaceutical industry need better preclinical models? Dr Tomasz Kostrzewski (TK): Predicting how drugs will behave in patients is a big challenge for every drug developer. Traditionally, it’s a process that uses simple in vitro cell culture systems and animals. While these preclinical models have their value, their limitations contribute to the pharma industry’s Achilles’ heel: high failure rates in clinical trials. Too often, failures stem from limited or conflicting preclinical data, which makes it challenging for researchers to anticipate how a drug will behave in patients. More predictive models, that better reflect human organ and tissue biology, are required earlier in development to close this gap and enable greater clarity before the clinic. How are microphysiological systems changing drug development? TK: Microphysiological systems (MPS) — otherwise known as organ-on-a-chip technology — are miniature human organ tissue mimics grown in a laboratory. These models recreate key aspects of human organ function, including immune responses, enhancing the translational potential of pre-clinical drug testing. We have developed liver, lung and intestinal models as well as multi-organ systems that simulate human processes—an area where animals have traditionally been relied upon to provide insight. Our users employ these tools throughout development: to evaluate drug efficacy, identify potential toxicity, and support more accurate dose predictions ahead of clinical testing. Many use MPS routinely to inform decisionmaking or address uncertainty. Others utilize the technology to provide a viable path forward for developing newer, human-specific, drug types where animal testing is
Liver-on-a-chip Photos courtesy of CN Bio
less suited. Some are still validating where MPS adds the greatest value alongside established approaches. Where are these systems already having an impact? TK: These systems provide the data-rich insights needed to make more confident go/no-go decisions by showing how a drug is likely to behave in humans. For US biotech Inipharm, our PhysioMimix® technology supported progression of a liver disease drug into clinical development. For a major Pharma, it helped explain unexpected clinical data for two hepatitis B molecules, showing why the backup candidate had greater promise. That insight gave them confidence to continue, and the molecule has since been approved in Japan. For more examples, join CN Bio’s e-Symposium ‘From Insight to Decision’ this December. How do organ-on-a-chip technologies align with regulatory trends? Dr Paul Brooks: There’s a massive push from regulators to move away from traditional animal testing —but it’s not a global mandate. It will take time for the pharma community to make the transition to non-animal methods, especially as their biggest constraint is the status quo. Scientists are used to working with established models,
Paid for by CN BIO
even though they don’t always translate into the clinic. That is why we focus discussions on the quality of data that organon-a-chip generates, and how it provides a more comprehensive understanding of the drugs they are developing. With the introduction of AI and models like our own—workflows are changing. Successful companies will implement both alongside current approaches. What is the future of human-centric drug development? TK: The industry is clearly moving towards human-relevant models, so animal tests will decrease. But advanced in vitro systems are not a direct one-to-one replacement. Animal models provide insights that organ-on-a-chip can’t. Researchers will win by having the right combination of tools, including AI, and using them in a more effective, efficient, and informed way. While AI has the potential to process data much faster, its value depends on the quality of data it’s trained on. That’s where our platform also adds value: by generating translationally relevant endpoints that strengthen AI models and create a more meaningful feedback loop between humanrelevant biology and better drug development decisions.
AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET WHO TAKE SOLE RESPONSIBILITY FOR ITS CONTENT
Read more at:
MEDIAPLANET
07
Working with the nucleus of the UK biotech landscape
Healthtech is not just about innovation but a healthy nation
There’s a growing sense of optimism among UK biotech leaders brought about by the rise in venture financing and progress being made in the UK Life Sciences Sector Plan 2025 goals and a healthy M&A dynamic.
Healthtech is helping transform healthcare, supporting prevention, productivity and economic growth while ensuring innovation reaches patients faster.
N
otable have been the £1bn deals by Myricx Bio and Isomorphic Labs, creating impressive headlines while demonstrating the value the industry places on UK innovation. Below these headline makers, there is improved deal flow at earlier-stage biotechs, enabling some to move towards or into clinical development. UK biotech’s challenges With these blooming roses in the UK biotech garden, there are inevitably thorns too. These include the continuing high cost of capital slowing down the shift from risk-off to risk-on investor sentiment; investor pressure on companies to focus on lead assets over the discovery pipeline, leading to a reduction of lab-based discovery roles; and increased global competition, particularly from China, squeezing competitiveness of UK-based contract research organisations (CROs) and early-stage partnering deal seekers. Amid competition, UK sector’s strengths remain Competition isn’t new. India has provided cheaper CRO services, and the US, Europe, among others, have competed on innovation supply for decades. The strengths of the UK remain in place, and it’s about how the UK sector responds to the changing competitiveness landscape that matters. These issues, and more, will be front and centre at the keynote debates at the Genesis 2026 conference this December. Topics include how policies can incentivise investors and entrepreneurs, UK strengths in rare diseases R&D and innovation in business models.
WRITTEN BY Tony Jones Chief Executive Officer, One Nucleus
08
HEALTHAWARENESS.CO.UK
E
ncompassing medical devices, diagnostics and digital health technologies, healthtech is crucial to translating discovery into practical solutions for patients, healthcare systems and the economy. It will be central to the NHS’s strategic shifts: treatment to prevention, hospital to community and analogue to digital. Supporting prevention The UK’s healthcare challenges are increasingly shaped by ageing populations, rising rates of chronic disease and growing pressure on healthcare resources. Healthtech is contributing through advanced diagnostics, remote monitoring, wearable technologies and AI-enabled tools that support earlier detection, more personalised care and improved disease management. By identifying health issues sooner and empowering people, they can improve outcomes while reducing pressure on healthcare services. Enabling new models of care Delivering care closer to home relies on innovation. Technologies supporting virtual wards, community diagnostics and digitally enabled pathways are helping patients access care in more convenient settings while allowing healthcare professionals to work more effectively. Beyond introducing new technologies, healthtech is about redesigning care around patients’ needs, improving productivity and ensuring healthcare services remain sustainable as demand grows. The UK has unique advantages: a world-class research base, a vibrant life sciences sector and a healthcare system capable of supporting largescale innovation. By creating the right conditions for adoption and investment, we can strengthen global competitiveness while improving patient outcomes. The challenge isn’t simply generating innovation, but ensuring innovation reaches people and communities who stand to benefit most.
WRITTEN BY Jonathan Evans Director of Communications, ABHI
UK biotech boom: Momentum or mirage? UK biotech is thriving with record investment and faster trials. The challenge now: scaling success before advantages slip away.
B
ritain’s life sciences sector is showing what happens when the right conditions align. Since the Life Sciences Sector Plan launched in 2025, the sector has attracted over £3 billion in new investment and clinical trial set-up time has fallen from 169 to 122 days. By Q2 2026, UK biotech VC investment reached £2.05 billion, capturing 61% of all European biotech VC. Building on a legacy of innovation From penicillin to Dolly the sheep, Britain has never lacked worldchanging science. Cambridge, the Golden Triangle and Manchester continue to produce it. The NHS offers unrivalled real-world data as AI-driven drug discovery accelerates globally, with both the US and China competing for clinical trial dominance. What’s changing: regulatory fast-tracking, a US pharmaceutical market access arrangement, and new investment vehicles closing the discovery-to-commercialisation gap. Fragility beneath the boom But momentum masks vulnerabilities. Investment slowly flows into earlystage ventures, yet pharmaceutical exports are falling, and biotech IPOs collapsed from 10 in 2021 to just one in 2024. Without viable exit routes, today’s VC surge risks becoming stranded capital. A narrowing STEM pipeline and risk-averse institutional investors compound the challenge. Staying ahead Patient capital through pension fund mandates, procurement reform rewarding homegrown innovation and empowered regional clusters aren’t optional — they convert shortterm gains into sustained leadership. Britain has proven the model works; the next year will determine if it scales before competitors close the gap.
WRITTEN BY Rosie Bernard Senior Production and Content Director, Informa Connect
AN INDEPENDENT SUPPLEMENT FROM MEDIAPLANET WHO TAKE SOLE RESPONSIBILITY FOR ITS CONTENT