From architecture through to implementation. Working with NHS organisations and health tech suppliers to make patient information available where it's needed.
Most engagements fit one of these shapes. Sometimes all four.
System architectures, solution designs, and hands-on implementation support for NHS trusts, ICBs and national programmes. The architecture has to survive contact with reality. I stay involved through delivery to make sure it does.
For suppliers selling into the NHS, covering product-market fit from the buyer's side of the table, interoperability strategy, and the clinical safety and information governance positioning that procurement teams actually look for.
Embedded inside the NHS Genomic Medicine Service. The hard problems are specific: consent beyond a tick-box, structured result return into EPRs, and the order-to-report pathway across the regional services. The standards are still maturing. Generic interoperability advice won't cut it.
The digital plumbing that makes the rest possible. FHIR, HL7, the spine services (PDS, NRL), shared care records, and the messaging in between. Plus the AI and automation that turn connected systems into time saved on the ground.
Most NHS data sits in walled gardens. The patient is the one who keeps having to climb over the wall, doing the integration the systems aren’t doing. The architecture should change, not the patient.
Lime Dice is an independent practice founded on two decades of digital health work. Working with hospitals and health systems in the UK, USA, Canada and Australia, with the bulk of the work inside the NHS — from frontline clinical systems through to national programmes. Independent because the best advice isn’t always the advice a large consultancy is set up to sell.
Twenty years spans primary, secondary, and tertiary care, from individual trusts through to ICBs, regional programmes, and NHS England. Engineering background, so familiar with everything from requirements gathering through to service management. The work includes both the NHS side of the supplier/customer conversation and the supplier side, which is unusually useful context when advising either.
Twenty years of pattern recognition has produced specific views. Walled gardens are the wrong shape of solution. The patient is often the integration point already. Data should be associated with the patient, not the organisation. These aren’t slogans; they are positions the working belief section above names explicitly. The practice exists to apply them in delivery, not just on slides.
I’m Scott, and I started Lime Dice because after two decades of working inside these problems, the most useful thing I can now do is help NHS organisations and suppliers design their way out of them.
Describe what you’re trying to solve. If it fits, you’ll get back the shape of an engagement and what it would cost. If it doesn’t, you’ll get an honest answer back, usually with a pointer somewhere more useful.
A reply usually comes back within two working days. If the brief is clear, a first call follows shortly after.
