Grey Bear Consultancy

A Message from Lord Pickles and Lord Blunkett, followed by Grey Bear Consultancy's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Grey Bear Consultancy is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Senior Executive Director
Emma Clayton
One of our various events
Grey Bear Consultancy is a specialist healthcare marketing
and communications consultancy, providing wide-ranging
solutions to clients across the life science industry. Linking
their experience within medical communications, marketing
and market access, the team are driven by a desire to help their
clients to support healthcare professionals and patients. Having
worked in the pharmaceutical industry for 22 years, Senior
Executive Director Emma Clayton established the consultancy
in January 2018 with the vision to simplify and unify the
relationship between the pharmaceutical industry and the NHS.
She tells
The Parliamentary Review
about their shared values and
the challenges of being a market innovator in a highly regulated
Our aim is quite simple: to help people to get better. That’s our entire mantra,
and it informs everything we do for our clients, helping them to improve, deliver
ultimate value to the NHS and, in turn, improve outcomes for patients. We hold
ourselves to the highest possible standards, so every penny that our clients spend
has a measurable outcome to be assessed and validated.
Everyone we bring into the team is highly experienced and has spent a considerable
amount of time in the industry, becoming a master in their respective field. We
work with industry experts who are aligned with our values; something that is
continually validated by the feedback we receive from clients and healthcare
professionals. It’s thanks to these high standards that our clients feel understood,
»Senior Executive Director:
Emma Clayton
»Established in January 2018
»Based in Oxford
»No. of employees: 2 headcount,
16 freelancers
»Services: Health sector
Grey Bear Consultancy
Highlighting best practice
valued and supported in meeting their
Bridging the gap between
pharmaceuticals and the NHS
Prior to setting up the company, I
had worked on the other side of the
equation, having been the client for
many years. I was frustrated with the
outputs of the sector and felt that
there had to be a better way. At the
beginning of 2018, I set out with the
vision of making things better for
not only the pharmaceutical industry
and patients but most importantly for
the NHS, which is facing its biggest
challenges in a generation. We all
know that the NHS is struggling:
the workforce and the associated
education and support are suboptimal,
and relationships with industry could be
better. We were determined to change
this by promoting dialogue between
the two groups, always with the goal of
helping patients and raising standards.
Ultimately, that’s what both parties
desire but often struggle to achieve.
One factor that sets us apart is the
wide NHS network that our leadership
team are a part of, which allows us
to be right at the heart of current
NHS issues and priorities. We have
real-time insights into policy changes,
primary care network developments,
Sustainability and Transformation Plans
and so much more, which means that
we are always ahead of the curve in
the programmes we deliver.
The healthcare system is facing
unprecedented change. Our industry
and the NHS are crying out for bold,
visionary and undaunted leaders.
We know the complexities and
demands that the healthcare sector
faces, and we aim to inspire those
around us to find the necessary
solutions. We embrace an ethos
of constant improvement, building
depth of understanding between
pharmaceutical and care providers. We
study the NHS and work back to find
the best solutions. Key to the future of
this working relationship is cultivating
integrity and rebuilding a sense of
trust between the twogroups.
Supplementary to this is the rich
talent that we attract. Many of our
team members are women looking for
greater flexibility and who, after 15-
20 years working in larger companies,
are now seeking a better work–life
balance. Many larger companies do
not adequately provide for this, so we
set out to do things differently. All of
our employees work flexibly, fitting
work around their timetables. This
allows us to utilise the best people,
who are all too often overlooked
and underestimated by the corporate
world. We all choose where we
work, and each staff member is truly
dedicated to our cause. This leads to a
very high standard of work, as well as
a healthy work–life balance.
Our work is driven by empathy,
consistency and mutual trust. We
help clients to reconcile their desire
to be progressive with their external
conflicts and pressures. We encourage
people to think freely and to hold their
own opinions, and this is supported
by the expertise and information we
provide. By adding value to every
Our Programme
Director, Nicola
I set out with
the vision of
making things
better for not
only the
industry and
patients but
importantly for
the NHS
interaction, we help people to achieve
their full potential. We only work with
clients who are willing to step up and
Adapting to change
One of the biggest challenges we’ve
faced, and one of the key stumbling
blocks of finding innovative solutions,
is the high amount of regulation that
exists within our sector. Proposals
that we know will produce good
results have to be adapted and diluted
to meet regulatory requirements.
Navigating within these strict
frameworks can often stifle creativity,
so we have made a concerted effort to
combine these two disparate skillsets:
encouraging creative and innovative
thinking while applying robust analysis
to ensure compliance. The key is
always to remain empathetic and
responsive to the needs of our clients
and the NHS.
As we look ahead, we are planning to
diversify our offering further. We have
recently created two new roles within
the company: a training director and
a head of compliance. The former will
help to develop and embed further
skills within client and NHS teams,
ensuring that we are all operating at
the highest standards possible. Our
compliance director will help us to
balance our creative strategies with
the obligatory regulatory frameworks.
By designating individuals to oversee
these two crucial areas of practice,
we aim to raise both the ambitions
and the standards of the company.
With these people in place, and by
sticking to our founding principles, we
are confident that we will grow and
expand, helping many more people in
the years to come.
creative and
thinking while
robust analysis
One of the team:
“I have been working with Grey Bear for the last few months, and have been blown away by their knowledge
of, and passion for, the NHS and healthcare sector. The team have a tireless enthusiasm for designing and
implementing patient-centric programmes that result in better outcomes for everyone - pharma included”
A client:
“Grey Bear are ideas people who are at the top of their game in the world of pharmaceuticals, working across
marketing, medical education, market access, public affairs and comms teams. Emma the Senior Director is a
true polymath! Over the time I’ve known Emma I’ve witnessed her expertise, energy and enthusiasm for both her
successful consultancy business and her work in the wider healthcare arena.”
A Key opinion leader:
“Keep up all the good work you are doing for diabetes and the wider healthy system. We need strong leaders like
yourself who are profound advocates and ready to tackle this global pandemic through strategic influence”
A primary care clinical lead:
Grey Bear Consultancy have demonstrated to me excellent communication skills and the ability to facilitate high
quality project work across a multidisciplinary NHS team. Furthermore this was combined with creativity, and a
superb and comprehensive NHS knowledge base.:
Bridging the gap
between healthcare and

This article was sponsored by Grey Bear Consultancy. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster