The evolving role of the Practice Manager in NHS–industry collaboration

In the evolving landscape of UK primary care, the traditional image of a GP surgery as a small, family-run business is outdated. Today, even a medium-sized practice functions as a multi-million-pound organisation with dozens of staff and complex business operations. At the heart of these organisations is the practice manager (PM), a role that has transitioned from administrative oversight to strategic leadership. For pharmaceutical and medtech companies, understanding this shift is essential to engaging with primary care in a way that is constructive and valued.

CHASE sat down with Ed Kennedy, practice manager and partner at Wickham Surgery, to discuss how industry can better align with the priorities of modern primary care management. It’s clear that PMs are no longer just gatekeepers to the GP; they can be the architects of the systems that determine patient access and quality of care, and they’re an important point of contact for pharma and medtech companies.

The 'ten hats' of modern practice management

The role of a practice manager is characterised by variety. Ed Kennedy describes it as wearing ten hats at once:

"There's a podcast for practice managers called ‘Ten Hats’, and that’s because one day you could be dealing with payroll and the next day unblocking a toilet ... it can be relentless. And in primary care, less than 1% of costs go to management."

In larger organisations, the role can be split between business managers, who focus on financial targets, and operations managers, who handle daily staffing and patient access. For industry, a ‘one fits all’ approach to effective engagement won’t work. A business manager prioritises meeting Quality and Outcomes Framework (QOF) targets or Enhanced Services, while an operations manager is driven to reduce pressure on clinical rotas. And a practice manager working both sides of the equation will have multiple pain points across the board.

In larger organisations, the role can be split between business managers, who focus on financial targets, and operations managers, who handle daily staffing and patient access. For industry, a ‘one fits all’ approach to effective engagement won’t work. A business manager prioritises meeting Quality and Outcomes Framework (QOF) targets or Enhanced Services, while an operations manager is driven to reduce pressure on clinical rotas. And a practice manager working both sides of the equation will have multiple pain points across the board.

Avoiding the 'appointment maker' pitfall

A significant barrier to effective engagement is treating the practice manager (PM) as an administrative assistant rather than a strategic lead. Ed Kennedy recalls a common industry mistake where a representative arrived for a scheduled meeting with him, only to immediately ask to book an appointment with the GPs instead. By viewing the PM as just a "gatekeeper" or an appointment maker, industry professionals miss a strategic opportunity to engage the person who actually controls the organisation's systems.

PMs offer a different kind of value to industry than clinicians, because they are the individuals who facilitate meetings, organise clinics, manage staffing, and design the operational pathways within a practice. Approaching a PM solely to reach a GP demonstrates a lack of understanding of the role and can be perceived as disrespectful of their time.

The proactive care opportunity: serving the patient better

The most significant opportunity for industry lies in helping practices transition from reactive to proactive care. When a life science company offers a way to serve patients better, for example, by helping identify those who would benefit from a review of their therapy, they address a core motivation for the PM: the practice’s reputation.

Ed highlights a project focused on improving care for patients with complex cardiovascular conditions, where industry support enabled protected GP and pharmacist time to review patients in line with national guidance. The project was led by the clinical team, with all decisions made independently within the practice.

By systematically identifying patients who would benefit from optimisation of therapy, the practice was able to improve outcomes significantly within the Integrated Care Board (ICB). The approach strengthened patient confidence, as individuals felt supported and reviewed proactively.

For the practice manager, this positive feedback directly supports their objective to maintain a high-quality community reputation while simultaneously boosting clinical scores.

This engagement will be increasingly important under the 'Fit for the Future' 10-Year Health Plan, which shifts the focus toward community-based, preventative care and highlights the 'patient voice' as a core pillar. As the NHS moves toward a system where patient feedback and experience more directly influence service evaluation and impact funding allocations, the ability of a practice to demonstrate proactive care is likely to become more important.

Driving quality and the 'Ofsted of healthcare'

A primary driver for any PM is the Care Quality Commission (CQC) rating. Ed likens the CQC to the "Ofsted of healthcare," where a practice’s reputation and the PM’s professional standing are tied to achieving a ‘Good’ or ‘Outstanding’ rating.

"Often GPs will see [CQC regulations] as a management task. Practice managers' reputations can be tied up in these CQC [ratings]... and there is an expectation that the practice manager will be on top of all of that."

Rather than simply asking for a meeting to discuss a product, companies that offer help [EK1.1]offer solutions to problems the practice is facing will find a warm reception. Helping the PM prove the practice is "well-led" and "effective," as well as demonstrating an understanding of the inner workings of the NHS will immediately engage the person in the practice who is most able to implement service improvement initiatives effectively.

• Education and evidence: Practice managers maintain an evidence portfolio to prove clinicians remain current with the latest national guidelines. Sourcing specialist updates is often difficult because practices lack the time to coordinate training. Industry can facilitate this by sourcing NHS consultants, managing logistics, and providing attendance certificates providing documentation that supports practices in evidencing ongoing professional development.

"What helps me from an industry perspective is they say, 'Ed, we've got a fantastic consultant who can help with this. We'll sort out the logistics and everything. You just give us the date'. And then they've done that quality piece for me... helping us update the clinicians. I can put that in my evidence file."

• Audit support: Identifying patient cohorts for new, NICE-approved therapies is an administrative burden. For complex chronic conditions or novel therapies, PMs must navigate complex eligibility criteria. Where a practice manager is looking to identify a specific patient cohort, industry can assist with the search logic and guidance, enabling the practice to run that search internally and support clinical review. This is a service CHASE provides directly, using our expertise to run searches within NHS systems to identify specific patient cohorts.
• Simplified pathways: Offering a step-by-step implementation process removes an administrative burden from the management team. To make these changes relevant, industry should explain how new pathways translate into tangible outcomes, such as improved QOF points or financial returns for dispensing practices.

Solving the capacity crisis

Staffing and patient access are the most significant challenges facing PMs today. With management costs in primary care sitting at a fraction of those in the private sector, the workload is intense. PMs are motivated by anything that alleviates this pressure.

"One of our biggest challenges over the years has been staffing. Where industry-supported initiatives allow additional clinical capacity — for example, through appropriately governed pharmacist or nurse-led reviews — that can make a real difference to patient access. If someone comes along and says, ‘We can help you review your asthma or diabetes patients in line with national guidance,’ that’s something most practice managers will want to explore.’"

By focusing on these pain points, industry moves from being another drain on time, to a solution provider.

Misconceptions about the 'bottom line'

A common barrier to effective engagement is a misunderstanding of how prescribing costs work in general practice. While practices are committed to responsible use of NHS resources, GP surgeries do not hold a drugs budget themselves.

As a result, conversations framed around “saving the practice money” by switching treatments often land badly. Rather than being persuasive, they can feel awkward and undermine credibility, as they signal a lack of understanding of how primary care is funded.

treatment supports good clinical outcomes, aligns with national guidance, and avoids creating additional scrutiny or workload from medicines management teams. Supply reliability and ease of implementation are also highly valued, particularly in a pressured system.

In short, practices want to do the right thing for patients and for the NHS — but meaningful engagement starts with industry demonstrating that it understands how general practice actually operates.

The power of reputation

Ultimately, the practice manager cares about the standing of the surgery within the local community. Proactive care and the adoption of novel therapies can significantly enhance this.

"My experience of running a practice is that when we do novel things, patients believe we're investing in them. We care about our reputation deeply. At the [Patient Participation Group] meeting... I had some feedback saying it's amazing how proactive the practice is. If you're bringing patients in and using the top-of-the-range, newer stuff, it reflects well on your practice."

The shift toward partnership

The dynamic between industry and primary care has changed a lot over the last five years. While a "closed-door" policy may have existed in the past, the current level of operational strain means practices need support. The most successful field teams lead with a simple question: "What can I do to support you?".

When industry representatives understand that the practice manager is driven by reputation, patient access, and national quality standards, space can open up for a genuine partnership model. Supporting the PM in their goal to be proactive and innovative also means that patients gain access to the latest treatments while the practice remains sustainable and effective. And that’s a real win-win.

How CHASE can help

Navigating the complexities of the NHS requires deep insight and the right approach to engagement. At CHASE, we specialise in helping life science companies build productive relationships within primary care. Whether it’s through an outsourced field team that understands the unique motivations of practice managers or by facilitating NHS–Industry partnerships that align with local objectives, we help ensure your conversations are relevant and valued. As part of our insights service, we also provide bespoke workshops on the role of practice managers and on dispensing doctors, equipping your teams with the knowledge to support these stakeholders effectively within the shifting landscape of the NHS 10-Year Plan.

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