UK Life Sciences Sector Plan Under Scrutiny from Industry Leaders

The UK Government’s recent publication of the Life Sciences Sector Plan has prompted a critical examination from industry leaders, particularly Mikkel Kristiansen, CEO of VentriJect. Released on July 16, 2025, the plan aims to enhance innovation, improve health outcomes, and expedite clinical trials. Despite its ambitious goals, Kristiansen expresses skepticism, noting that the themes presented are not new and have been reiterated in previous strategies, including the Life Sciences Industrial Strategy of 2017 and the MedTech Strategy of 2023.

Kristiansen’s concerns are rooted in the ongoing challenges faced by small and medium-sized enterprises (SMEs) in the sector. He emphasizes the importance of market access and the speed of adoption for innovative technologies. The plan promises rapid access for patients to new medical technologies, but Kristiansen questions the feasibility of achieving this without addressing the obstacles SMEs encounter when attempting to establish local connections in the UK market.

The introduction of an “Innovator Passport” is one aspect of the plan that Kristiansen views positively. However, he highlights a lack of detail regarding how SMEs can navigate the complexities of entering the UK market without established networks. The NHS, while capable of providing new technologies to millions, has a reputation for slow and uneven adoption, further complicating the landscape for innovators.

Another focal point of the Sector Plan is the creation of a Health Data Research Service (HDRS), which Kristiansen finds promising for data-driven companies like his. The device produced by VentriJect delivers critical readings that can enhance understanding of cardiorespiratory health. By integrating this data with other clinical information, the HDRS could facilitate personalized patient care. Nevertheless, Kristiansen urges the government to clarify how it plans to address privacy and security concerns associated with using health data.

When comparing the UK’s approach to that of other countries, Kristiansen points to Denmark’s Strategy for Life Science towards 2030 as a more actionable model. Denmark’s clear objectives and supportive measures aim to double exports by 2030, showcasing a proactive stance that has already benefited VentriJect, which participated in a state-sponsored market visit to California last year and is set to visit Texas soon.

The Danish market, while small, has a vibrant ecosystem that fosters investment in life sciences, with venture investments per million inhabitants significantly higher than those in the UK. In contrast, Denmark’s companies must consider international expansion early due to their limited domestic market, prompting them to evaluate other national sector plans.

In Germany, the establishment of a federal ministry for digitalization signifies a commitment to enhance telemedicine and improve regulatory conditions for MedTech companies. This shift is expected to attract more innovation in the data and AI sectors.

Kristiansen is currently exploring opportunities in the United States, where the fragmented yet expansive healthcare system presents both challenges and opportunities. The responsiveness of US healthcare providers to market demands, as opposed to federal policy, can be advantageous for fast-moving SMEs like VentriJect.

While the UK maintains a strong reputation for research and innovation, Kristiansen believes it currently lacks the commercial appeal needed to attract businesses seeking to invest in life sciences. He asserts that the success of the Life Sciences Sector Plan hinges on the NHS’s ability to adopt and spread innovation quickly. Until tangible progress is made, many startups will continue to question whether the UK is the right environment for their innovations to reach patients promptly.