Our Entrepreneurs: Ben Falk
Welcome to #OurEntrepreneurs, a series where we meet our innovators and uncover what inspired them to create change. Today, we’re delighted to introduce Ben Falk, joining us from Guys and St Thomas’ NHS Foundation Trust.
Tell us a bit about yourself
I joined the NHS back in 2003, straight out of university, with no real idea what I wanted to do. Someone suggested I try some temporary admin work, so I picked up a role as a ward clerk in my local hospital and never really looked back. Over the last 20 years, I’ve had a range of roles, mostly in acute Trusts, and I continue to enjoy the challenges and successes of working in NHS operational management: and would highly recommend it as a career to others.
Name: Ben Falk, NHS Clinical Entrepreneur Cohort 10
Occupation: Director of Operations
My role covers day-to-day operational management and leadership, as well as longer-term planning, including finance and strategic development. As you would imagine, the role has its challenges but can also be extremely rewarding, especially when working as part of a large team, surrounded by some very talented people.
Tell us about your innovation
I set up Talking Health Leadership in response to my own experience as a mid-level manager within the NHS. At that stage in my career, I found there were limited high-quality leadership development opportunities that were both accessible and relevant. Many programmes require a significant time commitment or are geared towards more senior leaders, leaving a gap for those who want a practical “taster” of leadership development without committing to a longer-term course. THL was created to address this gap, offering a flexible, engaging programme specifically designed for mid-level leaders (Bands 6–8b) who are looking to develop their leadership skills in a way that fits alongside demanding and busy roles. The programmes are well suited for both clinical and non-clinical leaders.
What makes us stand out is our focus on practical, experience‑led learning. We bring together delegates from across NHS organisations and connect them directly with senior leaders who share real‑world insights and challenges. The programme prioritises accessibility, peer learning and immediate application, ensuring delegates can translate their learning into real improvements in their day‑to‑day roles.
Since 2020, more than 900 NHS leaders have joined our programmes. We’ve seen increased confidence, capability and connection among participants, with many reporting greater effectiveness in leading their teams and applying their learning directly to their roles. The impact is clear and the feedback continues to be overwhelmingly positive.
What is the challenge you are trying to address in the NHS?
The challenge Talking Health Leadership addresses is the lack of accessible, high-quality leadership development programmes specifically for mid-level NHS leaders. While established programmes exist for senior staff, there is a well‑recognised gap for those in the middle who are often leading services and teams but have limited tailored development opportunities. This was reinforced by the 2024 Messenger Review: A Roadmap for Great Leadership, which highlighted the importance of investing in mid-career leadership development to strengthen organisational performance and culture across the NHS. THL responds directly to this need by offering a flexible, practical programme that brings together participants from different organisations and connects them with both NHS and non‑NHS speakers, providing a broader perspective and an experience‑led approach to leadership development.
Why did you join the programme and how do you hope it will support you?
I had seen posts about the programme on LinkedIn over the past couple of years and had always been curious. When I realised it wasn’t limited to clinical staff, I decided to apply. I’m also at a stage where my own innovation is established, so I’m keen to explore how the programme can help me strengthen and develop it further.
I’m particularly looking forward to meeting like‑minded people who are passionate about improving the NHS, hearing from previous cohorts about their journeys, and learning more about how to scale and develop an idea or programme over time.
The leadership programmes I run are consistently well received, but I’m keen to grow my network so I can scale them and deliver the offer more widely. I would really value the opportunity for the NHS Clinical Entrepreneur Programme to guide me, challenge my thinking, and expose me to new ideas and perspectives.
What are your ambitions for the next year?
I currently run the leadership programme once a year, and my ambition is to scale this to more than just the one event a year. I’m also keen to explore a subscription model that would give NHS leaders ongoing access to resources, insights and support to help them continue developing as effective leaders.
Why do you think innovation is healthcare is important?
I have personally found that working on innovation genuinely increases both my motivation and productivity. Having dedicated space to focus on innovation alongside my day job helps to keep me engaged and energised. It not only allows me to explore new ideas, but also has a positive impact on my day‑to‑day role, helping me think more creatively and ultimately making me more effective in my core responsibilities.
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