Our Entrepreneurs: Fazila Jumabhoy
Welcome to #OurEntrepreneurs, a series where we meet our innovators and uncover what inspired them to create change. Today, we’re delighted to introduce Fazila Jumabhoy.
Tell us a bit about yourself
I’m Fazila, a portfolio pharmacist and executive coach working across the NHS. I’ve spent over a decade working at the intersection of clinical practice, workforce development, and inclusion, designing systems that support both people and processes.
Name: Fazila Jumabhoy, NHS Clinical Entrepreneur Cohort 10
Occupation: Founder & Coach
I’m a founder, a working parent, and someone who has lived the experience my innovation is built to address. That combination of professional expertise and personal insight is what drives my work. I believe the NHS workforce deserves retention support that is evidence‑based, intersectionally aware, and grounded in the realities of modern clinical life.
Tell us about your innovation
Relaunch Together is a hybrid human‑AI coaching platform designed to support NHS staff across the parental transition journey, starting with early fertility conversations and continuing through to 24 months post‑return to work.
It delivers personalised, trauma-informed support that adapts to who the user is and where they are in their journey. Intersectional design is built in from the ground up, with dedicated pathways for groups that existing support consistently fails. Where users need more than the platform can offer, human coaching is available as an escalation option.
For NHS organisations, it provides something that does not yet exist at scale: a consistent, evidence-based approach to one of the most high-risk workforce transitions in the NHS. The employer-facing features are designed to strengthen line-manager capability and reduce the process failures that drive discrimination claims and early resignation.
The innovation is grounded in substantial primary research and two pilot programmes.
The impact I am working towards is reduced attrition, measurable culture change in how parental transitions are managed, and a supported workforce that is more present at home and at work, more productive, and better able to deliver high-quality patient care.
What is the problem or challenge you are addressing in the NHS and why is it important?
The NHS is losing people at one of the most predictable and preventable points in their careers. Parental transitions, including fertility, pregnancy, adoption, parental leave, and return to work, represent some of the most vulnerable periods for employees. However, organisational support remains inconsistent and inequitable..
National data shows that over half of mothers experience discrimination during pregnancy or maternity leave, and one in five leave their jobs as a result. These figures are significantly worse for those with less privileged intersectional identities.
This issue sits at the heart of NHS workforce sustainability. Avoidable attrition, rising sickness absence, and the long‑term cost of losing experienced staff are all consequences of a system that has not yet treated parental transitions as the critical workforce moments they truly are.
Why did you join the programme and how do you hope it will support you?
I first learned about the NHS Clinical Entrepreneur Programme through my network in digital health and NHS innovation. The more I explored it, the clearer it became that developing a digital health product within the NHS requires far more than a strong idea. It requires the right connections, commercial and regulatory expertise, and a peer community who understand the realities of innovating inside a complex, high‑pressure system. That combination of support is exactly what I knew I needed to take my innovation from concept to scalable impact.
I hope the programme will support me in two core areas. On the technical and commercial side, I need specific guidance on product architecture, procurement pathways, and NHS‑compliant digital infrastructure. Strategically, the programme’s expertise in funding strategy, evidence generation, and system‑level adoption is exactly what I need to move from early development to meaningful scale.
My ambition for the year is to prepare for the next phase of development, strengthening the foundations, building the evidence, and positioning the product for safe, effective growth.
Why do you think innovation is healthcare is important?
The NHS cannot afford to keep solving 21st‑century problems with 20th‑century tools. The pressures on the workforce, including burnout, attrition, inequity, and rising demand, are well documented. What is far less visible is the cost of not innovating: the staff who leave, and the patients who feel the impact of that loss.
Innovation in healthcare matters because it creates the conditions for thoughtful, evidence-led solutions that put people at the centre.
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