Oracle is making its Health Clinical AI Agent available to NHS trust and private practices. The note-taking software has been piloted at a number of hospital trusts in the UK, including Barts Health NHS Trust, Imperial College Healthcare NHS Trust, all of whom have now decided to deploy the technology more broadly.
In January, NHS England published a self-certified registry for AI note-taking technology, which requires suppliers to comply with standards on clinical safety, technology and data protection.
At the time, it urged NHS organisations in England to take advantage of the 19 suppliers that have registered, offering ambient voice technologies, which, according to NHS England, have the potential to save clinicians up to two or three minutes for each patient consultation, freeing up more time for them to see other patients. However, the Oracle software does not seem to be listed on NHS England’s Ambient Voice Technology Self-Certified Supplier Registry.
Oracle says Clinical Note automatically drafts structured notes from patient-clinician interactions. As the clinicians who took part in the pilot explain, this means they only have to review and approve the notes, which reduces the administrative work, enabling clinicians to focus on the patient during a visit.
Discussing the pilot, Robin Kearney, consultant in acute medicine at Milton Keynes University Hospital, said: “As a user of the Clinical AI Agent, it’s been really fantastic. It’s improved the accuracy of my notes and given me a lot of time back. Now, when I see a patient, I can spend all my time focusing on them. I can complete my letter and give it to the patient before they even leave the department a few minutes later – plus, if another clinician sees the patient, they can write a note immediately so everyone else in the team will know within a few minutes what the plan is for the patient. That’s allowing that patient to get joined-up care. That was really difficult before.”
Another pilot user, Sanjay Gautama, chief clinical information officer and Caldicott guardian for Imperial College Healthcare Trust NHS and North West London Integrated Care Board, said the pilot demonstrates the power ambient voice technology can bring to the NHS. “It is beneficial for both patient and clinician experiences,” he said. “Our clinicians can focus on engaging with the patient, knowing that comprehensive and robust notes will be taken. These notes are then available for clinical staff to review, approve, and action appropriate follow-up care.”
Sarah Jensen, group chief informatics officer at Barts Health NHS Trust, added: “They just need to download the app on their phone, place it near the patient to record the conversation, and this is processed in the trust system to strip out any chat that is not relevant to diagnosis or treatment.”
Class I medical device
While it is not yet listed on NHS England’s Ambient Voice Technology Self-Certified Supplier Registry, Oracle said Clinical Note is UKCA self-certified as a Class I medical device.
An Oracle spokesperson said: “The Ambient Voice Technology register has recently reopened, and Oracle is preparing its submission. Oracle Health Clinical AI Agent, Clinical Note is already used safely and effectively by hundreds of customers in the US and will help the NHS deliver exceptional care.”
Based on the advertised deep contouring and pressure-relieving AirCradle foam, I expected the pressure relief to be a standout feature, but it wasn’t. This is not to say that pressure relief was absent in testing, but it was minimal compared to that of firmer hybrid mattresses I’ve tested such as the DreamCloud Hybrid or the Wolf Memory Foam Hybrid Premium Firm. Which brings me to firmness: By my measure, this was not a “medium” mattress. Saatva rates this mattress between 5 and 7 on the firmness scale, so it falls in the medium-firm range. Unless you’re more than 200 pounds or have a taller build, your body mass would lead to more sinkage. This felt like a true firm mattress, which I’d rate at 7.5 to 8 out of 10. For context, the firmer hybrid mattresses we’ve tested, like the Plank Firm Luxe and Bear Elite Hybrid, reside in the 8 to 10 range of the firmness scale.
To be clear, a firm mattress is not at all a bad thing. The light cushioning for my pressure points, especially my hips, was right on target for back and stomach sleepers. Paired with how much spinal alignment support you get from this mattress, this is an excellent choice for these two sleeping positions. Side sleepers, I’m much more hesitant. In my two-week testing period, I also tried this mattress with Saatva’s Graphite Memory Foam Topper, which was included in the Winter Bundle. That helped significantly to create more cushion to sink into. The downside is that it’s not included with the mattress and costs extra. Athletes will have this available to them in Colorado Springs, but I can’t help but wonder whether, for LA28, it might have been more strategic to go with the Saatva Classic mattress, with its three customizable firmness levels and two heights. However, I can’t even begin to contemplate the logistical headache that would be; I am just a humble mattress tester.
The Saatva Memory Foam Hybrid did well at maintaining a bouncy feel that supported me as I moved between sleeping positions. It also maintained good motion isolation, keeping the bed stable so my husband wasn’t disturbed on his side as I tossed and turned. I wouldn’t label this a cooling mattress, even with the graphite-infused topper. It stayed more temperature-neutral, not amassing excessive body heat, but it didn’t offer a cool-to-the-touch feel either.
Personal Record
Photograph: Julia Forbes
Overall, this is a high-quality offering from Saatva, and based on my testing history with the brand, I expected nothing less. It also comes with Saatva’s free white-glove delivery service, which includes delivery, mattress setup, and haul-away of your old mattress. As someone who hauls around beds every single week, this being part of your purchase is a very big deal. Throw in a 365-night sleep trial with no minimal “break-in” period, plus a lifetime warranty that Saatva offers, and you’ll probably start to understand why I’ve always regarded this brand as one of the best in the game—they know what they are doing.
Richard Corbridge has spent his digital leadership career turning smart ideas into production services. After working for some of the UK’s biggest private and public sector organisations, including the NHS, Boots, and the Department for Work and Pensions (DWP), Corbridge embraced a fresh challenge in 2024, when he became CIO at property specialist Segro.
Corbridge says the role provides a great education, even for an experienced executive like him. “Taking this role felt like a good chance to learn more,” he says. “The opportunity across the industry, and specifically at Segro, is huge because it is a place that has almost been proud of not adopting too much technology.”
The position also gave Corbridge the chance to work alongside Paul Dunne, Segro’s managing director for operations, digital and customer, whom he’d worked with at Boots. Corbridge was director of innovation and then CIO for the high street chemist between 2019 and 2023, before spending almost two years as chief digital information officer at DWP. He joined Segro in November 2024.
“The property industry is a relationships industry; it’s a people industry,” he says, talking about what he found when he joined the firm. “What this role is testing, probably more than ever before, is my experience of getting to the business language, getting to value first, and making sure that you’re telling the stories in a way that isn’t technology-led.”
Embracing challenges
Corbridge recognises that moving between sectors and organisations affects your digital leadership approach.
“It was something I was mindful of when I left the NHS for Boots,” he says. “Peers, mentors, colleagues and coaches would say the private sector is going to be a lot faster, a lot more ruthless, and would involve a lot more watch-your-back type scenarios, but that didn’t come to bear in reality.”
“Creating efficiency through technology either creates profit for a private organisation or creates efficiency and puts money back in the bank for a public sector organisation”
Richard Corbridge, Segro
Corbridge says organisations differ in strategies and structures, but some important consistencies also allow successful CIOs to move seamlessly between sectors.
“One of the things you learn is that creating efficiency through technology either creates profit for a private organisation or creates efficiency and puts money back in the bank for a public sector organisation,” he says.
“And if efficiency and growth are the two watchwords for digital leaders, then you can apply the principles to what you’re trying to do, whether it’s about making profit for shareholders and looking after customers, or you’re ensuring taxpayers’ money is spent wisely and achieving the goals you want to do.”
Reflecting on the initiatives he’s overseen during his career, Corbridge says he enjoyed taking his healthcare project experience and its focus on making wise bets to the private sector in his role at Boots, where he worked with around 600 IT professionals. He also enjoyed returning to the public sector and applying his experience of fast-paced change at Boots to DWP, where he worked with 5,500 colleagues.
“Now at Segro, I’ve got 35 people working for me, but in an estate of assets across nine countries, a very large amount of money in the organisation itself, and enormous value,” he says. “So, there are different priorities, but, interestingly, the themes within those priorities probably remain relatively similar from a CIO point of view.”
Leading change
Crucially, transformation – which Corbridge describes as creating change and delivering value – is part of his remit at Segro, which he suggests is a wise approach. It’s certainly a change from his previous role at DWP, where Corbridge worked with a director general of transformation who was separate from the digital department.
“At Segro, making a difference with technology, and working with our business to make a difference, is under my ownership,” he says. “After 12 months in this role, my team is making a difference because of how we’re using technology, both from a business and a value completion point of view.”
Corbridge says the general direction of travel for transformation at Segro involves three buckets that will hold his team’s priorities through 2026: implementing new technology alongside trusted partners to simplify complex business processes; making the most of enterprise data assets; and joining up point solutions to deliver business benefits.
“We’re trying not to end up just doing AI [artificial intelligence] for its own sake, and we’re looking at the orchestration that we could do with different technology solutions,” he says, referring to the systems and services that will enable transformation.
“Sometimes that may well be agentic AI, but sometimes it might just involve putting the data in the right place at the right time so people can have it.”
For example, Corbridge refers to his vision of a workbench, which would give the firm’s asset managers access to the information and insights they need to offer customers new opportunities to look after their buildings in the most effective manner and to help the company make the most from its existing client portfolio.
“That approach feels quite different from what some of our peers are doing, where they’re looking at big ERP [enterprise resource planning] replacement or deployment programmes,” he says.
“We took the decision not to do that and to go process by process. It’s about how we simplify the process, get the most out of it, and then bring technology to bear on that process, joining it up as an orchestration layer, instead of having lots of point solutions.”
Making progress
Corbridge addresses each of his transformation aims in turn. First, simplifying complex business processes. For this aim, partners IBM and HCL will play a crucial role.
“We [will] sit down with our two most forward-possible partners to see what they’ve done on a test and learn basis,” he says. “At the start of January, they began with three processes each, reviewed the inherent complexity of those processes, and will now make some technology simplification recommendations.”
Corbridge says this process will help his organisation understand how its technology partners can help reduce complexity, as well as potential timelines, costs and long-term value generation. Deadlines were kept purposefully tight to test the partners, and the results look promising: “I’d go as far as to say that I’ve not seen anything like it in all the different partners that I’ve worked with.”
Open Box Software is another important supplier. This integration specialist manages Segro’s MRI property management system, which Corbridge describes as the company’s operational backbone. He’s working with Open Box to reduce complexity and increase simplicity, and is impressed with the output: “We truly have partners, not vendors.”
When it comes to the second aim of ensuring data supports accurate decisions, Corbridge says his director of data and AI will focus on two important objectives through 2026: establishing strong data governance to guarantee reliability, and getting accurate insights to key people for timely decision-making.
“Getting those elements right sets us up to move faster,” he says.
Finally, Corbridge refers to the aim of joining up point solutions to create business benefits. Here, he points to Sama, which is the Segro asset management app. This bespoke solution has been built by the company over the past two years. The technology team continues to roll out new monthly releases, functionalities and integrations to back-end systems.
“This approach means we can capture data once, store it once, and let others have access to that data,” he says. “Seeing something that has been built specifically for Segro is really exciting because it delivers how our business wants to work and we can deal with the subtle differences that are needed locally in Germany, Czechia, or Poland, without having to standardise everything.”
Adopting technology
In combination, Corbridge says those three transformational aims comprise his digital plan for Segro. He says it’s important to stress that the organisation has a plan instead of a digital strategy.
I want us to be seen as an organisation that is adopting technology, and it’s not a distraction to how we work with customers, where our assets are, or what our value is, but that it’s actually adding to that effort Richard Corbridge, Segro
“I don’t want to sit and write another digital strategy next year because everything’s moving so fast,” he says. “I want to get in there and get some delivery and value released to our business so that we can build excitement and deliver against people’s expectations. So, we’re going to focus on delivery and value this year against those priorities, knowing that, when we get to the end of the year, I want to be able to set the vision for 2027 and 2028 for where we’re going to get to.”
Two years from now, Corbridge expects the firm’s core MRI system will create value by delivering data to people around the organisation. The aim here will be to focus on standardisation and simplification by exploiting Open Box’s orchestration capabilities. He wants to ensure the top 20 tech-enabled processes across Segro are as simple as possible, supported by technology, with data captured once and shared where required.
Corbridge says the rise of consumerisation means people across the organisation have a much greater awareness of technology’s power. Everyone has a smartphone, and many people are using generative AI tools such as ChatGPT at home, never mind at work. This technological exploration means non-IT people will increasingly find their own solutions to business challenges. Corbridge wants to work with the business to hone the best of these ideas.
“Most importantly, I want us to be seen as an organisation that is adopting technology, and it’s not a distraction to how we work with customers, where our assets are, or what our value is, but that it’s actually adding to that effort. And that means a lot to me. We want to provide a clear view of what technology can actually do for this industry,” he says.
“There’s been a whole plethora of commentaries recently with experts saying, ‘At last, the property industry is starting to recruit CIOs. At last, the property industry is starting to adopt digital and technology.’ I want Segro to be synonymous with that march of difference.”
Blind spots and outages have been the traditional weak spots of terrestrial networks designed to offer coverage for internet of things (IoT) applications, and Myriota believes it can address these challenges by combining native 5G non-terrestrial network (NTN) satellite connectivity in a purpose-built tracking device called AssetHawk.
Myriota says supply chains are growing increasingly complex, and that blind spots and outages in terrestrial coverage create significant operational and financial risk – particularly across industries such as transport and logistics, equipment leasing, mining, and agriculture.
Powered by its existing HyperPulse connectivity system, AssetHawk is said to be able to address these challenges by combining native 5G NTN satellite connectivity in a purpose-built tracking device – delivering an affordable, feature-rich satellite asset tracker.
AssetHawk is engineered to deliver reliable global visibility beyond the reach of traditional cellular networks. It can support scalable tracking of trailers, containers, pallets, vehicles and unpowered assets to verify delivery milestones, reduce asset loss, improve utilisation, lower operating costs and improve margins as fleets and deployments scale. Native 5G NTN connectivity provides global visibility for broad use cases including trailers, cargo, vehicles and unpowered assets.
Intended for rapid deployment at the edge, Myriota describes AssetHawk as a ready-to-use device that installs in minutes and integrates seamlessly with third-party visualisation and analytics platforms.
The company says that the tracker’s compact, low-profile design and flexible mounting options, including magnetic mounting, make it well-suited to rotating fleets and temporary assets. An IP68-rated enclosure has been used to offer reliable operation in harsh conditions, surviving submersion, dust, impact and extreme temperatures commonly encountered in mining, agriculture and heavy industry.
For long-term deployments, AssetHawk is said to have been engineered to minimise operational overheads. Low-power hardware delivers a battery life of up to 10 years on two AA batteries, while intelligent firmware automatically increases location update frequency when movement is detected. The result is said to be sharper insights while optimising power consumption and operational costs.
The tracker will soon be available with optional Bluetooth Low Energy capabilities to enable the capture of valuable condition data from Bluetooth sensors, including temperature, vibration and other environmental metrics.
The device operates on a standards-based 3GPP Release 17 architecture, using private data paths to protect against unauthorised access or interference – meaning security and data integrity are built into the platform.
AssetHawk is also said to be purpose-built for operations at the edge, supporting use cases such as tracking trailers and containers across borders, monitoring leased equipment throughout its lifecycle, locating shared agricultural assets in remote paddocks, and gaining early visibility of critical equipment during mining exploration.
Developed on a TAA-compliant supply chain and backed by its experience in operating secure satellite networks commercially, Myriota is fundamentally confident that AssetHawk can meet the needs of government, and enterprise customers where trust and resilience are critical.
“Most tracking projects fail not in the lab, but at scale – when battery swaps, coverage gaps and complex integrations erode the business case,” said Myriota CEO Ben Cade. “AssetHawk is designed to flip that equation. By delivering global coverage, predictable multi‑year life and straightforward integration in a single device, we’re giving solution providers and systems integrators a way to scale tracking profitably, even for assets that were previously too remote or low‑value to justify a tracker.”
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