Our experience
Bixi Consulting combines deep sector knowledge with the flexibility, independence and creativity of a specialist consultancy. Our experience across healthcare and public services gives us a strong understanding of complex systems, while our background in occupational psychology, workforce design and organisational change allows us to bring fresh perspectives and evidence-informed solutions. As a small consultancy, we work closely with our clients, building trusted relationships and tailoring our approach to their needs rather than applying a one-size-fits-all methodology. We are able to adapt quickly, draw on learning from different sectors and focus on what matters most to each organisation. By combining workforce design, workforce planning and transformation expertise, we help clients solve complex workforce challenges, build capability and create sustainable change that is both practical and future-focused.
Sector experience
Below is an overview of our collective sector experience. We work across health, care, public sector and mission-aligned private sector organisations.
- NHS and healthcare
- Local government and social care
- Voluntary and non-profit
We bring extensive experience across NHS and healthcare settings, combining frontline delivery with strategic workforce, transformation and consultancy expertise. Our experience includes large-scale workforce transformation, workforce strategy and planning, service redesign, workforce modelling, role and team design, skills and capability frameworks, organisational development, leadership development, research and evaluation, along with the design and implementation of new ways of working. This experience spans work that has benefited healthcare professionals, clinical and non-clinical teams, leaders and managers, primary care teams, community services, multidisciplinary workforces and wider health and care systems. It is grounded in an understanding of both frontline service delivery and the organisational and workforce conditions needed to create sustainable change. We experience spans a range of professional groups, population needs and clinical priorities, for example, pharmacy workforce, digital workforce, long-term conditions, mental health, children and young people services, neighbourhood health and community diagnostic centres.
Our experience also includes hands-on experience of local authority and social care transformation, from frontline services through to strategic change and programme delivery. This includes adult social care, health and social care integration, digital transformation, process redesign, service modernisation, workforce and resource planning, behavioural change and implementation of new systems and ways of working. Importantly our experience also includes direct understanding of the people and communities these services support. We have worked on projects that have supported the development of family hub skills frameworks, developing peer support models, and supporting young people and young adults with significant needs as they transition into adult services.
We also have extensive experience of working with and within voluntary and not-for-profit organisations, with expertise in research and evaluation, programme and service development, education and skills programmes, mental health and wellbeing, organisational strategy, leadership and workforce development. We have experience leading research and evaluation across education and children and young people’s charities, developing and managing education and employability skills programmes that promote social mobility, and undertaking monitoring and evaluation relating to mental health and children in care. Our experience also encompasses projects that focus on developing volunteers, organisational leaders and the wider communities engaged with charitable and mission-led organisations.
Our strengths
Our strength lies in combining specialist expertise with a highly personalised approach. We bring deep knowledge of health, care and public sector systems, alongside insights from occupational psychology, workforce design and organisational development. Working as a small, agile consultancy allows us to build strong relationships, adapt quickly to changing needs and tailor our support to each client. We draw on evidence, cross-sector learning and practical experience to help organisations design better work, develop workforce capability and deliver sustainable transformation.
- Agile and responsive: we are flexible and adaptable, able to respond to your changing needs and select options that will work best for you.
- Partnership-led working: we offer close client relationships with direct access to our directors and prioritise collaborative delivery.
- Fresh perspectives: we bring cross-sector learning, creative thinking and an independent viewpoint.
- Evidence-informed impact: We are research- and evidence-driven, combining future-focused thinking with a practical focus on sustainable change.
Examples of our work
Developing workforce models for emerging neighbourhood services
We designed innovative workforce models to support the development of neighbourhood-based services, aligning roles, skills and capacity with integrated care objectives across sectors. The work supported local partners to identify requirements to establish sustainable multidisciplinary teams capable of delivering proactive, person-centred care closer to home. The workforce requirements identified were aligned to those in the NHS 10 Year Health Plan.
Delivering workforce planning and design projects in general practice
We supported general practice, primary care networks and federations to assess workforce demand and capacity, redesign roles and develop workforce plans aligned to future service needs. The projects identified opportunities to optimise skill mix across clinical and administrative and management teams, improve access to care and strengthen workforce sustainability across primary care services.
Designing a regional workforce strategy for children and young people services
We led the development of a regional workforce strategy that brought together commissioners, providers and system partners to address workforce challenges across children and young people’s services. The strategy established a roadmap for skill optimisation, role redesign, recruitment, retention, workforce development and future workforce requirements. It also took into consideration the broad range of population health and care needs across six localities and health, care and education sectors.
Delivering a workforce design toolkit for optimising long-term condition management
We developed a practical workforce design toolkit on behalf of NHS England to help organisations to review and redesign pathways and services supporting people with long-term conditions. The toolkit provided guidance and evidence-based approaches to role design, team design, workforce optimisation and multi-disciplinary working, enabling greater focus on prevention and early intervention. The toolkit also outlined recommendations and activities related to wider success factors.
Delivering a workforce planning training course for cancer services
We created and facilitated a workforce planning programme for a regional cancer alliance. This was tailored to equip clinical and operational leaders with the knowledge, tools and techniques required to undertake effective workforce planning. The course helped organisations to build local capability and strengthen workforce decision-making. Delegates were supported to complete a workforce project within their organisation to maximise applied learning.
Compiling a workforce optimisation strategy for CAMHS mental health crisis pathway
We produced a comprehensive workforce optimisation and transformation strategy to support the redesign of Child and Adolescent Mental Health Services (CAMHS) with a focus on improving the crisis pathway provision. The strategy and report enabled services to assess workforce capacity, identify improvement opportunities and implement workforce models that would better meet rising demand. The approach included comprehensive workforce data modelling.
Creating a career pathway framework for primary care management
We designed a structured career pathway framework for primary care management roles, creating greater clarity around progression, skills development and leadership opportunities. The framework aimed to showcase the diversity of different generalist and specialist roles, including expanded roles for primary care networks and integrated neighbourhood teams. The framework recommended interventions for retention, talent development and success planning.
Developing a five-year strategic workforce plan for a multi-organisation collaborative
We facilitated the development of a five-year workforce strategy and implementation plan to support a large multi-organisational partnership. Through stakeholder engagement, workforce data analysis and scenario planning, the programme aimed to establish a shared vision and collective leadership approach for workforce growth, capability development and long-term sustainability.
Creating a skills matrix and workforce development plan for family hubs
We developed a comprehensive skills matrix and workforce development plan for a newly formed family hub service. This included conducting a skills audit and mapping current workforce skills in the areas of social, emotional and behavioural skills, technical and delivery skills and ways of working. The project helped the organisations identify training priorities, strengthen multidisciplinary working and ensure services were equipped to meet the needs of local communities.
Developing a multi-level intervention workforce model for pharmacy professionals
We designed a detailed workforce model to support leadership, ways of working and career mobility of pharmacy professionals. We worked with pharmacists, pharmacy technicians and pharmacy assistants to establish workforce skills and capabilities required across different sectors and identified where role design, training, education and development could be integrated or differentiated. The model aimed to optimise deployment of pharmacy expertise.