At Nourish we know the best results come from collaboration. That’s why we try to involve as many perspectives and areas of expertise as possible when building our solutions, and choosing our direction for the future. This ranges from co-producing functionality with people utilising care services to hosting departmental get togethers to explore and expand internal ideas. Our inaugral AI Lab is a prime example of the latter. Our goal was to use the AI Lab event as an examination of our AI-native culture. So we could celebrate participants internally, and better understand the varying opinions on AI application in digital care.

There were two key organisers of the event. Our Director of Data & AI Sudha Regmi, and our People & Culture Director Kate Crouch, shared their insight on the day in this blog.

We both have a vested interest in AI, though we come at it from different angles. Sudha’s focus has been customer and product AI, Kate’s has been internal AI enablement. We’ve been working closely for a while now, bouncing ideas off each other and challenging each other’s thinking. Organising this Lab together was a natural extension of that. It wouldn’t have been the same event if only one of us had been driving it. 

We set out with the intention to increase AI capability and fluency internally by having a cross functional team come together to build something real against an actual business problem.  

What we got was two exciting, exhausting days. Passionate people got energised by understanding the problem, exploring what was possible, and dedicating time into building something real. There were late nights, plenty of coffee, lots of persistence, and a fair bit of figuring things out as we went.  

Every single person who came to the event said they’re likely to keep building or experimenting with AI now the two days are over, and almost everyone thinks their idea deserves to go further. 

The five key challenges we focused in on on the day were.

We aimed to stay away from hypothetical case studies and toy data dressed up as a challenge. Instead, we focused on real work that people in this business deal with every week. 

What made it work wasn’t really the AI enablement (although having the AI Engineering team on hand was hugely appreciated!)  It was the mix of people in the room. A colleague who spent years on surgical wards found herself on a team with product managers, user experience specialists and engineers. They told us it felt like a new kind of multi-disciplinary team! One with different expertise, but the same instinct to bring it all to bear on one problem.

Developers got to sit closer to the decision-making than they normally do. Customer Success got to watch their world get solved for, instead of guessed at. As one of you put it afterwards: “What allowed it was focus. One problem, one goal, no meetings, co-location.” That mix and that focus, more than any model or tool, is what let teams go from a whiteboard sketch to something they could actually test in under two days. All while following our governance frameworks! 

That’s the thing we keep coming back to. So much of the conversation about AI is dominated by the latest model release. Or an abstract prediction about the future of work. What actually moves things forward is people who understand a problem picking up the tools already in front of them and building something useful, together. 

It wasn’t seamless, it wasn’t meant to be even with less than 2 days to produce something, the demos went far beyond our expectations with some of them close to production ready. And this is key, this wasn’t meant as purely a learning exercise. We’ll be taking the strongest outputs forward and putting real resource behind turning them into things we actually use. 

Thank you to everyone who put their name down, showed up, and built something in two days that didn’t exist before. We’re really proud of what came out of this one, and we’re looking forward to sharing where the ideas go next. 

Technology can change inputs, outcomes and overall understanding. When an organisation changes its technology, the impact ripples out across their connections. In the deeply intertwined world of social care, these ripples can quickly become waves, such as with the increasing adoption of Total Mobile by commissioning bodies in the UK impacting providers positions on their framework, and by extension funding rates and contract allocation.  

Over the last few years Total Mobile has been implemented in six Health and Social Care Partnerships (HSCP) in Scotland, including Inverclyde, North Ayrshire and Fife. As well as several councils in England and Wales such as Nottinghamshire and Worcestershire.   

The impact of this adoption is felt in several areas. In some regions, such as Inverclyde, providers need an integration between Total Mobile and their digital care record. This is particularly pronounced in Scotland, where an integration with Total Mobile is necessary to be considered as providing Self Directed Support (SDS) Option 3. And as such receive the appropriate funding for providing a ‘monitored’ service. 

We spoke to providers effected by this integration to understand the full picture. 

Evergreen Home Support have been operating in Greenock for 25 years, the past 18 of which as a charitable organisation. We spoke to their Compliance Manager, Janis Delaney, to learn more about the need for this integration. 

“Our local HSCP implemented the Total Mobile electronic care monitoring system last year. That contract included the requirement for external providers to link their information to Total Mobile. The HSCP have sent recent correspondence  advising us when we had to be compliant with the contract. They advised that if the service didn’t have this link, our payments would be reduced. This is because we would then be classed as being a ‘non-monitored’ service, as the HSCP had no visibility of the visit  information they require.  

“Approximately 95% of the services Evergreen provide are funded by the council. The funding difference between providing them as ‘monitored’ Option 3 and ‘non-monitored’ Option 2 services would have a huge financial impact on our ability to support our community.”  

“The software supplier we were with for rostering and call monitoring didn’t have an integration with Total Mobile,” explained Janis. “After a few months of not seeing any development from them on that front we started to look for other options. That led us to Nourish. A provider local to us, Cottage Care, already used Nourish so we asked could we visit them and see it in action. 

“They were kind enough to let me do a site visit with them and I was very impressed by the Nourish system. After seeing it in a live environment, we decided to go with Nourish because I was impressed by the system. I was impressed by the demos and I didn’t get the hard sell, which I really appreciated. I got basic facts, anything that I questioned, I got an answer for it. And I felt confident that I was going to get the system and that the integration with Total Mobile was going to be there.”

“In the end we met the HSCP’s deadline and didn’t receive any financial penalties, which was our main goal. At the end of the day, from a financial point of view, the difference between being classified as providing ‘monitored’ and ‘unmonitored’ support is important to any business.  

“But even from a person with support point of view and a family point of view, the monitoring allows us to evidence that that service has taken place. We can show somebody has been in, the duration of the call and that they have logged out. This is also great for keeping our lone working staff safe. The tracking lets us know where staff are, and what their next planned location will be.

“Obviously as a business the financial side of it is vital. You don’t want to be paid at a reduced rate for providing the same service. But there’s other advantages as well. It’s not all just about the money. It also helps us improve our support for lone workers and family engagement. It builds confidence throughout the service, because we can clearly see so much of what’s happening.

“All of us at Evergreen are very happy with the pre-sale and the after-sale support from Nourish. It has been exceptionally good. You’ve been very patient with us and helped us through things. All the feedback so far from our office staff and the carers has been excellent. Nobody’s had any negatives about the Empower system, which is very good.”

We also spoke to Karen Gallagher, Registered Manager for Cottage Care. Another home health service that works with Inverclyde council. 

“The bulk of our work comes from the framework at Inverclyde Council,” said Karen. “If we were in breach of the contract, we would lose that work and we would have been in breach of the contract if we didn’t have our system up and running with theirs. 

“Now that the integration is place, going forward our staff will only have to sign into calls with the Nourish system. Previously we would have to sign in with two separate systems.” 

Social Care is digitising at an unprecedented rate. Solutions erupted across our sector following Covid, with funding and functionality helping drive adoption. When the sector reached 80% adoption of digital social care records, it showed an aptitude and appetite for digital solutions to support improved outcomes and more efficient services. Now, that same impetus is driving the development of integrations in social care, a direction we are fully committed to at Nourish. 

Our integration with Total Mobile reflects our commitment to building connections across digital systems, services and institutions.  

The inaugural Digital Excellence in Care Awards took place at the Nourish Partnership Conference in the Waldorf Astoria on Tuesday 8th September.

Born from the co-produced Digital Excellence in Care Framework, the awards celebrate organisations leading the way in digital care and support. The awards recognise care providers using technology and data with purpose to improve quality, safety and outcomes.

The awards celebrate organisations leading the way across six categories:
Digital Pioneer Award
Data-Driven Care Award
Safeguarding Through Innovation Award
Connected Care Award
Cyber Resilience in Care Award
The Nourish API Trailblazer Award

We caught up with the winners after they came off stage to see what the awards meant to them and their communities!

This is our flagship award tonight, for the provider that hasn’t just implemented new tools, but has genuinely led the way, using digital transformation to change care quality and outcomes for the better.

The organisations shortlisted here all took a different route to get there, and that variety is exactly what makes this category so exciting to present.
Congratulations to the winners: Choice Support!

Runners up: Avante Care & Support
Choice Support
Blackadder

Every organisation using digital systems is collecting data. What separates good from truly outstanding is what happens next, whether that information actually changes a decision, a rota, a care plan, on the same day it’s captured.

This award celebrates the providers who’ve made that leap, from data as a box-ticking exercise to data as part of how care actually gets delivered.

Congratulations to the winners: Lifeways Group!

Runners up: Excelcare
Sanctuary Care
Methodist Homes MHA

Safeguarding is where the stakes are highest. Get it right, and problems are caught early and dealt with properly. Get it wrong, and the consequences can be serious.

This award recognises the providers using digital tools to strengthen incident management and safeguarding practice, and in doing so, genuinely protecting the people they support.

Congratulations to the winners: ivolve care and support!

Runner up: Excelcare

So much of this sector still runs on systems that don’t talk to each other. With one for care records, another for rostering, another for incident management. Each with its own report and none of them agreeing with the others.

This award goes to an organisation that has taken those separate tools and turned them into a single, connected picture. So that the people making decisions can actually trust what they’re looking at.

Congratulations to the winners: Brandon Trust!

Runners up: Twinglobe Care Limited
Blackadder

For the organisation that has embraced true technical partnership and curiosity in how they use Nourish’s integration ecosystem.

This award works a little differently to the others at the Digital Excellence in Care awards. It isn’t decided by submission, it’s chosen by our Director of Partnerships and her team here at Nourish. Recognising the organisations we’ve genuinely seen embrace partnership working and technical curiosity over the past year.

Congratulations to the winners: Principle Care Homes!

You can watch the full Case Study with Principle Care Homes here.

Runners up: Greensleeves Care
Lifeways
Principle Care Homes
Iden Manor Nursing Home
Queen Ann Care

AI can help care teams work more consistently and spot risk earlier. However, social care is a deeply personal service that is both context-heavy and filled with risk. Which means we need strong governance and clear guardrails for AI. The English social care regulator, the Care Quality Commission, recently released their guideline for the safe and effective application of AI in care settings. In this blog we explore how to design AI for social care that exemplifies these standards so it can best elevate the quality of care and support available.

In practice, safe AI is more than just a ‘model’, it’s a product. When we view it as a product, it is easier to make deliberate product decisions for the application of the model. Decisions like, what the AI is for, how it’s presented, and where humans need to stay in control on the output. We must put sensible processes around our reviews. As well as adding automated checks and record‑keeping so we can learn and improve over time. 

Think of responsible AI as an end to end workflow.

Inputs > AI suggestion > safety checks > human review > learning loop

The details vary by product, but the principles don’t.

Data input: Define boundaries and responsibilities 

Start by being clear about boundaries. What information the AI can use, what it must ignore, how up-to-date the inputs are, and who owns data quality. This prevents false confidence and makes issues easier to investigate. 

Expert context: Encode clinical intent before inference 

Care quality depends on domain knowledge. You should build and maintain clear guidance on ‘what good looks like. This is in terms of terminology, standards and policies. Crucially, with named owners and a review cadence. So the AI stays aligned with your service as practice and policy evolve. 

AI analysis: Require evidence, not opinions 

Whatever the AI outputs, it should be available to review. Which means showing the relevant source text and including a brief explanation. You want to avoid the logic of ‘because the model says so’. It is vital that the evidence the model utilises is identifiable and interrogatable.

Automated guardrails for AI: Validate before humans see it 

AI can be trained to add lightweight automated checks. These are useful for catching the obvious problems before a human sees them. For example, unsupported claims, inconsistencies or repeated items. These checks don’t need to be fancy or overly detailed, however, they do need to be reliable. 

Human-in-the-loop: Keep clinical judgement in the driver’s seat 

We must keep humans in control. You should design the experience so reviewers can quickly understand the suggestion, accept or reject it, and escalate edge cases. Then use real-world feedback to improve the system on a regular cadence. 

The goal is simple, make it easy to do the right thing, and hard to do the wrong thing. The reality is simpler than you’d suspect to achieve.

There are a number of risks in AI that are well documented. It is important to not, some of the AI risks in social care don’t come from ‘the model’ alone. They come from product decisions like wording, defaults, missing context, and unclear accountability. 

It is important that you address these issues with your product teams. Once these basics are set, governance becomes repeatable.

Governance is how you earn trust over time, and sets the standard for your guardrails for AI. It is vital to test, monitor, update safely, and keep an audit trail of your actions.

Evaluation: Agree what “good” looks like, then keep testing it!

Before you ship any new features it is crucial you test against a reference set of real cases reviewed by experts. After you ship, keep sampling and checking performance so any drift that occurs doesn’t surprise you. A good way to do this is to define a small set of ‘go/no‑go’ checks for your releases. Be explicit about data handling and access. If you can’t explain those basics, you can’t govern the system. 

Change control: Make updates safe (and easy to roll back) 

Treat updates like a high-stakes product release. Ensure you are doing everything thoroughly, document changes, getting the right sign-off, and make rollback a straightforward process. 

Metadata and auditability: Make every finding explainable 

Audit trails are essential aspects of guardrails for AI. You need to keep an audit trail so you can answer important questions and evidence your working. Questions like, ‘What did the AI see?’ ‘What did it suggest?’ and ‘What did the human decide?’. 

The effectiveness of any AI system depends on the quality, relevance, and governance of the data it uses. Organisations should be able to clearly explain what data is being used, where it comes from, and how it is curated to ensure it remains accurate, current, and appropriate for the task at hand. This curation process is critical, as it provides the AI with the right context, rules, and safeguards to support decision-making in complex care environments. Rather than relying on vast amounts of unstructured information, responsible AI carefully selects data sources that reflect best practice, regulatory requirements, and the realities of delivering care.

Equally important is the security of that data. Care providers, practitioners, and the people they support place significant trust in the organisations that handle their information. AI vendors should be transparent about where their products are developed and hosted, how data is stored and processed, and the measures in place to prevent unauthorised access, misuse, or data leakage. This includes robust technical safeguards, strong governance frameworks, and ongoing monitoring to ensure sensitive information remains protected at every stage.

Safe AI in social care comes from disciplined choices. Teams that design for review, keep humans in control, add sensible checks, and maintain an audit trail. With these guardrails for AI it can quickly become a practical support for care teams. One that they can trust because they can understand it without asking them to accept the findings of a ‘black box’ at face value. Below is a basic checklist for your team to utilise. This is designed as a starting point for your team and is not definitive. After all, AI models, like care communities, are at their best when they champion their unique perspectives!

If you’d like to learn more about how we’re designing AI to help care teams work more consistently and spot risk earlier contact us directly.

On Tuesday, May 26th, our Chief Technology Officer Jamie Hibbard attended the Social Care Interoperability Platform Hackathon hosted by Digitising Social Care. Below he shares his experience and takeaways from the day.

Yesterday our CTO Jamie Hibbard had the opportunity to spend time at the NHS England office to discuss interoperability across health and social care. 

As a digital care platform, we see every day how important connected data is. At Nourish, we have invested heavily in our integrations hub and we are leading the sector in helping care providers connect systems, reduce duplication and make better use of the information they already hold. 

But connection into the NHS and shared care records has been slower than it should be. It has also, at times, been a real frustration 

Despite best intentions the complexity of the landscape remains a challenge 

Each trust, region and shared care record can have different technology providers, standards, pathways and governance requirements. Even where the goal is the same, the route to get there is often different. 

At Nourish, we are fortunate to have successfully connected with several shared care records, but maintaining each individual connection is hard, time consuming and expensive. 

And if that is true for an organisation of our scale, it raises an important question. 

In many ways, social care is already far ahead. It had to be more agile, more responsive and more willing to adopt technology because the pressures on the sector are immediate and constant. Care providers are capturing rich, timely information every day, often much closer to the person than any other part of the system. 

That necessity is why this interoperability matters so much in social care. 

Championing a single point of interoperability is not a new idea for us. It is something we have been talking about at Nourish for the last eight years. We know from first-hand experience how a lack of interoperability creates unnecessary barriers between health and social care.  

For too long, providers have had to build and maintain multiple routes into different parts of the system. Each one comes with its own standards, governance, pathways and cost. That slows progress down, limits participation and makes it harder for social care to play its full role in the wider care ecosystem. 

That is why the conversation around the Social Care Interoperability Platform (SCIP) feels so important. 

The idea of a centralised point of connection for providers like Nourish has the potential to make a real difference. As both a way to read information from the NHS, and critically, as a way to write information back. 

Understanding is a two-way street. Across the Nourish platform, around 20 million data points are recorded every day. These are not just numbers in a system. They represent observations, care interactions, risks, changes in condition, outcomes and moments that could help build a fuller picture of someone’s care. 

If that information can flow safely and appropriately into wider health and care pathways, the potential is significant. 

We could help prevent issues earlier, give clinicians and care teams better context and reduce duplication. All in service of a person’s lived experience of health and care as we create continuity across settings through joined up services. 

For interoperability to work properly, social care cannot just be a passive recipient of NHS data. Social care generates vital insight every day, often from the people closest to the person receiving support. That insight needs a route back into the wider system to achieve maximum impact. 

This is where a single, scalable point of interoperability could change the direction of travel and transform lives. 

Currently every provider having to navigate a different route for every shared care record. The ambition should be to connect once, meet a common standard and allow information to move safely between the people and organisations involved in someone’s care. 

This is not just theoretical. 

By the end of day one of the hackathon, we were already able to read and write “About Me” and person support profile data between the providers in the room. These are part of the NHS Minimum Operational Data Standards (MODS) framework. The MODS framework is the new standard for helping structure and share key information in a consistent way. 

That is a powerful proof point. It shows that when the right people come together around a common goal, and when we align around a shared standard, real progress can happen quickly. This kind of momentum matters. It moves the conversation from aspiration to practical delivery. 

 The benefits are clear. A single point of interoperability would reduce cost and reduce friction. Unlocking participation for providers of all sizes through their existing workflows. Which means the system could focus more energy on outcomes rather than integration mechanics. 

The hackathon felt like a positive and important conversation. There is still a lot to work through, particularly around standards, governance, supplier participation and making this practical at scale. But it felt like the right people were in the room, asking the right questions. 

The opportunity now is to move from good intent to scalable delivery. 

Because if we want a truly connected health and social care system, social care needs more than access. It needs a voice, a route in and a way to contribute the insight it holds every day. 

SCIP, built around shared standards such as MODS, is an important step towards that future. 

Community and collaboration are central to our approach to care technology and Nourish. We depend upon the insight and experience of our users to shape our future. That is at the core of a true digital partnership in social care, co-production. At this year’s Nourish Customer Conference, hosted in the gorgeous Goodwood House, we came together with care professionals, partners and the wider Nourish community for a day centred around collaboration, innovation and shared purpose.

Our recap video captures the atmosphere, ambition and energy of the event. Highlighting the insightful presentations and product discussions. As well as the moments of connection that happen in between sessions.

The conference was an opportunity to reflect on how technology, partnership and co-production continue to shape the future of social care. Throughout the day, attendees explored new ideas, shared experiences from across the sector and discussed the challenges and opportunities facing care providers today.

One of the strongest themes throughout the Goodwood House Nourish Customer Conference was the importance of working together.

The day showcased the collaborative spirit that continues to drive the development of the Nourish digital ecosystem. From product roadmap discussions to shared experiences from care organisations across the UK. The day reinforced the value of listening, learning and building together.

This commitment to co-production remains central to how we approach innovation at Nourish. We work with providers to ensure that the technology we create is shaped by the real experiences of the people delivering and utilising care every day.

Attendees explored emerging developments across the Nourish platform, including data, AI, transparency and safety. In addition to broader discussions around the future of care technology and operational sustainability.

As with previous Nourish events, the focus was not simply on showcasing technology, but on understanding how digital tools can support better outcomes, stronger communities and more person-centred care.

The energy of the Nourish Customer Conference was electric. It reflected the optimism and momentum shared by everyone who attended.

Social care continues to face significant challenges. But events like the Goodwood House Nourish Customer Conference remind us of the innovation, compassion and expertise that exists across the sector. By bringing together people with shared values and a shared ambition to improve lives, we can continue building technology and support systems that genuinely make a difference.

A huge thank you to everyone who joined us at Goodwood House and helped make the day such a success. We’re excited for what comes next and look forward to continuing the conversation together.

Many of our team members have had first-hand experience working in health, care and support settings. We’ve walked in your shoes, faced the challenges you face, and celebrated the victories of providing quality care. This wealth of experience continues to shape Nourish Care platforms into what they are today. Our experience gives us unparalleled insight into the sector and allows us to deliver software solutions that truly makes a difference. 

The care experience in the Nourish team ranges from carers and activity coordinators to registered nurses and registered managers. The importance of having care experience is essential throughout our team and has shaped our focus with the introduction of roles such as Clinical Lead and Safety Officer. We also have team members with nursing and care experience including Quality Assurance. In addition, our Customer Success teams truly put the impact and outcomes for people supported by care at the forefront of everything we do. 

Nourish founder and CEO, Nuno Almeida spent time working in care services before the idea of Nourish had been formed. He saw care teams struggling to find time to fit their handwritten notes into their already tremendously busy day and how sometimes issues that needed to be reported slipped the net because there was no opportunity to record those concerns in the moment. He saw how many notes needed to be written to record every care interaction and to prepare for the always-looming CQC inspection. 

Nourish began with the mission to give those receiving care a voice and input on the care they receive and to give the team supporting them time to deliver truly person-centred care. 

“I volunteered with a care home and I was just a Portuguese chap that had a good enough English, able to come on in and help us with baking competitions on a Wednesday for example. When I started spending time in care homes, it became very obvious that care workers were writing a hell of a lot of notes. It is clear that carers genuinely have caring as a vocation but aren’t always confident writing notes and this can really remove motivation or joy out of the job they do. That’s where the idea of Nourish came from.” Nuno Almeida, Nourish founder and CEO.  

There are things you learn while working in care that can only come from that environment. From operational sustainability challenges like how much it costs to use agency carers and how the shifts run. To risk reduction for people supported such as statistics around falls. Crucially, how knowing essential information about a person receiving care immediately can change how a person experiences care. The Nourish team started out their careers in the sector in a variety of different care services and job roles. Which means as a team we have great coverage of the sector. We can and regularly use our experiences to enhance our abilities at Nourish. 

“I have only ever worked in care and cannot imagine working in another field. I worked as both a care coordinator and a registered manager. Both job roles gave me an insight into the pain points that care providers experience in their day to day. As well as how digital platforms can support you in providing person-centred, safe, quality care.

“I draw upon my experience providing care everyday when supporting my users as a Customer Success Manager. Whether that’s training them on how to fully utilise the rostering and scheduling or supporting managers to run reports from the system in line with their compliance. If you have worked in care you will know the feeling of joy you get at the end of the day knowing you have made a difference in someone’s life. I still get that feeling now knowing I am helping my customers provide an impactful, safe and person-centred service.” – Jessica Atkinson, 10 years’ experience in care, Senior Customer Success Manager at Nourish.

We know the importance of the little things. We know the difference between feeding someone lunch and assisting someone to eat their lunch. The crucial difference between giving someone a choice regarding the care they receive and assigning care based on an assumption. We know the importance of personalising care notes over the same text being copy and pasted. We know because we have experienced it first-hand.  

“Each time I deliver a Nourish training session, people will want to know how a certain feature relates to their sector specifically. By being able to personally draw on a large number of previous experiences across a multitude of care and support sectors, this helps the people being trained to use Nourish more effectively as I ‘get’ what they are needing. This creates a mutual trust pretty quickly and those being trained know that they will get what they need to put Nourish into action in their services.” Jason Hengler, 29 years experience in care, Trainer and Project Manager at Nourish. 

Working in the health and social care sector is a skill that regularly goes underappreciated. The narrative surrounding the sector is often negative and the selfless hard work that goes on largely goes ignored. Many of our team have worked in care and know that it is so much more than its reputation. Health and social care is a rewarding career with a clear career path. It relies on emotional intelligence, the ability to build relationships and spot signs of change. Our experience in care has given us the ability to communicate effectively with and about the people you support. We cherish the first-hand experience in the feeling that comes with delivering great person-centred care.  

Nourish exists to ensure that care teams get the opportunity to provide the best care they can by reducing administrative burdens, enhancing communication across the whole team and giving carers back time to spend on person-centred care.  

“As a Community Team Manager previously, my journey has been a blend of compassion and adaptation to the digital age. Transferable skills and experiences have enabled me to have a deep understanding and empathy to the needs of my customers and this has ensured that I am able to suit their needs as a Customer Success Manager in a more effective and speedy manner. Working for Nourish has allowed me to tap into my experience within the home care environment. As I have experience as a care coordinator, a carer and a manager, I am able to adapt and tailor my training sessions and support to ensure that the content is relevant for the individual.” Katie Loader, 5 years’ experience in care, Senior Customer Success Manager at Nourish.

Because so many of us have worked in care, we know that each service is truly unique in its approach and working ways. That is why Nourish is unique and a leader in the digital social care sector. Nourish platforms are shaped by lived experience, from the people who work at nourish, to the communtieis utilising it, and everyone in between. Our solutions are customisable and can be tailored to your service’s needs to ensure your care service retains what is unique about it.  

“Having been involved in a family run care home from a young age gave me a respect and understanding for the sector like no other. Knowing the pressures, the pain points and the sheer variation of the day to day really helps when thinking ‘is this new feature in the platform going to work in practice‘. The team will often hear me repeating the same thing ‘benefit vs burden’ and that comes from understanding the sector. Here at Nourish, we don’t just create a product, we genuinely aim to improve the lives of the manager, the carer and most of all the person receiving support.” Dan Hollingworth, 10 years experience in care, Product Owner at Nourish. 

“My experience of working in care homes helps me to understand the daily struggles carers face. That everything is documented correctly. That everyone has had their care delivered properly. That medication has been administered at the correct times. That tasks have been completed, all within a particular timescale for multiple clients with different needs. I try to use that experience every day to make sure we deliver a quality product. One that alleviates the stresses that come with being a carer so they can offer great support for their clients.” Curtis Cridland, 5 years experience in care, Senior Quality Assurance Engineer at Nourish.

Find out more about how Nourish can enhance the care you provide by booking a personalised demo with our team. 

Value is a vital when operating a care home. It is imperative for providers to make the right decisions, with the right returns, to maintain a successful service. Which is why finding the right digital partner is crucial when choosing technology for small care homes.

We spoke to Subhaan Iqbal, IT Director and Compliance Lead at Principle Care Homes, about his experience. Subhaan has extensive experience supporting care providers with their digitisation, and has learned the importance of getting started at the right time. They wanted to establish their technology before expanding their locations, and they found the perfect partner in Nourish.

Watch the video below to learn how Nourish Care works with the team at Principle Care home to deliver the results they want. Including how the Nourish Partnership Programme helps them build the right digital ecosystem for their service. There are a lot of different types of technology for small care homes. With so many options to choose from, and so many decisions to make, the NPP can help you find the best technology for your community.

You can watch the Principle Care Homes case study here below.

Nourish Care hosts an internal ‘Women in Tech’ group to bring together women from across our departments to share experiences, insights and inspiration. Our Director of People and Culture, Kate Crouch, reflects on the theme for this year’s International Women’s Day ‘Give to Gain’ in the context of technology and social care.

Every year on International Women’s Day, I’m reminded of the progress made toward gender equality and the work still ahead of us. This year, the theme “Give to Gain” offers a powerful reflection point, not just for society, but for us as a community working in technology and in a sector built fundamentally on compassion: social care. 

In social care, giving is at the core of everything. It’s the heartbeat of the work our users do every day, supporting individuals, families, and communities. And, it’s a value that resonates deeply with how we support one another inside our organisation too. Which is why it’s reflected in several of the key pillars of our Culture Code.

Collective Effort: We help each other out because we know that when one person wins, we all win. 

Making a Difference: We go above and beyond because we remember who we serve. We know the difference we’re making to the lives of those in care. 

Every Person Counts: We genuinely care about all the individuals and groups of people in the Nourish circle and across our sector more broadly. 

‘Give to Gain’ reflects the truth that generously sharing knowledge, time, encouragement, and opportunity creates returns far beyond what we invest. 

This certainly rings true in the tech space. Especially tech in a sector traditionally powered by women yet underrepresented in technical roles! I find giving takes many forms, including: 

These actions help women not only enter tech but thrive in it. And in return, we gain stronger teams, deeper innovation, and more human centred technology aligned with what the care sector needs. 

Our internal Women in Tech group was created to bring women in our organisation together for exactly these reasons. Like the care sector itself, Nourish is built on the belief that people flourish when they feel supported, included, and connected. 

Within our Nourish Women in Tech group, we’ve started to benefit from: 

Nourish thrives not just because of what we gain individually, but because of what we choose to give:  time, encouragement, advocacy, empathy, and support. 

Our Women in Tech group is also an important part of the culture we want to be part of. At Nourish this is incredibly important to us and having a group that really embodies the our values means we continue to create a ripple effect that supports the whole organisation, not just women. An environment that empowers people to contribute openly, values varied viewpoints, and doesn’t shy away from confronting bias. 

While we celebrate progress, it’s important to acknowledge a simple truth: we are not there yet. 

Women, especially women in tech, continue to face challenges including unequal representation, slower career progression, societal expectations, and persistent barriers to leadership roles. In the care sector too, while women overwhelmingly make up the frontline workforce, they remain underrepresented in the decision making roles shaping the future of the industry. 

Achieving gender equality requires continued commitment to: 

Progress isn’t guaranteed, it is created through consistent action. And every one of us plays a part. 

The Care sector is fundamentally human. Technology here isn’t just about systems or software; it’s about enabling better outcomes for people. When women bring their experience, empathy, and leadership into tech roles, especially in care, innovation becomes more inclusive, more thoughtful, and more effective. 

Strengthening women’s voices ultimately strengthens the sector we operate in, that is the core of the ‘Gain to Give’ message. We are the rising tide, and together we can lift the whole care sector up. 

We hosted our AI and Data Conference at Bletchley Park this January. The historic backdrop inspired us to look to the future potential of AI and data in social care. Over the course of the day we heard for customer panels, product managers and Nourish users on and off stage. It was an inspiring event that energised all attendees for the year ahead!

The day started once everyone had settled in to the historic venue. Our Chief Product Officer Matthew Stewart opened the proceedings with an overview of our position on AI, our ambitions for care intelligence, and the odd season joke here and there. This was followed by our Director of AI & Data Sudha Regmi detailing the Nourish view into Analytics, Insights and Nourish AI.

We had two panels with customers, one on either side of lunch. The first panel, led by our Chief Customer Officer Paul Barnes was focussed on Nourish Analytics. Paul was joined by Emma Lindblom, Head of Quality Improvement at MHA, Gareth Williams, Flexible Workforce Manager at Brandon Trust and Benjamin Winfield the Product Owner Lead for Quality and Business Systems at Lifeways Group. They built upon Sudha’s point about moving descriptive to prescriptive with Analytics and the journey of embedding the functionality in an organisation.

Mark Gray, Nourish AI Product Lead, hosted our second panel. It focussed on our new AI platform Nourish Confidence and it’s co-production journey. Our Clinical and Safety Lead Carrie Taylor and Emma Brazier, Business Analyst for Sanctuary Supported Living joined him on the panel. They discussed our journey to finding the right application for AI. As well as how we can change the ways of approaching audits to drive continuous improvement for people with support in addition to how we can bring together different functionality to provide holistic, truly person centred care and support.

Over lunch attendees were treated to a tour of the venue. Getting to take in the history and groundbreaking work that took place in the birthplace of AI.

The best discussions happened in between all of the sessions. We took the opportunity to display many of the new platforms and features of the Nourish ecosystem. Talking to people from across the wide range of care and support services represented by our attendees is always the highlight of these events. We closed on a discussion of our roadmap. And our Chief Technology Officer Jamie Hibbard making a special announcement about our AI Labs!

We are incredibly grateful to everyone who joined us in Bletchley Park. Some of our attendees even jumped on camera with us to share their experiences and perspectives. You can see these Nourish users in the video, and look out for longer versions of their interviews on our social media!

Ozayr Patel, Development Manager, Lancashire County Council
Steve Bowler, Digital Transformation and Implementation Manager, Greensleeves Care
Sian Smail, Health and Social Care Data Analyst, Care Dorset UK
Elliot Goodwin, Area Director, Consensus Support Services
Alicia Ingham, Operational System Improvement Lead, MHA
Jay Harper, Head of Communications and Projects, Rehability UK
Jane Hayden, Head of Technology, Treloar’s
Ross Watson, Senior Product Manager, HC-One
Gemma Pitman-McGrath, Clinical Development Nurse, Barchester
Steve Daniels, Operational Change Lead, iVolve Care & Support

We are so excited for the future of AI & data in health, care and support technology. Find out why on our Nourish AI page.