Digital Health, Focus, and the Power of Listening: A Conversation with Amit Khutti

Amit Khutti has spent his career navigating policy, technology, and patient care. From the Prime Minister’s Delivery Unit to founding one of Europe’s leading digital health services, his journey offers a rich perspective on what makes healthcare work and what needs to change.

We spoke to Amit about his experience, what still surprises him, and where he sees the most exciting opportunities in health innovation today.

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Tell us about your role

I’ve had quite a varied career, but it’s always centred on improving healthcare. I started out at McKinsey, followed by a few years in the civil service, where I joined the Prime Minister’s Delivery Unit during Tony Blair’s time. That gave me an early view of how policy and delivery come together, and it’s where I first became deeply involved in health.

From there, I moved into a strategy role at Chelsea and Westminster Hospital, where I realised how tough it can be to get things done on the ground, especially when trying to innovate within traditional systems. That experience eventually led me to co-found ZAVA, a digital health company that provides online medical care. We built it from the ground up, expanding across several European markets, and recently it was acquired by Hims, a major global digital health platform.

Since stepping away from the day-to-day running of ZAVA, I’ve worked as a consultant and mentor, supporting startups and public sector organisations alike. I enjoy helping teams clarify their strategy and focus on what really moves the dial.

What makes you proud to work in healthcare?

There are two moments that stand out. The first goes back to my time at the Delivery Unit. I was asked to work on MRSA, which at the time was a real public concern. Hospitals were seen as risky, and infection rates were high. The goal was to cut bloodstream infections by two-thirds in just a few years. At first, even senior microbiologists were sceptical. But with the right focus, clear targets, and coordinated effort across the NHS, we hit the target ahead of schedule. It showed me what’s possible when a system aligns around a single, important goal.

The second moment is more recent: seeing ZAVA acquired by Hims. It’s a significant milestone and a sign that what we built has real value in the global digital health landscape. It’s also a reflection of the hard work and vision of the team that’s taken it this far.

What surprises you about your work?

One thing that continues to surprise me is how often organisations say they’re “patient first,” but fail to really act on it. It’s a powerful idea, but without meaningful effort to understand what patients want and need, it becomes little more than a slogan.

At ZAVA, we realised this when we partnered with business ethnography firm Stripe Partners to explore how patients actually used our service. We spent time understanding their lives, health habits, and how our platform fit into the bigger picture. What we learned changed how we thought about everything from user journeys to medication delivery. There were insights we never would have uncovered from metrics alone.

That experience reinforced something I now tell others: if you’re not spending time with your users and really understanding their context you’re probably missing something critical.

How would you improve healthcare?

If I could change one thing, it would be attitude on both sides. I’m quite strict about this because I see how burnout and disillusionment are affecting the system, especially within the NHS. Many staff feel uninspired or too exhausted to push for change. But healthcare is a place for people who care deeply and want to make a difference. If that spark is gone, it’s time to reassess.

I also believe that well-being needs to be taken more seriously. The NHS has resources, yes, but often it tries to solve problems internally, like appointing a staff member to lead well-being initiatives. Sometimes, the right approach is to bring in outside expertise, especially from organisations that have been focused on this for years.

What’s a common myth or misunderstanding about digital and data in healthcare?

The most common misconception is that digital transformation is about adopting new tech. In reality, it’s about changing how you operate, with technology as an enabler.

Too often, organisations invest in a platform or tool without rethinking the surrounding processes.

For example, many GP surgeries have adopted digital triage systems, which sounds like progress. But if you don’t change how the clinical team work - how appointments are booked, how patients are prioritised - it just creates frustration. Patients end up in limbo, unsure of what’s happening next, and clinicians are stuck managing new systems layered on top of old ones.

Real digital transformation is hard. It requires reengineering workflows, roles, and sometimes even physical spaces. But when done well, it unlocks both efficiency and better care.

Which innovation in health or care are you most excited about, and why?

I think AI will be transformational in healthcare, but probably in ways people don’t fully appreciate yet. I see two areas where it could have significant impact.

First, in research and development. AI is already speeding up drug discovery, improving clinical trial design, and helping target treatments more effectively. With better access to large-scale health data, the pace of innovation could increase dramatically over the next decade.

Second, on the other end of the spectrum, I’m excited by the idea of personalised health coaching. Imagine an AI that understands your history, behaviours, and preferences, and can give you relevant advice - whether it’s about nutrition, mental health, or managing a chronic condition. It’s like having a GP, therapist, and lifestyle coach in your pocket.

The middle ground, applying AI to improve productivity within systems like the NHS, is equally important but likely to move slower. It involves more complex operational change. But the potential is huge.

One book, podcast, or person you’d recommend to others?

I’d recommend following Liam Cahill on LinkedIn. He shares sharp, often provocative takes on digital transformation in the NHS. He doesn’t sugarcoat things, and I think his perspective is a valuable one, especially if you’re trying to understand the realities of digital change in healthcare. His posts are well-informed, timely, and frequently challenge conventional thinking.

Final thoughts

Amit Khutti’s career reflects the kind of thinking healthcare needs more of: strategic, curious, and focused on impact. Whether shaping national policy, scaling a digital health company, or mentoring others, he brings a mix of vision and practicality. His insights remind us that real innovation isn’t just about technology: it’s about people, focus, and a relentless willingness to rethink how care is delivered.