UK Government’s Life Sciences Sector Plan Faces Mixed Reviews

The UK Government has released its Life Sciences Sector Plan, intended to foster innovation and improve health outcomes. Published on July 16, 2025, the plan outlines the government’s vision for faster clinical trials and a more attractive environment for foreign direct investment (FDI). However, industry leaders like Mikkel Kristiansen, CEO of VentriJect, express skepticism, suggesting that the plan reiterates themes established in previous strategies.

Kristiansen notes that this plan echoes initiatives from previous years, including the Life Sciences Industrial Strategy in 2017 and the Life Sciences Vision in 2021. While the focus on innovation and improved health outcomes sounds promising, he argues that many in the sector are left feeling disillusioned. “Readers will be forgiven for thinking we’ve heard all this before,” he remarks, highlighting a trend of repeated promises without substantial follow-through.

One of the key proposals in the plan is the introduction of an “Innovator Passport,” designed to facilitate quicker market access for new technologies. Kristiansen welcomes this idea but questions the lack of specifics on how small and medium-sized enterprises (SMEs) like his own can effectively navigate the complexities of the UK market without established local connections. He emphasizes that building a strong in-market team is essential yet challenging, particularly for international entrants.

The NHS is often viewed with mixed feelings by industry leaders. While it has the potential to distribute new medical technologies to millions, its historically slow adoption rates can stifle innovation. Over the past decade, many firms have become cautious, choosing to rely more on tangible results rather than optimistic government statements. Kristiansen states, “Many companies have become more wary about bold messages coming out of government and instead look to what is happening on the ground to make decisions.”

Another aspect of the Sector Plan that has garnered attention is the proposed Health Data Research Service (HDRS). For data-driven companies like VentriJect, which produces a VO2 max readout to assess cardiorespiratory health, the potential for integrating various health data sources is significant. The combined data could offer clinicians a comprehensive view of patient health, enabling more personalized care. Nevertheless, Kristiansen points out that the plan lacks clarity on addressing privacy and security concerns that could impede the practical use of such data.

In comparison, Denmark’s Strategy for Life Science towards 2030 offers a more detailed and action-oriented approach, aiming to double exports by 2030. Kristiansen notes that the Danish government has provided tangible support, such as a state-sponsored market visit to California last year and another planned for Texas soon. He highlights the advantages of Denmark’s smaller yet effective ecosystem, which has resulted in a higher number of venture investments in life science companies—56 per million inhabitants from 2021 to 2023, compared to just 41 in the UK.

While Denmark’s domestic market is limited, it forces companies to consider international expansion early in their development. Kristiansen also observes that Germany is taking steps to enhance its regulatory environment, with a new federal ministry focused on digitalization and government modernization. This move is likely to strengthen telemedicine and create a favorable regulatory framework for MedTech companies, particularly those involved in data and artificial intelligence.

The United States presents a different landscape. Although its fragmented and privatized health system can be difficult to navigate, Kristiansen sees potential there due to the size of the market, rapid adoption rates, and significant capital availability. He notes that US healthcare providers are more responsive to market demands than to federal policy, which can benefit fast-moving SMEs.

Despite exporting to the UK, Kristiansen believes that being based in Denmark allows for a broader perspective on the international market. He acknowledges the UK’s strong reputation for research and innovation but stresses that it does not currently match the commercial potential seen in other countries. “To attract businesses like VentriJect to invest more, a lot hinges on the promise of more responsive NHS adoption,” he states.

For now, many startups are questioning where their innovations can reach patients swiftly. As it stands, Kristiansen suggests that the UK is not yet a compelling answer. He asserts that if the government can demonstrate rapid action in fostering innovation, he would be eager to discuss the successes of the Sector Plan. Until then, the focus remains on finding markets that support faster access to patient care.