My Money Matters

Chief Executive Officer

St Cedd's School

Board of Governors

Myriad Global

Board Advisor

Chief Financial Officer

LandVault (formerly Admix)

LAB Group 

Vida Care

Interim Chief Executive Officer

Brash Brands

Konica Minolta Business Solutions UK Ltd

Head Of Finance

Divisional Accountant

Senior Finance Business Partner

Skanska UK

Business Analyst

CFO | COO | Web 3 Business Leader | Mentor | NED | Investor

I'm Amar, CEO at My Money Matters, where our goal is simple: helping employees to make the most of their money with financial education, tools, coaching and easy to use digital services.

Early on, I was more entrepreneur than economist, with ventures ranging from selling stick insects as a child to diving deep into the world of startups.

This path led me to a revelation: financial education is the key to unlocking personal and professional freedom.

At My Money Matters, we focus on:

- Jargon free education
- Simple tech
- Specialists coaches putting your mind at ease

Outside the office, you'll find me embracing challenges of a different sort — staying active, whether it's CrossFit, kickboxing, or exploring outdoors.

I share the insights gained from a life of contrasts — combining the discipline of finance with the dynamism of startups, and ambition with personal wellness.

Amar Mistry

Peachy Digital

Founder

Peachy

Black Swan Advisors Ltd

A challenger consultancy focused on helping companies:

•	Define & execute the strategies that matter the most
•	Become truly digital
•	Develop next gen products & services
•	Create their bolder future selves
•	Drive commercial success through biz dev, partnerships & M&A

We support Boards, Investors & the Founders of early to growth stage companies in the healthcare, health tech, insurance & life sciences sectors

Clients include: Patient Access (EMIS), Dovetail Labs (EMIS), Aladdin Healthcare Technologies, CAROLfit.AI, DocHQ

Director

Independent Age

Member of:
- Main Board of Trustees
- Investment Committee (managing investment strategy for c.£200m endowment)
- Service Development Committee

Board Trustee

Colorintech

hlthie is super proud to be accepted onto the Colorintech Rise 2020 program.

Colorintech is an award-winning nonprofit working towards a more transparent and inclusive tech economy. Colorintech works with governments, universities, VCs and technology companies to help close the skills and opportunity-gap for underrepresented individuals.

Rise 2020 Founder

Tech London Advocates & Global Tech Advocates

Advocate

Bupa

Responsible for incubating, testing / learning and scaling innovative and compelling business opportunities / customer propositions with an entrepreneurial “lean start-up” modus operandi to deliver profit growth in Horizon 2 and 3

Director of New Ventures

Responsible for development and execution of growth strategy for Bupa UK (Revenue c.£2.9bn) to support 2020 vision through organic development and innovation, strategic partnerships and M&A. 

Key achievements:

• Strategy Development: Led development of strategy for Bupa UK and successfully aligned Board / C-level on plans for Care Services, Home Healthcare and The Cromwell Hospital, resulting in a revised Bupa UK 3YR plan (2013-16 revenue and profit growth of c.4% p.a. and c.12% p.a., respectively. Achieved above plan revenue and profit growth between 2013-15 of c.5% p.a. and c.16% p.a., respectively

• Business Turnaround: Led development of and successfully executed turnaround plan for Bupa Home Healthcare. Identified, prioritised and led execution of initiatives to improve financial and operational performance achieving revenue growth of c.32% to c.£450m and EBITDA growth from c.£(3.5m) to c.£6m between 2013-15

• M&A / Portfolio Re-positioning (2014-16): Led 2 stage divestment of Bupa Home Healthcare across end to end deal life cycle from strategy development, marketing and purchaser engagement to negotiation of SPA / TSA and merger clearance process. Led a cross functional team (50+ staff) and external advisors (CF, VA, FDD, legal) to develop and execute 3YR plan, transformation plan to build a scalable platform and separation plan including an evaluation of standalone cost savings. (Revenue c.£450m; Profit c.£6m, Staff c.1000)

• Digital Health: Developed mobile health strategy for Bupa UK and screened, prioritised and negotiated strategic partnership opportunity with Samsung to co-fund, develop and market B2C health and wellbeing apps

Strategy and M&A Director

Responsible for building a robust business and proposition development engine to deliver new and compelling customer centric propositions to drive profit growth across Horizons 1-3 

Key achievements:

• New Business Development: Screened, prioritised and evaluated growth opportunities in UK Out of Hospital Care. For prioritised opportunities, conducted capability gap assessment, defined route to market and developed high level business plan, modelling 3YR revenue / profit forecasts and investment requirement

• New Proposition Development Process: Defined and embedded a best-in-class UK wide insight-led proposition development process in collaboration with BUs to prioritise, develop and commercialise profitable propositions (“retire”, “refresh” and “new”)

• Innovation: Defined and implemented innovation strategy for Bupa UK, balancing innovation across “sustain”, “expand” and “disrupt”. Secured Board / C-level buy-in to roll-out crowd-sourced ideation platform

• Healthcare Start-up Portfolio Management: Led management of Bupa’s investment in 7 healthcare start-up companies (Healthbox). Portfolio valuation has increased by c.25x in 2yrs

Business and Proposition Development Director

Managed a £3m business development budget with overall responsibility for identification and development of Group-wide opportunities outside existing activities to meet growth ambitions

Key achievements:

• Growth Opportunity Screening: Led screening, prioritisation and evaluation of growth opportunities across health and social care provision and digital healthcare in Bupa’s core markets (UK, Spain and Australia)

• Detailed Segment Review: Led cross functional team to undertake detailed analysis of prioritised market segments (dialysis, cancer clinics and telecare / telehealth) including market size and underlying drivers (demand, government policy, funding and budgetary pressures), competitive landscape, capability gap assessment and route to market model

• Proposition Development: Led development of the private pay telecare proposition including screening, prioritisation and negotiation with partners; development of end-to-end multichannel customer proposition; design, implementation and evaluation of pilot service; development of commercial model and strategic marketing plan and transition to Market Unit for commercialisation

• Thought Leadership: Led work on “Building Business Development Capability at Bupa” directly reporting to Bupa Group CFO and Executive Team. Designed, developed and agreed the operating model for the Corporate Centre in H2/3 business development, engaging and aligning the views of Market Unit and Corporate Centre stakeholders

Group Head of New Business Development

Momentum London

Ambassador

L.E.K. Consulting

Worked on 80+ client engagements developing corporate / BU strategy and providing M&A support across Life Sciences, Healthcare and Financial Services

Strategy Development (examples)

• Assessment of the attractiveness of European growth opportunities for a private provider of diagnostic imaging. Evaluated the nature / scale of each opportunity, the lead time and route-to-market, the degree of fit with core competencies and the competitive landscape

• Developed the screening and prioritisation methodology to determine a short-list of ex-US countries that should be targeted by a US diagnostic service company to launch of its proprietary diagnostic test

• Assessment of investment opportunities in the ophthalmology market (US and EU5). Included definition of the market and its characteristics (size, segmentation, historical and forecast growth), key market trends, identification and profiling of major participants and an analysis of deal activity

M&A Advisory / Commercial Due Diligence (examples)

• Commercial due diligence on a contract research organisation. Conducted a detailed market assessment of historical / forecast growth drivers, evaluated the competitive landscape, analysed management data to understand recent performance and achievability of management’s forecast

• Commercial due diligence on a Finnish private healthcare provider. Evaluated the company’s main markets including an assessment of historic growth and its underlying drivers, specific public and private funding mechanisms, an overview of the competitive landscape and market modelling

• Commercial due diligence on a UK provider of solutions to support the distribution of primarily Life, Pensions & Investment products to consumers through intermediaries. Included commercial review of the business, its customer proposition, its markets and competition

Consultant

The Royal Household

Accompanied The Duke of York, in support of his role as UK Special Representative for International Trade and Investment, on >300 official engagements in the UK and overseas (e.g. SE Asia, Far East) engaging with political and Board / C-level leaders on commercial issues (e.g. Li Ka Shing)

Special Advisor to HRH The Duke of York

Amit Patel

Most board members talk about AI.

Yesterday I spent 4 hours teaching it.

As a Board Trustee at Independent Age, I ran an AI immersion session with the tech and service teams. Foundations. Prompt engineering. Tools. A hands-on design workshop.

By lunch, people who started the morning unsure about AI were prototyping solutions. The lightbulb moments. The cognitive leaps. The energy was palpable.

Here's what I've learned from running these sessions.

Three forces have to align for AI adoption to take hold. Miss any one and progress stalls.

1️⃣ Curiosity. The spark. The questions. The hunger to discover what this thing can actually do. Without it, people sit with arms folded.

2️⃣ Capability. Not theory. Not slides. Hands on the keyboard. Real tools. Working prototypes. The confidence that comes from doing, not watching.

3️⃣ Collaboration. Tech people and service people building side by side. Cross-functional minds converging on the same problem. Discovery becomes shared. Momentum becomes collective.

Yesterday all three converged.

By the end, something unexpected happened. The team stopped thinking about their own area. They started spotting opportunities across the entire organisation.

That's the shift.

From AI-curious to AI-capable. People who blend domain expertise, customer knowledge and technical skill to build solutions that actually matter.

This is early days. There will be frustration. Dead ends. Things that break.

But it helps to have someone who's been through it. Someone to calm the nerves and point the way.

I loved every minute.

More organisations are asking me to help their teams make this shift. Boards. Leadership. Frontline staff.

Not as a consultant who watches from the sidelines. As someone who's built AI-powered products, navigated regulators and sits on both sides of the boardroom table.

The organisations moving fastest aren't waiting for the perfect AI strategy. 

They're lighting the touchpaper now. 🔥

Drop me a message if you're ready to do the same.

#AI #ArtificialIntelligence #Leadership #BoardGovernance #DigitalTransformation #AITransformation #Innovation #FutureOfWork #AIAdoption #HealthTech #Insurance #ThirdSector #Charity #NonProfit

Stuart Rogers Marios A. Leptos Lee Nicholls Poppy Sewell Billy Lever Peter D. Hazel Millard Emi Morimoto Ritam Gandhi Richard Anderson Joanna Elson Karen Byrne Guillermo Donadini Helena Herklots Joshua Greenspan Lucy Blythe Clare Wadd Joan Elliott Caroline Glendinning Julia Shelley

Go light some fires. 🔥

Entrepreneurship is a strange mix of grind, grit and grace.

You go through the highs and lows — the pivots, the near-misses — and then one message reminds you why it’s all been worth it.

This one came from a consultant in New Zealand leading a healthcare report for the UK Trade Facilitation Project — who called our tech the best personal healthcare insurance platform they’ve seen.

That means a lot.

Because we started with Peachy Digital — an insurtech platform designed to power the next generation of digital health and protection products.

Then we decided to eat our own dog food and built Peachy, a fully digital health-insurance MGA, on top of that same stack — proving our platform could run an entire insurance business end-to-end.

From quote to claim, prevention to payment — all online, AI-ready and delightfully human.

Moments like this remind you that the long nights were spent to build something that matters. 🌍🍑

#Insurtech #DigitalHealth #HealthTech #AIinHealthcare #HealthInsurance #PeachyDigital #PeachyHealth #Entrepreneurship #Innovation #UKTech #GlobalHealth #StartupJourney

Compliment

72% of American teenagers are using AI chatbots right now.

Only 37% of parents know about it.

14-year-old Sewell Setzer's last conversation was with Character.AI

The bot told him: "Please come home to me as soon as possible, my love."

He shot himself seconds later.

His 5-year-old brother witnessed the aftermath.

As a parent, this keeps me awake. As a CEO who's built AI technology, I know this was preventable.

Sewell's mother: "A child is gone. My child is gone."

This is fixable. But only if we act.

My stream of thoughts in the article below.

#AIethics #ChildSafety #ParentingInTheDigitalAge #AIregulation #TechAccountability #BoardGovernance #DigitalParenting #AIrisks #ChildProtection #MentalHealth #TeenMentalHealth #CharacterAI #ResponsibleAI

A 14-year-old's death reveals what happens when companies deploy addictive AI without basic safeguards — and why parents and boards must act now. On F

Open article: When AI Becomes a Child's Last Conversation by Amit Patel • 20 min read

When AI Becomes a Child's Last Conversation

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