Even in the minutiae of PR politics, particularly among Keir Starmer’s throng of advisors, there is high tension. Which one will intervene when their boss is offered a complimentary leather jacket and accompanying leather trousers?

The answer is, none of them. It makes you wonder whether the people paying to give advice are actually providing it, or if they are being advised not to by the very people they are supposed to be advising.

We are, it seems, living through a period of dystopia from which we must wrestle free. It is a period of foggy indecisiveness where decisions about anything – with the exception of receiving Taylor Swift tickets – seem plagued by total, rabid confusion.

And yet, while carnage seems to be the go-to situation throughout the world, UK life sciences ticks over – positively, experimentally, boundlessly and, oftentimes, triumphantly.

You see, UK life sciences is doing UK life sciences things while all around it, chaos unfolds. But for life sciences to completely realise its modus operandi and ignite its wider ambitions it must have a dynamic, modern public health platform from which to release its pyrotechnics.

This requires a brand of decision-making that completely understands that the kinship between therapies, care delivery, health institutions and pharma innovation must be meticulously intertwined.

Wes Streeting has made an encouraging start by admitting the NHS must radically change, but real change comes with purposeful governing.

Enjoy the magazine,

John Pinching
editor

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EDITORIAL
John Pinching / editor
john.pinching@pharmatimes.com

Iona Everson / group managing editor
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Karl Equi / executive director
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SALES & MARKETING
Tara Lovegrove / business director
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Luci Sargood / business manager
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