Andy was absolutely fantastic, really helpful! He prepped me for my interview, gave me lots of helpful detailed information, and I really felt that that helped me perform really strongly at the assessment centre.

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Andy Boyd was really helpful, friendly and polite throughout the process. He was easy to get in contact with and always quick to respond, which made everything feel straightforward and stress-free. He helped me secure my first role in an industry I’ve always wanted to work in, and I’m genuinely grateful for the support he gave along the way. I’d happily recommend him and Evolve to anyone looking for a recruiter who actually follows through and supports you properly.

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I would like to express my sincere thanks to Andy Boyd for his outstanding support throughout the recruitment process. From start to finish, Andy was professional, responsive, and incredibly helpful. He kept me informed at every stage, provided valuable guidance, and was always available to answer any questions I had. His encouragement and expertise made the entire process smooth and stress-free. Thanks to Andy's support and dedication, I was successful in securing the role. I truly appreciate the effort he put into helping me achieve this outcome and would highly recommend him to anyone seeking career opportunities. Thank you, Andy, for all your help and support.

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Greatly loved working with Claire Handley. She is very kind and polite with great communication. I would like to give my thanks to her for helping me secure a pharmacy role.

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Thanks so much for your support and encouragement with my job search. I have found everyone at Evolve, especially Claire whom i dealt with most, to be professional, enthusiastic and knowledgeable throughout. The right amount of contact and guidance and warm friendly encouragement made it feel like true teamwork. I'm delighted with my job offer and the opportunity ahead.

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I joined Evolve as my first full-time role after graduating from university. In my time here so far, I have found a hardworking and passionate group of people who do great work and have fun while doing it.

I’m dedicated to honing my recruitment skills and providing the best possible service to both candidates and clients. I’m excited to be learning alongside such an experienced team. Working closely with Andy Boyd in MedTech has been a great experience, and I feel that I’m learning a great deal in a short space of time.

I studied Computer Science at university, and outside of work I’m a musician, playing both the clarinet and saxophone in a local big band. I’m also a huge Formula 1 and motorsport fan.

Having joined Evolve in 2026 as Recruitment and Business Support Manager, I bring over 13 years of experience across recruitment, HR, and operations within the healthcare and pharmaceutical sectors. I’m passionate about working with people and building strong relationships, whether that’s supporting clients, helping candidates take the next step in their careers, or collaborating with colleagues to achieve shared goals.

My career began in pharmaceutical sales before moving into recruitment and operations, giving me valuable insight into both the commercial and people-focused sides of the industry.

I enjoy connecting talented professionals with opportunities where they can thrive and helping organisations build engaged, high-performing teams that support long-term success.

Outside of work, I enjoy spending time with family and friends, travelling, and making the most of new experiences.

Why Businesses and Candidates Need a Recruitment Partner More Than Ever...

I’m hearing more and more from hiring managers and candidates that recruitment is frustrating, more difficult than it used to be, and many are questioning why technology appears to be hampering the experience for both parties. I have a view based on lots of conversations and feedback from our wider team at Evolve.

In today’s hiring market, online job boards and social media advertising can generate hundreds of applications within days. On paper, more candidates should mean more choice, and businesses often assume recruitment has become easier than ever.
In reality, the opposite is often true.

Companies and hiring managers frequently post vacancies hoping to fill roles quickly while saving recruitment agency costs, only to realise it creates an unanticipated workload and often doesn’t lead to successfully filling the position.
A single online advert can result in an overwhelming number of CVs, many of which fall well outside the brief. While this may initially appear positive, the reality for hiring managers is often hours of lost productivity spent reviewing unsuitable applications, arranging interviews that go nowhere, and managing a recruitment process that quickly becomes reactive rather than strategic.

Recruitment is then added to an already demanding workload, leading to delays in communication - or even worse, no communication at all for candidates who have taken the time to apply.
Candidates remember those experiences. Having invested time researching the role and company, they deserve proper communication and honest feedback.

In today’s connected world, employer reputation matters more than ever. Poor communication, long response times, or a lack of feedback can damage a company’s reputation in the market and impact its ability to attract top talent in the future. Skilled professionals often have multiple opportunities available to them, and the way a business handles its hiring process can heavily influence whether candidates choose to engage with them again.

Many of the strongest candidates in the market are not actively applying for jobs online. They are passive candidates - professionals who may be open to the right opportunity but are unlikely to respond to generic job adverts. Through established networks, industry knowledge, and direct relationships, we are able to engage with these individuals discreetly and professionally.

This is where working with our team at Evolve provides genuine value.

The role of an experienced recruiter is to act as an extension of the business - understanding not only the technical requirements of a role, but also the company culture, team dynamics, long-term goals, and personality fit that cannot be captured in a job advert alone.
We focus on quality over quantity. Every candidate introduced has been properly screened, qualified, and matched against the specific needs of the client. This significantly reduces wasted interview time and allows hiring managers to focus only on candidates with genuine potential.

We also handle unsuccessful applicants with empathy. This takes time, but it is just as important as making the job offers.

There is also a commercial impact to poor hiring processes that is often overlooked. A vacancy left open for too long can affect productivity, team morale, customer service, and ultimately revenue. Equally, making the wrong hire can become an expensive mistake when considering onboarding costs, lost time, and the need to restart the recruitment process entirely.

A strong recruitment partnership is not simply about filling vacancies quickly. Successful hiring is about building long-term relationships, representing businesses professionally in the market, and ensuring candidates feel valued throughout the process.

Author: Caroline Wilcher - Head of Commercial Partnerships

April 1st always signals reflection and recalibration in the NHS with the issuing of new contracts and guidance. Typically this is tweaking that might make a slight difference to how conditions are prioritised or services are operated, something to be mindful of in your planning, but rarely anything to prompt major overhauls.

This time is different. Widespread structural change and significant job losses have fundamentally reshaped the health and care landscape. Responsibilities for commissioning, pathways and delivery are moving, and companies that treat this as business as usual risk finding their strategies misaligned with a system that no longer looks the way it did six months ago. All of this will have a material impact on individual brands.

These structural shifts are also beginning to reshape recruitment across the sector. As roles disappear, merge, or relocate, organisations are re-evaluating the profiles they need. Placing greater emphasis on adaptability, system awareness, and cross-functional capability. Candidates who understand the evolving NHS architecture are becoming significantly more valuable, while traditional role definitions are becoming less relevant.

In this article, Evolve and HACK explore the three biggest questions for pharma companies this year, and what it means for your engagement strategies.

Is our product actually going to have an impact at a population level?
It's easy to aggregate your patient numbers and consider this a population health impact, but the reality is far more nuanced.

Population health means two things: impact and scale. To be considered a population-level intervention, a therapy must do more than treat symptoms. The wider benefits need to be quantified and evidenced: reductions in comorbidities, mental health improvements, return to work. These are some of the outcomes that amplify clinical benefits and drive system-level buy-in. On scale, numbers matter too. Systems are looking to maximise the value from every pound spent, so a drug with a strong headline ROI makes the investment case far easier to land.

If your evidence doesn't drive messaging that clearly articulates both impact and scale, you'll struggle to win buy-in that you have a population-level product.

From a recruitment perspective, this is driving demand for talent with strong health economics, outcomes research, and real-world evidence expertise. Organisations are increasingly seeking individuals who can translate complex data into compelling system-level narratives, meaning competition for these skillsets is intensifying across pharma and consultancy roles.

How does our product really impact on pathways and services?
With limited capacity to absorb change, understanding what you're actually asking systems to do in order to adopt your product requires thorough preparation.

The shift of care from hospital to community is happening. Many medicines can support this but the pathways you thought you were integrating into may be changing, and with them, the impact you assumed you'd have on services. A new test or a different mode of administration may seem like minor adjustments, but in a system that's actively reorganising itself, even small pathway changes can create significant friction.

No part of the health and care system has spare capacity, so any ask to review pathways to accommodate your product needs to be clear and well-evidenced. You need a precise understanding of how those pathways are evolving to be able to present your product as a solution, not a complication.

This evolving complexity is also influencing hiring priorities. There is growing need for individuals with deep pathway knowledge, service redesign experience, and the ability to engage credibly with both primary and community care stakeholders. Hybrid roles blending medical, commercial, and system engagement capabilities are becoming more common, reflecting the need for more integrated approaches.

Are we certain our customer is the same as it was on March 31st?
Here's the uncomfortable truth: many of your customers may not yet fully understand their own new responsibilities. Information is still being drip-fed across the system, and many teams are still settling into new ways of working. That creates a short window to get ahead and a real opportunity for those who do.

Shifting responsibilities have made material differences to who will be able and motivated to invest in your product. Decision-making is now more likely to sit with providers than ICBs, whose role is now more strategic. For primary care and population health medicines, you may need to re-invest in broader engagement, having previously seen ICBs as the primary route to uptake. For specialised medicines, the introduction of OPICs (Offices of Pan-ICB Commissioning) may create new leverage points across therapy areas, while ICBs retain budgets for services delegated from NHS England.

Validating your customer base now isn't housekeeping, it's a prerequisite for in-year impact. Getting ahead of the confusion and guiding customers through the changes will be a genuine differentiator in gaining traction in 2026.
These shifts are also redefining customer-facing roles. Recruitment is increasingly focused on candidates who can navigate ambiguity, build relationships across newly formed structures, and operate effectively without clearly defined stakeholder maps. Agility, stakeholder mapping, and influencing skills are becoming core hiring criteria, particularly for field-based and account management roles.

These aren't just strategic questions, they have direct implications for the capabilities and people you need to execute against them.

Taken together, these trends point to a broader recalibration of talent strategies across the sector. Companies that align their recruitment approach with the realities of the evolving NHS, prioritising adaptable, system-literate, and insight-driven individuals, will be better positioned to execute effectively, while those that do not risk capability gaps at a critical moment.

We invite you to get in touch when you come to review your brand strategies and customer segmentation, to optimise the impact of all your engagements.

Nonfed:
HACK is convening an online conference on July 10th, exploring the reality of implementing change in the evolving NHS. This event provides a unique platform to upskill on what matters to the NHS right now, hearing directly from those who will be shaping the new systems and providers.
Bringing together system leaders and experts, Nonfed will shine a light on what is needed from industry to influence system and pathways through 2026.

The conference platform encourages networking, with virtual exhibitor booths available to showcase examples of solutions or best practice.

See more and register at nonfed.live. Evolve clients can secure a 50% discount on tickets using the promo code EVOLVE2026

Some of the best career moves start outside your original plan.

At Evolve, we regularly speak with candidates who begin their search with a very fixed idea of what their next role should look like - often focused on a specific title, sector, or company type.

Yet time and again, we see successful placements happen when candidates remain open-minded.

Across Pharmaceutical, Healthcare, MedTech and Pharmacy markets, many skills are far more transferable than candidates initially realise. Experience in stakeholder engagement, account management, compliance, training, patient pathways, leadership, commercial performance, or relationship building can often open doors into adjacent sectors and functions.

We’ve seen candidates broaden their experience by moving into new therapy areas, joining growing businesses for greater progression opportunities, or exploring contract positions that later developed into permanent careers.

Sometimes a move that looks “sideways” on paper creates stronger long-term growth through increased responsibility, wider exposure, or faster development.

When evaluating opportunities, try asking yourself:

Will this role broaden my expertise?
Could it strengthen my long-term career prospects?
Am I focusing too heavily on job title alone?
Could a different environment offer better progression?

At Evolve, some of the most rewarding career journeys we’ve supported have started with candidates being willing to consider opportunities they hadn’t initially planned for.

The right next step isn’t always the most obvious one - it’s the one that supports where you want your career to go next.