Please read the proposal and register your interest and feedback using the contact form at the end.  Thank you.



The Philosophical Breakfast Club (PBC) is a not-for-profit organisation that believes in challenging the status quo and thinking differently. They do this by bringing together leaders, both researchers and practitioners, from a wide range of disciplines including all aspects of high performance, leadership, psychology, design, change management, implementation science and innovation to share their experiences and stimulate debate. These collaborations lead to the creation of new solutions through translation of their ideas into the delivery of better, safer healthcare. The PBC is built upon the pillars of collaboration, disruption and innovation. Expert Networks (EN) is about translating these ideas into action and meaningful change. It is about making the collaboration real.

Overall Aim:

To provide a platform that facilitates expert collaboration and the transfer of evidence based findings and expert recommendations into their intended operational environments. Success will be defined by real and observable changes in attitude and behaviour, resulting in verifiable performance and/or safety improvements.


  1. To improve the impact of research applications by creating an interactive platform of collaborative activity between experts and specialists in different fields.


  1. To facilitate the transfer of evidence-based recommendations into the workplace by improving the connections between research, academic, training and practitioner communities.


  1. To connect with regulatory and business groups to resolve competing interests within organisations that impact on front line operations, safety and performance.


  1. To provide risk critical organisations with direct access to expertise required for developing high performance training capability.


The Proposal


Who are EN?

Expert Networks (EN) is a growing collaboration of experts in risk critical industries, that brings together research, academic, management, regulatory, education, performance and practitioner communities. Our mission is to close the research-practice gaps that inhibit the transfer of evidence-based recommendations to front line operations in risk environments.

Why is EN needed?

Without collaboration expertise functions in isolation. When collaboration exists between research, academic, training and practitioner communities, outstanding results are achieved. EN seeks to make this the norm. The network concept supports initiatives and projects by providing an additional layer of oversight from conception to reality.

It is based on the premise that most of the answers we need are out there if we know where to look. Whilst our risk industries are intended to be the primary beneficiary, a great deal of advanced thinking and valuable experience exists outside these professions, for example in elite sport and education. All industries have developed advanced specialties that reflect the specific nature of their work. Connecting them will enable these insights to be shared more widely. Solutions will become more readily apparent and speed the pathway towards the safety and performance outcomes to which we aspire.

How does the network work?

When an enquiry is received, specialists affiliated to the network are matched to projects, contacted to establish interest and availability and introduced to the interested party. When terms of involvement are agreed and needs established, tailored interventions are then co-designed, co-delivered and co-evaluated.

EN Experts will work closely with individual organisations at a local level to support and resource existing training, management and organisational teams. When the project becomes self-sustaining, progress will be periodically evaluated against verifiable changes in front line performance. This provides the feedback required to sustain the continual evidence-based improvement cycles that are a key feature of high performance programs. EN Experts can also use the network to connect with each other, work together on ideas and share resources.

EN is a not-for-profit association. Membership is selective and subject to application. By signing up to the association, members are simply saying that they are prepared to offer their expertise to work on solutions and projects, as an individual or as part of an EN Expert team. Success for us means making a real difference, so we want to work with organisations on cost effective solutions without making access to the network too conditional or exclusive. EN Experts are able to offer their services in line with their normal terms, conditions and rates, though it is hoped EN could agree preferential terms.

What do we do?

EN provides a ‘one-stop-shop’ access to specialist resources and world-class expertise. We aim to connect risk professions directly to the expertise required to develop, implement and maintain high performance training capability. We have the contacts and ability to tap into a level of support that far exceeds the internal resources of most organisations. Reciprocal benefits to EN Experts include an expanded client base for commercial projects, opportunities to work with specialists outside their normal sphere of work, and greater scope to apply their own work to new applications and research.

What if EN did not exist?

We appreciate that many individuals will have their own networking systems but EN would seek to broaden and strengthen those networks leading to cross-discipline collaboration and the sharing of ideas and expertise. When not working across sectors we are left with the status quo and the current research-practice gap remains. The following are typical issues characteristic of unsuccessful collaborations and connections, between and within organisations. EN becomes important where such matters are identified as a problem:


  • Discrepancies between ‘work as imagined’ and ‘work as performed’.
  • Transfer of research based findings not evident in front line operations.
  • Progress affected by unresolved competing interests within organisations.
  • Insular belief in the capability of internal resources (Groupthink). Resistance to external inputs.
  • Change, driven by the wish to appear progressive, with no effect on performance outcomes.
  • Non-specialists in specialist roles due to an assumed relationship between status and expertise. Talent within organisations underused or not identified.
  • New initiatives held back by extended approval processes, outdated by the time they are implemented.
  • Over-crowded curricula dominating the training challenge. Task completion becomes the primary goal at the cost of learning.
  • Training a more a tick box exercise than a learning activity.


Thank you for your interest and feedback!

Register your interest