Order fulfillment automation: how Latcham handles nearly 4x the orders with the same team

Latcham’s NHS (the UK’s National Health Service) test kit operation is the clearest illustration of what was at stake. They manage fulfillment of FIT test kits for GP surgeries (the UK’s equivalent of a doctor’s office) as part of the NHS’s symptomatic pathway, for patients already showing possible signs of bowel cancer, not the separate population screening program. That distinction matters: delays in the symptomatic pathway carry a more immediate clinical consequence than delays in routine screening.

Before Infigo, the process looked like this: a GP surgery would place an order, which would pass through four layers of NHS administration before Latcham could act on it. From order placement to delivery, the turnaround was two weeks.

The bottlenecks were human. If the person responsible for keying orders into the production system was in a meeting, or batching their inputs, the job sat waiting. Dispatch staff could be idle while the queue built up elsewhere. The process had no automation, no integration between order intake and production, and no way to compress the timeline without adding headcount.

Part of what distinguishes Latcham’s operation is a structural quirk. Juergen isn’t a project manager relaying GP surgery requirements to a separate dev team, he’s the developer. He’s the one talking to customers directly. There’s no translation layer between what a customer needs and what gets built, which is why Latcham can move from request to working solution faster than a more conventional handoff between account management and engineering would allow.

That access is also why Latcham chooses to keep Infigo visible to its own customers rather than white-labeling the platform.

For a business built on long-standing enterprise relationships, that’s a deliberate signal: the technology behind the service is not something to obscure, but something to stand behind.