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“From the start, we decided it was important to use our current networks and involve key people who had established credibility and who were trusted. The commitment and drive for the project by the lead ensured others readily identified its value and were prepared to engage and commit to see the project to realisation. We involved our Communications Team at this early stage and provided regular updates both internally and to partner organisations so that they were aware and felt involved in the project. We continued to recruit key people from partner organisations so that they would spread the message and obtain buy-in within their organisations. Our stakeholder group established a clear plan, including ensuring we considered all governance processes and decisions were actioned. We also identified early on who our ‘anti-champions’ were and discussed how we would manage their resistance or if they attempted to derail implementation. It was a massive team effort that required time and input from all involved. We also confirmed our organisation was fully committed to adoption and this enabled us to show that the intervention was commissioned. This resulted in other organisations having reassurance and confidence to engage and not having to ‘take a risk’ and be the first to sign up.”