5. Conclusions
Adapting and implementing a previously tested digital intervention into a tertiary maternity hospital was feasible and elicited positive dietary quality and physical activity engagement changes. The barriers to this process included fragmented and unagile hospital and research governance and systems, while the enablers included a culture accepting of digital disruption and an embedded clinician–researcher able to navigate and overcome these complexities, while achieving diverse stakeholder engagement. As we move beyond pilots and embed research programs within health services or the community, we need to understand the facilitators and barriers to implementation and prepare implementation road maps that move beyond theory. In doing so, we may strengthen the evidence for the refinement of implementation plans. Further dialogue is also required to understand the implementation transformation of programs and the impact on program fidelity and quality and subsequent health outcomes. 