<p>Healthcare services aim to provide the best possible care, yet a gap often exists between professional guidelines and clinical practice. Implementing changes in municipal healthcare is challenging due to complex systems requiring systematic approaches, resource allocation, and leadership commitment. This study explores healthcare professionals’ experiences and reflections regarding implementation processes, six to eight months after completing a competence-building program in implementation. Using a qualitative design, data were collected through in-depth interviews with healthcare professionals across various municipalities. A thematic collective analysis was conducted.&#xa0;Knowledge and maturity provide motivation, leadership prioritization and from loneliness to fellowship were the three main themes generated. Professional development increases motivation and understanding of systematic work required for practice change. Long-term follow-up and leadership support were perceived as essential elements for sustaining change and ensuring successful implementation. The findings highlight the differences between expressed and enacted commitment. Collaborating with colleagues reduces feelings of isolation, fostering a sense of shared ownership and support.&#xa0;This study suggests that a competence-building program may support healthcare professionals’ motivation and understanding of systematic implementation processes. Leadership commitment and support, particularly when demonstrated in everyday practice, appear to be important for the participants’ experiences. Moreover, collaborating with colleagues not only alleviates feelings of loneliness but also enhances execution. Considering the limited number of participants, this study contributes to an understanding of how competence, leadership engagement, and fellowship shape healthcare professionals’ readiness and perceived capacity to participate in sustainable change within healthcare services.</p>