Having a wealth of experience in using his communication skills to engage with a huge variety of stakeholders he analyses the outputs from this engagement to ensure the aims for your programme or project are clinically led and supported by users.With ten years experience of working with senior stakeholders from commissioning and provider organisations across London on a range of transformation programmes. Extensive experience of turning plans into action to deliver results. He has a track record of communicating challenges to those who manage individual change processes and will ensure your projects deliver their objectives on time and in budget. Understands organisational development and the impact of change on teams. He is experienced at engaging everyone affected by change and delivers new structures which meets their objectives on time and in budget.
Transformation Programme Manager
Apr 2013-Mar 2015
• Identified the key issues and NHS and non-NHS stakeholders; formed our programme board
• Secured sign off for a challenging schedule to deliver the model by April 2016,
• Conducted 20+ interviews with key stakeholders and composed our Case for Action,
• Drafted the principles for the commissioning model
• To fill the leadership/strategy vacuum in London’s Health System previously occupied by NHS London there was a need to share experience between CCGs across London. To do this I developed an exciting schedule of agendas for a group whose membership I expanded from senior CCG officers to all health system commissioners. In time I developed the agenda from being based around invited subject matter experts to being entirely membership-led.
• Co designed and delivered of an OD work programme to fill the gap in leadership and development left by the absence of the SHA and associated funding.
Jun 2011-Mar 2013
• Planned and delivered a programme board meeting schedule for each of the two integrated cancer systems, to ensure models of care were implemented on time
• Reviewed challenges to the model of care and agreed, or refuted, proposals to change the original, clinically agreed proposals (for instance in the number of liver cancer cases required to make a specialist site viable)
• In January 2012 I secured a secondment to NHS London (the strategic health authority) which had taken on responsibility for the on-going development of integrated cancer systems (ICSs). Part of this required transitioning the existing cancer networks (based on cluster geography) to new specialist cancer commissioning teams which better matched the two provider organisation footprints.
• Designed and ran a tendering process in line with EU legislation to secure consultancy support in the design of the new teams and a new contracting model
• Ran a three month consultation exercise with regular briefings for affected staff to seek input on, and communicate decisions around, the new, slimmer, structure.
• Ensured job descriptions matched needs of wider commissioning system.
• Ran a job-matching process to establish which staff could be slotted in, which staff would be competitively interviewed, and which needed to be found posts elsewhere.
• My diligence and planning on this project ensured that I delivered a new structure for cancer networks on time and in budget.
May 2010-Jul 2011
• Primary care trust, with a c£500m budget to commission healthcare for its population of 256,000. Its appeal to NHS London to be exempted from the need to implement the citywide polysystem programme had failed and I was taken on to develop the relationships, processes and finances to implement a solution.
• To address this I quickly established a programme board and schedule to get the work back on track, identified and addressed an error in pricing the clinical rooms, rebuilt the relationship of two key stakeholders (GP IT systems and IT networks - to support patients referrals and record sharing), liaised closely with estates team to ensure building work progressed at agreed pace and ensured alterations to plan were accommodated in the most effective way, composed protocols to ensure smooth running of the centre, liaised with clinical teams moving into the centre to ensure a smooth transition and developed a plan for migrating services from high cost acute settings to improve quality.
Head of Policy Evaluation and Development
Aug 2006- May 2010
• Represented LAS (and our c7m potential patients) on the clinical expert panel to ensure the case for change model of care was deliverable for all patients across London.
• Presented to the Joint Health Overview and Scrutiny Committee (representing all 32 local authorities) and successfully assured them that plans were clinically sound and deliverable
• Utilised a benefits realisation approach to establish stroke transformation project within LAS, identify key business changes and their owners
• Assembled a dedicated project team to lead changes across every directorate of the LAS
• Delivered over 96% compliance in first month of operation
• led a small but dynamic team to ensure that LAS was alert to developments in the wider system, developed required policies and implemented change to lead on these issues
• developed the LAS’s Mental Health and Elderly Care Strategies,
• with other providers, delivered 50+ care pathways to help keep patients out of A&E,
• undertook in house coaching training and mentored other senior managers
Contract Operations Manager
Feb 2002-Aug 2006
Charged with improving the revenue earning capacity, and contribution to the wider LAS, of Patient Transport Services. To do this I improved the flexibility of PTS so that non contractual work became profitable for the first time. I also ensured support was regularly delivered to A&E operations across events and major incidents (including 7/7 bombings), and resources for the now famous “booze bus” were set up with less than 36 hours notice. By enhancing the reputation of PTS I went some way to securing their future within the LAS.
Oct 2000-Oct 2001: Account Manager, Private Sector Consultancy
Sep 1998-Oct 2000: Client Relations Executive, Private Sector Media Group