• Leading of the design, development and review of client requirements to recommend scientifically robust and cost effective RWE studies in Oncology/ Precision medicine • Senior oversight of the delivery of Oncology/ Precision medicine evidence generation studies• SME contribution to studies that leverage data from the National Cancer Registration and Analysis Service (NCRAS) • Stakeholder manager for two of IQVIA’s key evidence generation collaborations

• Project management of large Oncology/ Precision medicine evidence generation studies - ensuring the timely delivery of impactful and robust analysis, to support clients in both pre and post launch phases • Supporting the development of Oncology RWE proposals • SME contribution to studies that leverage data from the National Cancer Registration and Analysis Service (NCRAS).

• The main function of my role as operations manager involved me acting as the main contact for NHS stakeholders of the ODN, part of DATA-CAN, the UK’s Health Data Research Hub for cancer• Project management for the deployment of the ODN technology at an NHS trust • Support provided to the technical and deployment specialists from numerous internal and external stakeholders for the delivery of the ODN• Acted as an SME for SACT data to support the design of the offering • Business case development for offering refinement.

• The operational and project management of the SACT team was the main focus of my role. This part of my role was to ensuring that myself and the wider team were delivering against our agreed deliverables from our partnership with NHS England. I achieved this by establishing burden-free project management tools and systems to promote and facilitate a efficient, motivated and high-performing working environment• Key player in the evidence generation exercise for the appraisal of the drugs within the Cancer Drugs Fund (CDF). My objective was to ensure that real-world evidence was adequately utilised to its maximum potential to ensure NICE has the information it needs to appraise these new and most promising drugs. This involved liaising directly with NHS trusts across the country to ensure that data is submitted to SACT and work alongside the analysts to ensure we produce high-quality outputs• Children, teenagers and young adult (CTYA) chemotherapy data. This work saw me scope, build, and publish data on CTYA patients receiving chemotherapy in England. These interactive reports were at patient, tumour, regimen and administration level, and are one of a kind. The reports have been invaluable within the NHS and are still used as a tool to monitor SACT data and to review activity across the country.• Involvement in 30-day mortality after systemic anti-cancer treatment reports that were delivered to all NHS trusts in England • Work to support the evaluation of the SACT data set – to ensure it continues to be relevant and it’s potential is maximised.

• Responsible for the data submitted by 48 chemotherapy providing NHS Hospital Trusts that make up London and the South of England. I spent the majority of my time collaborating with Oncologists, Haematologists, Pharmacists, Commissioners and NHS IT professionals on numerous chemotherapy data improvement projects• Support of data collection and duration for the Cancer Drugs Fund appraisals and the NHS Medicines Optimisation Commissioning for Quality and Innovation (CQUIN) • My main aim was to understand more about chemotherapy activity, by harnessing treatment data, to drive service and quality improvements. Through monitoring cancer pathways at a national level, I produced comprehensive analytical outputs and gave strategical and operational guidance - with a view to benefit NHS Trusts, commissioners, partner charities, e-prescribing system owners and ultimately our cancer patients receiving chemotherapy.

• The work I did for the Data Services for Commissioners (DSfC) programme aimed to ensure that commissioners have access to consistent data enabling them to meet their statutory commissioning responsibilities within the legal framework of the Health and Social Care Act (2012); along with the aim of improving NHS commissioning by ensuring that commissioning decisions are based upon robust standardised, conformed data, which has been processed efficiently and legally. This meant I was required to have full knowledge of information governance and the data protection Regulations• I was responsible for the National Commissioning Data Flows Project teams PMO functions. I was instrumental in the design and implementation of a new method of efficient project management within the delivery area. My solution enabled me to support, facilitate and monitor the progress of the delivery areas across all departments• I managed to establish an efficient PMO process for the team to reduce burden and bureaucracy while enabling a structured approach to definition, delivery and reporting, with the foresight to allow better definition of cost, improved quality, detailed time schedules and a robust method of risk and issue management.

iHospital Programme - Implementation of a new Patient Administration System (PAS):• Following the methodological standard set by the iHospital I devised a project plan for a user testing and data development schedule, to ensure the trust optimised it's outpatient services for the benefits of its patients, all while collecting valuable data and insightful data• My objective was to build a comprehensive testing schedule to rigorously evaluate the Trusts new PAS and measure the impact this would have on outpatient clinics at the three hospitals, within the Trust. This comprehensive project included everything from a testing schedule, staffing requirements, working schedules, staff management and data improvement objectives - all with a strategic and progressive foresight to deliver value and improvement to the hospital• Working under pressure, with time and finical constraints of project implementation enabled me to appreciate and understand change and development. Resource negotiation and deadline planning became second nature this post. Ultimately my understanding of extensive user-led change within the NHS was paramount to my success within my role.

• My duties included supporting the smooth running of the iHospital programme and the numerous projects that ran alongside each other. I provided administrative and clerical project support that included extensive use of Outlook to schedule meetings with a multi-disciplinary network, creating and editing project documentation and circulating information to stakeholders and the clinical board within the Trust. Minute taking, data collation and general project support were the primary focus of my appointment.

• Fundamentally the majority of my time was spent in the health records and overseas visitors department; but not exclusively. I also spent considerable time working for the medical legal service, coding department, various receptions and in the supporting of the running of outpatient clinics• The primary function of this post involved ensuring that clinicians had patient's case notes in time for outpatient clinics with the correct referral letters and clinical guidance. Working across all outpatient services, over three hospitals and two satellite clinics, time and priority management was paramount. If notes were not in clinic in time for the appointments with the correct referral letters the outpatient appointment or surgery would be at risk of being cancelled.