Trusted advisor, gatekeeper and key thought partner, effectively triaging key issues, promoting cohesion and cooperation.Lead role in operational management, strategic planning, translating strategic vision into action through delivery of priorities, promoting best practice and supporting excellence. Effectively coordinate and oversee budget of circa £7m. Lead for delivery of smarter workplaces (promoting hybrid and flexible working.Delivery of effective performance monitoring, and assurance, with a key role in developing the Directorate strategic plan.Development of Tactical Operating Model - shared widely across Scotland as good practice - to enable best use of workforce skills and capabilities during business continuity events.Chaired National Contact Tracing Tactical group to develop and deliver national tactical operating model during Covid-19 response.Committee management lead acting as key conduit between executive and non-executive functions toprovide Board-level assurance against delivery plan. This requires a exemplar communication skills, strategic thinking, political astuteness and exemplar influencing skills.

Overseeing management, strategic planning and tactical execution of change management services for high profile projects during the organisational transition period of NHS Grampian, spanning: project management, business process improvements, data analysis and consolidation, training and facilitation, cross-functional collaboration and project reporting (including SBARSs). Engage and communicate with multiple stakeholders to ensure projects are delivered on time and within budget. Join stakeholder meetings on a national level to identify resistance and performance gaps, and work to develop and recommend corrective actions.Improving the efficiency, accuracy and quality of clinical data and administrative processes to enhance overall patient care by training, facilitating, educating and supporting staff to maximise clinical, core business use and effectiveness of IT systems.

Project work included acting as secretariat for the development of a new national patient registration form. This meant working with various stakeholders including the Scottish Government, Scottish General Practitioners Committee and members of the public.Provided professional technical advice to GP practices including the initiation of upgrades and configuration and maintenance of software used by practices to transmit ‘PARTNERS’ (an automated General Practice patient registration system). Analysis and resolution of technical problems was required to ensure efficient and effective use of software.Personally developed intranet web pages to provide a communication channel for staff and allow the sharing of knowledge to promote organisational improvement.Chair of the local clinical governance group ensuring safe working practice for patients.

Developed and delivered a performance plan for all colleagues and worked towards my vision for each department.Coordinated events within the store to increase customer’s awareness of in store activities and to achieve and exceed sales targets.Loyalty lead for the store, driving Prescription Collection Service sign ups, loyalty card usage/sign ups etc. Promoted 100% customer satisfaction at all times. Ensured customers were priority at all times. Involved giving instant feedback to team members who are not performing to the required standard and coaching them to improve their performance.

Responsible for running the department. Responsible for merchandising, promotional activity within the Cash & Carry, the buying of Beers, Ciders, Wines, Spirits and Cigarettes. Other duties included managing the Cash Office (including managing customer debt/complaints), organising promotional activity and ensuring that customer service is of a high standard throughout the depot. Assisted the Cash & Carry General Manager with reports/pricing/displays and any other activities as required. Key holder and duty manager during late nights/weekends.Cyclical stock takes carried out regularly. Profit and loss was a key responsibility. Profit margins were monitored often and any stock loss was reported.