I commission nine highly specialised services in England and lead the implementation and activation of Advanced Therapy Medicinal Products (ATMPs) for the NHS. I am commissioning paediatrics neuromuscular ATMP Hubs in England readying the NHS for Duchenne muscular dystrophy gene therapies, working with pharmacological companies, charities and services. I am finalising the phase three activation of CAR-T sites and the redevelopment of the CAR-T, Wolfram, and Beckwith Wiedemann syndrome service specifications; alongside the delivery of the Syndromes Without A Name pilot to achieve NHS England’s ambition as set out in the rare diseases action plan. My role requires strong strategic, programme management and senior stakeholder skills including the reporting to Board level, to ensure the commissioning and activation of novel ATMPs and ongoing commissioning of highly specialised services. Additionally to my role, I chair a directorate thematic group that implements the recommendations from the Workplace Disability Equality Standard report developing and facilitating workshops to create a better line manager culture in NHS England.

My primary objective has been to develop and deliver a business-to-business, end-to-end commissioning approach for the use of Advanced Therapy Medicinal Products (ATMPs), such as ex-vivo gene therapy’s which, through their complexity and novelty (be it technical, service, commercial etc.) require a non-standard approach to their implementation, on a national level, into the NHS throughout England. My role has evolved to include direct product commissioning within the approach and programme management strategy, working closely with, and advising the national senior leaders on directions of travel on multiple areas of the programme, including and not limited to, delivery, governance, and assurance. • I developed, implemented, and am refining the first Agile end-to-end commissioning process used within NHS England National Specialised commissioning. The process operates and interconnects within the complex, waterfall, multi-stakeholder environment of National NHS England, with commercial relationship management and delivery timelines controlled by both internal and external parties (NHS, DHSC and NICE), and by the NHS statutory duty (NICE regulations 2013). • I am developing and implementing a commercial engagement strategy, designed to complement the Agile delivery method and managed the Business-to-Business relationships with multiple companies and the NHS regarding the implementation of the commissioning of their product. • I Chair a National NHS England thematic group ‘People manager disability equality training’.

I provided short-term specialist consultant Programme Management support for a National NHS priority Programme: Clinical Pathways Improvement Programme in the East of England as part of the Getting It Right First Time (GIRFT) agenda, rethinking and implementing the programme governance and assurance structures.

I specialised in end-to-end people, delivery, and value-focused programme management approaches, implementing a portfolio of specialist digital and pharmacological products and healthcare programmes negotiating the fast-paced commercial world with the slower-paced NHS. I combined the best practices from Prince2 & Agile to ensure the companies and NHS strategic directions are adhered to. I achieved success purely due to my innate style and specialist knowledge working within NHS systems. I delivered a digital product for improving the diagnostic pathway in ADHD and an early intervention eating disorder service (EIED) programme as part of our national NHS England programme portfolio; alongside, other local products & projects. • I successfully increased the number QbTest's by 80% to 1000+ tests per year and increased the sites by 80% in ten months. I am projecting an increase to 1800+ tests per year within the next 12 months. • I set up the FREED service for the EIED programme across all five eating disorder services in the Eastern area within ten months, aiming to deliver the programme 16 months early.

I relocated to London to support the NHS efforts during Wave one of the Covid-19 pandemic. I supervised the COVID-19 information flows within the NHS incident room and compiled the daily report for the Department of Health. I coordinated daily reporting functions, escalating issues and solutions while providing guidance and clarifications to our national and regional teams, including taking charge of National colleague daily meeting around the patient death notification system. Key Achievements:• I worked in a matrix fashion, utilising my programme management skills to develop incident management protocols, set up processes, and coordinate guidance development and sign-offs according to daily priorities and resource demands for the information and analysis. I ensured we adhered to all internal and external reporting requirements and timescales. I liaised closely with Incident Director and Manager while acting as the critical link between organisational information teams within NHSEI (Analytics, Workforce, Testing etc.), NHSX, cross-government and the incident team; attending daily stand-ups and ad hoc briefings. I led weekly briefing with regional colleges on the status of the death notifications systems.• I responded to data requests from the Secretary of States' Private Office, NHSE/I senior leaders, Downing Street, Regional ICCs. I dealt with any ad-hoc requests for information while supporting the Senior Incident Director's decision-making for COVID-19 and the National Head of Emergency Preparedness Resilience and Response (EPRR).• I ensured that the information governance policy was adhered to and maintained throughout the incident and developed data-sharing agreements between national stakeholders. And most importantly, ensuring the team's physical safety and mental well-being, often under significant pressure during unprecedented times.

I delivered the Maternity transformation programme across the Midlands and East of England. I effectively achieved programme governance across 17 NHS project teams via a mixture of waterfall and agile methodologies. I improved the supportive mechanisms, putting people first instead of processes and reduced the reporting requirements. Still, I carried the chair of the regional maternity board's complete confidence. • I improved maternity services for over 10 million people by utilising multiple research methods and embracing a fail-fast methodology. I interpreted data from my work and formed strategic recommendations for the board and national teams. • I influenced the programme's direction through my ability to communicate a concise, single message to all. Onboarding people and bring them together to deliver value. • I developed systems that translated raw data analysis and meaningful intelligence reports into easy-to-read graphics (heatmaps, one pager's, & infographics) and then used the data to develop solutions and shape narratives on the East of England regional footprint. These systems' outputs informed the East of England Regional Maternity Programme Board and Regional Senior Leadership decisions.• I introduced quality improvement systems into the maternity programme. Developed strong governance structures utilising the National Decision-Making model. My templates have been held as exempla of best practice nationally and adopted for use in other regions. • I developed systems, set roadmaps/timelines and produced clear and robust governance review processes. I report performance to the Regional East of England Maternity Programme Board and the national team. The East of England Maternity PMO is regularly held as an exemplum of best practice by the National team, sharing our highlight reports, roadmaps and regional milestones with other regions.

I organised and executed the delivery of multiple national research programmes throughout the NHS Mental Health Trust, conducting psychometric assessments and obtained biological samples, including orchestrated their visits for MRI/PET scans. I screened patients for their eligibility, guided them through the research paperwork, including informed consent. Key Achievements:• I facilitated the CRN Eastern: Essentials of Clinical Research and the Good Clinical Practice course and used my knowledge and experiences to help develop others in the wider CRN team.• I presented at research events for the CRN, such as; Psychologist training day, research training events at Cambridge University and public events such as the Festival of Science.• I liaised with Research & Development departments, both internal and external, Patient Public Involvement teams and local stakeholders, alongside the primary research team to assist in the ethical and practical delivery of research into the NHS.• I pioneered novel recruitment methods, developing different recruitment campaigns. I started a new promotional campaign called 'Ask about Research' and used digital technologies, including Twitter, QR codes and websites, to promote CRN portfolio research projects.

As an extra aspect to my role within the NIHR CRN, I volunteered on top on my normal duties on the workforce development team facilitating on the Essential of Clinical Research course along with the Principle Investigator course. In this role I worked to develop other colleagues in order to improve the services that we could offer to patients.

As a Clinical Studies Officer I actively recruied participants for research projects, conducted research assessments, providing information and support for patients involved in clinical research projects supported by the CRN: Eastern team. I assisted in promotion of CRN: Eastern work and carried out administration for research projects and maintain governance standards for projects within my portfolio. I oversaw research that deals with a wide range of conditions such as anxiety, depression, eating disorders and personality disorders. This means that I supported a wide range of research studies that examine the diagnosis, prevention and treatment of mental health conditionAs a Clinical Studies Officer my main responsibilities were to identify patients eligible for research projects and to provide information and support for patients involved in research projects. In addition, I was also responsible for ensuring patient’s treatments, assessments, follow-ups and data collections are coordinated according to the appropriate research protocols. This includes close liaison with multiple research teams, relevant wards and departments as well as with appropriate Research & Development departments and clinical teams. I actively promoted research amongst clinicians, service users, carers and the wider NHS, Overall, my job was to ensure that the mental health studies that are included in my portfolio of research receive the right support to ensure they are delivered successfully in the NHS.

I was the Project Manager on a NHS database project. I was designing and implementing a new clinical and research database for the eating disorder team in CPFT. I had to work closely with the consultants, nursing and administration team to ensure that the product I was delivering was fit for purpose and was delivered in a timely fashion. The Database is designed to work over two sites, Cambridge and Norfolk, and is estimated to recruit over 100 people per year for research and hold clinical information on over 300 people. As was a joint research and clinical database there was multiple governance issues to solve. These were challenging, but I was able to use my knowledge from the NIHR CRN to foresee some concerns and solve unforeseen concerns as they have arisen. I started on phase two of the system, which was an online system with an external data collection component and will be one of the first of it kind in CPFT. I investigated different database systems with the help of the digital innovations teams in the NIHR CRN to be able to deliver this new project for the eating disorders team. This type of electronic database system has the potential to be able to be run trust wide, across multiple service providing multiple benefits both for designing new research projects and staffing resources. I also wrote a NHS research project which looks to test an interventional tool and methodology which I wrote with colleagues at the eating disorder unit - Please see my ‘projects’ for link to my research gate profile. The project investigates the behavioural engagement using a questionnaire and then uses systemic therapy with a reflecting process to access the engagement of inpatients in eating disorder wards. I also worked with a team from Cambridge University on another eating disorders project.

My role within S3 was diverse and dynamic. The role was primarily to act in a supporting role for the service users being an initial point of contact. Furthermore, I provided emotional support and encouraged healthy eating habits within the service users. I acted to support service users on a 1:1 and group bases, running a therapeutic clinical group once a week; this required me to develop effective professional rapports which allows me to develop a therapeutic relationship with the service users to provide the support. I supported the service users during meal preparation and also during and post meals using motivation therapy approaches alongside utilising my clinical knowledge gained at university. The role also required the ability to provide administrational support where required for the registered nursing team. Within the daily duties on ward, I took physical observations including blood pressure via manual and automatic methods, respiratory rate, heart rate and temperatures of the service users scoring them using the MEWS (eating disorder scale) and NEWS scores and I also undertake blood sugar test. I am trained in phlebotomy. I undertake physical observations from levels 1 – 4, working closely with patients on level three and above observations. I escorted service users on their Section 17 leave and for medication investigations. Alongside the normal training provide by CPFT, the role allows for a greater understand of the medical model used by the medical teams and provided a greater understanding of a multidisciplinary approach in action and a greater understanding of the Mental Capacity Act and the Mental Health Act.

The role required the team to conduct a systematic review of the literature into pain, anxiety and depression in Osteoarthritis. We were in the final writing stage of the articles with the intentions of publishing two papers. My duties included; liaising with lead research supervisor and team on different aspects of the project, reviewing the literature, collecting and analysing data. Furthermore, I write different aspects of the article for finial publication.