• Clinical Administration Transformation Programme Manager, leading a major change programme to introduce the Patient Pathway Coordinator model across the planned care administrative staff across the Trust, enabling the Trust to secure staff savings of £500k in full year effect.• Developed, consulted on and recruited to, a decentralised HR structure where the administration staff is based in the different specialties grouped in 12 team.• Drafted a Standard Operating Procedure (SOP) document for the new teams, including all aspects of moving a patient through the 18-week pathway.• Developed and managed a comprehensive administrative training programme for 180 staff, including policy and system training, to enable them to execute their new roles and functions.• Baselined the current IT requirements and identified the future requirements for the new administrative teams.• Designed and implemented the decentralised VOIP telephone system to enable stakeholders access to the services without interruption, moving from two centralised phone numbers to 12 decentralised numbers. • Worked with the Estates department, the consultants and the operational management to co-locate the new administrative teams and their consultants• Drafted and executed an engagement plan for internal staff and clinical staff to secure their buy-in, as well as developed a comms plan for external stakeholders.

• Management Consultant, working with different clients.• Developed the Tower Hamlets CCG Estate Strategy for the coming 10 years, working with all the health partners and the local authority, covering all health estates in the area. This included vision development, mapping of current estate, future demand analysis and estate needs and a detailed implementation plan.• Explored clinical growth needs and supported the early definition a life science campus at the Barts Health Trust by interviewing in excess of 20 academic and clinical leaders, facilitating two workshops, carrying out desk-based research and drafting a findings report.• Researched and revised the Independent Living Capital Grant Funding Process, the funding agreement and nomination agreement for Essex County Council.• Working with specialist developer PegasusLife to map the end-to-end process of building new retirement homes from site identification, through design and construction to completion and occupancy, as well as producing the related project delivery manual.

• People First Programme Manager leading a change programme set out to improve the patients’ pathway across the organisation and their experiences thereof.• Implemented the Patient Pathway Coordinator (PPC) model across the specialities operating within 18 weeks targets, leading to a more efficient, effective and responsive administrative support where administrative staff taking personal responsibilities for individual patients’ movement across the pathway and the interactions with their consultants. • Developed and organised a new training programme for 100 administration staff based on the critical role administrative staff have in patient care, and the need for ownership and empowerment to problem solving day to day issues. This included specifying and procuring a Positive Patient Experience training course, as well as policy and system training.• Ensured staff buy-in and engagement by holding monthly administrative staff forums and weekly focus groups, and therefore addressing issues as they emerged.• Implemented a new telephony system together with a patient appointment reminder system. Led the design for each specialty, oversaw the technical implementation and the roll out to over 100 staff, and hence improving the communications with patients and GPs wanting to contact the Trust.• Undertook root cause analysis of four patient administrative CQUIN targets; addressing technical issues and revising processes stopping staff from meeting the targets. The worst performing target saw improvements in letter turnaround in 10 days from 58% to 87%.• Carried out a strategic review of future e-communications, identifying potential yearly savings in excess of £200,000. • Completed a re-structure of the old referral management team, the main outpatient reception team and the policy quality assurance team to ensure clear roles and responsibilities were in place, and the service met the need of the Trust.

Associate Director at Private Public Ltd responsible for both business development and management/leadership of different client engagements, contributing to the successful establishment of a start up consultancy.Client: NHS Brent • Programme Manager leading the planned care programme to secure savings of £10m by re-commissioning services, via a competitive dialogue, into the community away from an acute setting. • Proposing and implementing a referral management approach leading to improved patient experience and savings of £3m.• Revising and implementing the end of life strategy working in collaboration with service providers and patient groups and achieving Brent wide sign up to a web based system to improve patient outcomes by creating holistic patient views. Client: City & Guilds, ILM, NCPT and HAB • Strategic Programme Manager leading and implementing organisational redesign to deliver a more efficient and effective operating model within a global educational institute. Programme included people, process and technology step changes with the introduction of a new business model, operational restructuring and introduction of online centre management system.• Programme Manager within the IT department developing a new strategic approach to performance management to ensure products are being delivered to high standards.

Business Transformation Manager within the Strategic Transformation team at LB Lambeth, supporting the organisation in becoming London’s most improved borough of 2008 and achieving a 3 Comprehensive Performance Assessment rating. Responsible for a capital budget of £3 million and management of over 30 permanent and contract staff across programme, project and IT areas.

Project Manager for the Information Sharing and Assessment Project at RBKC, a £1 million investment in new business processes and systems for professionals working with children and young people in the Borough.

Worked on the establishment of the Programme Management Support Office (PMSO) at DEFRA.