Senior Responsible Officer for EPUT's Social Impact (Anchor) Strategy, delivered through grant funded programmes operated by Enable East.Senior Responsible Officer for Research and Innovation across EPUT, working on building a culture of curiosity and embracing "successful failure" for all staff, in partnership with people that use our services.Leading annual operational planning process as well as the development and oversight of a streamlined suite of corporate strategies that support the delivery of our new five-year strategic plan.

Providing strategic leadership and oversight to support the charity to fulfill its mission of giving “the best of life at the end of life to everyone”

Paying forward the wonderful mentorship I’ve had by supporting those who want to enjoy their young families while pursuing ambitious careers

Trust lead on development of place-based, new models of care delivered through Integrated Care Partnerships.Operationally responsible for the delivery of high quality and efficiently run discharge, therapies and ambulatory emergency care services, working in partnership with local health and social care partners.Holder of approx. £20m budget and responsible for approx. 400 staff.• Recognised as Trust expert on the development of Integrated Care Partnerships (ICP) and new models of care;• Driving iterative development of Hammersmith & Fulham ICP including design of partnership governance and contracting structure, pioneering joint investment decisions and engaging clinical leaders in care model design;• Delivered 10% positive contribution on £18m expenditure budget in 2017/18;• Instigated and led restructure of 50 band 8 Therapy roles to clarify lines of accountability and raise profile of Imperial’s Allied Health Professionals;• Drove 100% increase in AEC activity through investment in estates reconfiguration, development of specialty pathways, staffing changes and engagement with GP referrers to improve patient flow;• Reduced average winter DTOCs by 50% year on year through development of relationships with key influencers in NWL CCGs and Local Authorities.

Leading the implementation of the Trust's integrated care strategy by developing a new community service to ensure that older patients with complex health and social care needs get the most appropriate care. Working across the local health and social care economy to build partnerships for delivery of a joined up, consistently high quality service to a vulnerable patient group.

Reporting to the Chief Financial Officer, build a department now responsible for long term strategic planning, both internally and in the wider sector context, the annual business planning cycle and investment management. Acting as senior management lead on the Trust's Foundation Trust application including development of the Integrated Business Plan. - Act as Trust specialist in clinical strategy development and service reconfiguration. Led options development and appraisal phase of Trust Long Term Clinical and Site Strategy development programme, working with ICHT executive and clinical leadership, the NWL Cluster and leaders of other acute provider Trusts in a highly political environment; - Leading ICHT's Foundation Trust application programme with responsibility for the programme management office, development of the Integrated Business Plan and Board Governance Memorandum. Requires regular presentations to the Trust Board and Board committees through which I have developed a reputation as a trusted advisor to the Board; - Accountable for redesign and successful completion of annual Business Planning round, including development of Divisional and Trust level annual business and operating plans. Instituted a more integrated approach to business planning designed to simultaneously inform contracting negotiations with commissioners, and internal planning by bringing together corporate departments and building business planning skills throughout the Trust; - Advise, coach and support clinical service teams on planning for major capital investments to secure approval of necessary business cases in line with NHS Trust Development Authority and Treasury funding guidelines; - Designed and implemented Business Development Framework to ensure evidence-based commercial decision making for evaluation of tender opportunities and robust post-project evaluation; - Manage team of seven planning consultants and programme/project managers.

Led key work programmes underpinning the development and implementation of the North Central London Sector's strategy for the delivery of high quality, affordable healthcare to a population of 1.2 million people.Chair of North Central London Tuberculosis Commissioning Group, overseeing pathway redesign and provider reconfiguration initiatives to improve the provision of care to a vulnerable population.Account Manager for Moorfields Eye Hospital NHS Foundation Trust, responsible for negotiation and ongoing performance management of a contract worth approximately £80 million on behalf of 95 associate commissioners.• Established robust programme of work designed to develop, appraise and plan for implementation of the strategic financial plan for the sector, as part of the solution to its forecast cumulative deficit of >£0.6 billion by 2014;• Managed relationships with 8 acute providers to enable joined up strategic planning;• Acted as “critical friend” to senior stakeholders, including clinicians, to ensure development of deliverable savings plans and quantify potential benefits – identified 50% of required savings in six months;• Led work streams focused on i) realigning incentives to use contractual arrangements to engender behavioural change, and ii) incentivising increased acute productivity for commissioner, provider and patient benefit.

Led a number of high profile client engagements including:- NHS North West London Provider Landscape Reconfiguration options appraisal- Buy-side due diligence on provider of private mental health and learning disability services- Strategic review of UK Atomic Energy Authority and development of market strategy- Strategic options review for future of a Government Owned Contractor Operated assetUndertook 6 month secondment to the North Central London Acute Commissioning Agency, Programme Managing the 2010/11 Acute Contracting Round and working at Board level drive the business planning process and support implementation of World Class Commissioning.

Effective team leader managing a range of projects advising public sector clients. Specialised in working with NHS clients since February 2009.Key achievements:• Led £500K project with team of six consultants to develop and evaluate options for the clinical and corporate reconfiguration of the NHS provider landscape in North West London• Facilitated stakeholder workshops involving representatives of eight PCTs and seven Trusts to ensure clinical and managerial engagement with provider landscape reconfiguration options under development, aligning individuals’ and organisations’ agendas to agree preferred option based on robust decision making framework• Managed development of a client’s market strategy, conducting analysis of local provision and key public and private sector competitors in order to compare this to the client’s demand assumptions. Develop shortlist of four market areas for deeper consideration and a plan for how to evaluate their likely success in those markets in more detail

iMPOWER is an independent consultancy focused on the issues of transformation faced by Local Authorities. Role entailed supporting and leading strategy projects for a variety of Local Government clients, in the areas of performance management, customer services and effective procurement.Key achievements:• Performed interim management role to co-ordinate preparation for a London Borough’s Comprehensive Performance Assessment (annual performance inspection conducted by Audit Commission), liaising with stakeholders from across the Council and partner organisations to develop an innovative, electronic catalogue of evidence supporting best practice, leading to the Council achieving a maximum score of 4• Assessed current provision of translation services for non-English speakers and developed options for higher quality and more cost effective service provision by a London Borough with a highly ethnically and linguistically diverse community. Helped Council understand key customer requirements and developed strategy for addressing these with constrained funding• Worked with a rural County Council to support implementation of new Customer Service Centre, entailing redesign of complex customer-facing services and developing training guides for customer service agents. Customer Service Centre went live on time and on budget and is able to resolve 80% of customer enquiries at the first point of contact

Third year of degree as internship with a well established, Brussels based, Public Affairs company that keeps its overseas clients abreast of potential policy changes that may affect them and lobbies the European Institutions on their behalf. Continued research support whilst based in Oxford during fourth year of degreeKey responsibilities:• Attending European Parliamentary and Commission committee meetings and developing summary reports for clients highlighting where decisions taken may impact their business• Conducting research into international best practice in food labelling standards which contributed towards high profile lobbying strategy on behalf of a major British supermarket chain• Supported team of account managers by producing weekly summary of policy discussions in the areas of food safety, agriculture, media and publishing