I am an independent consultant providing interim leadership, coaching and mentoring services, strategic analysis and advice, and facilitation of partnerships and new ways of working, mostly to the public sector. Throughout my 30 years in and around the NHS, I have operated as a system player, as a leader in both commissioning and provider organisations. However, I have also taken time away from the NHS to lead commercial and voluntary sector organisations.With over 10 years’ experience as a Chief Executive and over 20 years as a Board member, in executive and non-executive roles, I have led organisations through cultural, organisational and transformational change, and financial recovery.I have always been driven by a belief that collaboration across systems, focused on the needs of service users, patients and wider population health, will lead to better outcomes than the pursuit of individual organisational agendas. I strongly support the ideals behind the creation of Integrated Care Systems and I have worked part-time as a consultant, helping the development of Integrated Care Systems and new ways of working. However, I also believe that systems will flourish best if each member understands what they bring to the partnership and are held to account for delivery of their objectives.Over my varied career I have:✔ Set up and developed the programme for the creation of one of the country’s largest Integrated Care Systems and led the merger of 7 CCGs.✔ Took over a struggling Foundation Trust in special measures, under intense public and political scrutiny. Recruited a new Executive Team and instigated new structures and long-term programme for cultural change, whilst managing a particularly challenging political environment under extreme media scrutiny.✔ Led the smooth integration of three Mental Health, Learning Disability and Community Trusts into one, agreeing a change management programme with unions that avoided the need for compulsory redundancies and saving £1.4 million in overheads. ✔ Built strong teams and invested considerable time in engaging with staff and the public to keep them informed and to hear about what matters to them. ✔ Always delivered against financial targets, no matter how challenging, I turned around a PCT with a budget of £190 million from a £3 million deficit into a recurring surplus of £8 million in three years.