🎯 Unifying processes, technology & people, I worked to positively change the experience of all "trainee, junior, postgraduate" doctors in Somerset. Actively seeking to understanding the wants and needs of differing grades/specialties through open dialog & active listening, keeping people & patient care at the core of every decision.✔️ Responsible for the integrity & quality of 'junior doctor' personnel records, with an emphasis on reporting/insights and interoperability of workforce information systems (such as ESR & TIS).✔️ Acting as expert for all inquiries relating to 'junior doctor' contracts/terms and conditions of service. Coaching leaders; HR colleagues & being the escalation point for more complex or contextually specific queries and incidents.✔️ Exploring solutions and facilitating resolution for contested and intricate working patterns, ensuring active collaboration is present and proposed rotas deliver education/training requirements; healthy/practical work-life balance & a safely staffed hospital.👋 I sought a new challenge that would help me build upon my project management knowledge; enable me to consistently overdeliver value to users and best place me to build for my future.

🎯 I was excited to learn more about rostering medical staff; acting as consultant and advisor both, for various HR teams. Standing in a unique position with experience on job planning; temporary staffing and junior doctor rota's, I was glad to be able to provide specialist recommendations on embedding new models of working & forging connections where there were pitfalls.✔️ I provided clinical & operational leaders with technical; cultural & strategic recommendations, on the handling and adoption of digital platforms for the Medical & Dental workforce. Building roadmaps for system interoperability with a focus on seamless rostering & a unique experience.✔️ Undertaking a quality assurance audit for all job plans & junior doctor working patterns. Migrating data from legacy systems to Allocate HealthMedics while identifying opportunities that would deliver far reaching impact, I created bespoke recommendations for consideration by the project board.🔁 6 month secondment from Somerset NHS Foundation Trust👋 At the end of the secondment, a new role awaited me in Somerset...

🎯 During a time of reduced work associated to the streamlining project, I took the chance to develop my Medical Workforce knowledge further, by becoming an expert in systems; contracts & terms and conditions for senior clinicians.✔️ Provided training; guidance & advice on best practice, for the creation & review of job plans on the Allocate Healthcare suite of products. This included the application of local decisions around weight of the different types of Programmed Activities (PA's) in addition to contractual; national & specialty specific guidelines.✔️ Carried out an audit of all job plan activity (DCC; SPA; ANR & ED) to identify & assess consistency & disparity across departments; divisions & the whole organisation. The data collated was then used to deliver recommendations on how new senior clinician held roles, outside of DCC, should be managed in regards to allocation of PA's.✔️ Acting as the expert on Consultant; Associate Specialist & Specialty Doctor TCS, I investigated and answered all queries surrounding this staff group from complex analysis to bridge the gap between delivery of patient care, budget & quantifying into PA's to simple annual or study leave questions.👋 A secured a secondment opportunity with Frimley Health NHS Foundation Trust, implementing Allocate HealthMedics for rostering; job planning and junior doctor rota design.

🎯 I managed the local delivery of national programmes within the remit of the NHS Streamlining Doctors-in-Training (DiT) project. The goal of which was to eliminate duplication & enable system wide sharing of data.✔️ Alongside a skilled workforce information colleague, we configured & established the necessary settings & structure within the Electronic Staff Record (ESR) which forms the bridge between data sharing locally, regionally and nationally.✔️ I delivered the project using a mix of fixed 'waterfall' and flexible 'agile' methodologies. Throughout the project there were externally set deadlines for which there was no flexibility, in contract, how we established & tested the digital mechanisms locally was entirely within our control. Configuring one 'training post' and associated doctors followed by robust testing of the data integrity, connection stability & quality of information, allowed us to drastically mitigate any potentially wasted effort.✔️ Unifying existing work streams that may overlap with the requirements and/or output from the Streamlining Project, I already had established relationships with key stakeholders throughout the business and always found joy in making new connections where I could deliver significant value and reduce headaches.✔️ I became an unofficial 'expert' in how to establish this connection between the Trainee Information System (TIS) / ESR and how to turn the data into insights once you have it. Advocating for and advising on best practice both within the Trust; at regional National Association of Medical Personnel Specialists (NAMPS) meetings and through participating in user feedback sessions with the national project teams.♻️ The work associated with the project regularly grew & shrank, always acting as the expert & lead concerning the benefits, implementation or impact associated, I held this role/responsibility from May 2019 until leaving the Trust in October 2022.

🎯 Growing on my established knowledge of junior doctor rotas, what began as a focus on assurance/compliance, quickly evolved to embedding a culture of continuous improvement; shared understanding & scrutiny through curiosity.✔️ Collaborating with colleagues in counter fraud & procurement I broadened our market access for temporary medical staff by establishing contracts with Health Trust Europe (HTE) & Collaborative Procurement Partnership (CPP), in addition to our existing Crown Commercial Services (CCS) framework.✔️ Parallel to the work on clinical frameworks, I established a streamlined agency worker digital checklist, encompassing all NHS staff groups. This facilitated a more rapid method to obtain & inspect compliance information of the candidates being submitted, with less friction and increased capacity to challenge missing; expired or high risk evidence.✔️ Transforming the medical temporary staffing service demanded that we root all our interactions in honesty; transparency & empathy. By candidly engaging with agency partners & taking actions driven by data, we were able to establish ourselves as trusted experts.🧮 Statistics: 1 million+ savings achieved in medical agency spend; 10+ colleagues coached in contract negotiation, framework guidelines & employment standards and managed/trained 1 medical temporary staffing advisor👋 Having gained an abundance of new experiences & skills, an opportunity to develop new muscles, in the form of digital transformation & project managed arose. I moved into a new role, managing the local adoption & implementation of a national NHS Streamlining Programme for Doctors-in-Training.

🎯 I re-joined the NHS to lead on the implementation of digital processes & systems related to the 2016 Junior Doctor Contract refresh. ✔️ An 'anything's possible' approach with engagement at the centre, allowed us to deliver equitable staffing, compliant rosters & robust, healthy working patterns - all within the scope & timeline provided by NHS England.✔️ Through out conception, design, implementation & monitoring - trainee doctors; medical students; service managers & clinical leaders were all empowered as advisors & decision makers in our methodology, application & accountability.✔️ In order to be approved & put into action, the rota must go beyond looking great on paper & exceeding frameworks defined by New Deal; EWTD & the 2016 TCS. It must synergise with providing sufficient capacity to attend teaching; deliver the necessary exposure & experience to progress through medical training & underpin a healthy lifestyle & safely staffed hospital.👋 As the implementation of the contract came to a close, a colleague in People Services retired & I was asked to delve into the management of medical agency & bank.

Part-time barista, bartender, waiter & duty manager for The Ashcott Inn, Somerset

During my summer working at the airport, I focused my time on embedding honest & transparrent feedback with our particlarly young team members, upskilling those interested in particular aspects of the business whether that was the kitchen, banking or rotas/interviews.My responsibilities such as key holder, safe accountability & dry/wet stock management were consistent across the various SSP units throughout the airport that I may have been deployed in each day. Focusing on peaks in demand and deployment of the team based on their skills & interests, I redesigned staff schedules saving an average of 11% whilst also negating any possible negative impact to our service.Due to car problems I needed to find a new role involving less travel and closer to home, I then started at The Ashcott as Team Leader, later progressing to Duty Manager.

My first year working in the e-Learning & Information Management team I through myself into deeply understanding the software and getting a feel for how Somerset schools not only utilise but view & experience the platform. As my confidence and experience with SharePoint grew, I created a dedicated support site with all new guides, FAQ's and workarounds all driven from my visits & daily contact with schools.As the years progressed, I began working with my colleagues to learn HTML & CSS so that I could support schools in devloping their public websites & personalising their internal school portals/intranets. This eventually turned into the creation of a dedicated package based on the Bootstrap framework.Led by changes in my personal life, I decided I needed a change in career in 2016 and started as a Team Coach at Bristol Airport.

Responsible for training all new members of bar; floor & cloakroom staff on operational day-to-day activities of their role. From security measures including panic; fire & bomb alarm procedures to operating tills & cash handling procedures.With PRYZM expanding beyond the nightclub label and branching into wider entertainment, the Bristol Venue began hosting Jongleurs Comedy Club twice a week. In addition to my nightly weekend role of Bar Supervisor, I also led front of house activities and coordinated catering for Jongleurs @ Pryzm Bristol. Sharing all information with staff to ensure an excellent customer experience, such as: pre-ordered food/drinks, special customer requirements and managed flow of communication between: comedians & caterers.

Working towards the "Perfect Serve" standard whilst developing my product knowledge, I was promoted to Supervisor within my first two months alongside many other new colleagues and now life time friends, we progressed through the company quickly and enjoyed every second working together.

Working on a variety of different digital driven projects I completed two major milestones during my time within Learning & Development, whilst working 1 day a week.1. Working closely with a team of nursing staff, I completed a full venepuncture e-learning course.2. Interacting with managers & topic leads across the Trust, I developed an electronic, Excel based, record for completing & recording mandatory training for new members of staff.

Given the nature of the Governance team's area of work, I had the opportunity to demonstrate my understanding of the importance of data protection, confidentuality & discression. Creating accurate & orderly copies of patient notes for investigatory meetings, recording & storing of minor/major incident forms and note taking various levels of meetings were but a few of my responsibilities.

In my initial two months I verified and vetted over 100 new junior doctors due to start work for the August changeover. After this intense success, I worked across various OD teams...- Human Resources- Communications- Medical Photography- Learning and Development.

I rooted the importance of Young People's representation within all regional: agencies; councils and boards. Juggling my BTEC at the time and speaking with 11 to 18 year olds from Lands End to Gloucester I cultivated an open attitude within adults with 'the power' to keep young people at the forefront of discussion around - transport; housing; employment; law enforcment & social issues.