Reporting to the CEO and directly to Board as part of the Executive Team, having strategic oversight of Care and Support services and CQC lead for the organisation. Key accountabilities include: - accountable oversight of the Care and Support directorate; - taking on accountable oversight of financial performance on multi-million pound budgets cross the directorate; - Lead officer responsible for organisational CQC regulatory compliance as 'nominated individual'; - ensuring accurate intelligence gathering to demonstrate high performance and reporting of compliance to the Board; - providing leadership to our Senior Team to ensure excellent services to our customers; - embedding a values-led business approach, focussing on developing competencies and personal capacity to maximise the best of everyones individual skills and talents; - developing our internal Quality Team in streamlining business processes and maximising efficient information management and our IT investments across the organisation as a whole; and - developing and embedding effective governance processes.

Contract management of all operational services in SW London, including 6 CQC registered services with a combined contractual value of £3.5m. Registered Manager for provision of all Domiciliary Care services across London.Key projects undertaken included: - Restructure and re-modelling of the delivery of a range of contracted services. - Contract tendering from bid to win, including PQQ completion, method statement preparation, tender interviews, TUPE and new business implementation. - Management of regulated and commissioned services, including innovating on establishing non-commissioned sub-services to maximise service revenues. - Developed a high-performance, process and cost-efficient culture via various initiatives: i. Facilitated the successful pilot implementation of the Co-Produced service model into Learning Disabled services. Services demonstrated substantial qualitative improvements in contractual, QAF and CQC Essential Standard reviews. ii. Affected total budgetary savings across all managed contracts of 15-20%, in close collaboration with service management in 2012/13. All savings made through service efficiencies, no redundancies or restructuring of pay, terms or conditions. iii. Led on organisational-wide creation and deployment of Policies, Standard Operating Procedures and the development of standardised toolkits for excellence.