UHS IDC works with clinicians and others both within the NHS and beyond to develop and commercialise impactful, innovative products and services in the medical device and digital services sectors across the wider healthcare system in the UK and internationally.

Providing strategic and commercial advice to the boards of leading NHS organisations; projects have included...The development of a commercial strategy to transform cancer patient care for one of the UK’s leading specialist cancer centres; outcome measures – recurring annual savings to the trust of £800k, one off cash injection of £700k and improved patient care.The creation of a market and channel strategy for the provision of integrated end of life care service across London. Outcome measures – reduced cost of care for end of life patients and improved patient care.The formulation of a procurement strategy, supported by a full market testing exercise, to deliver £340m of savings to 13 NHS trusts across the south of England.The evaluation of the effectiveness of the £10bn healthcare services commissioning model for South Central Strategic Health Authority making a number of improvement recommendations to the board.The development of a break-in market strategy for the healthcare sector for the UK subsidiary of a US business services company, identifying a £100m opportunity and a qualified £25m sales pipeline.Various strategy and operational assignments including - strategic commercial advisor to the CEO of TDG, a leading logistics organisation,- strategic marketing review for NHS Supply Chain

Pareon is a company supplying specialist chemicals for the pharmacological research sector - both from a catalogue and via custom synthesis.

I chair the Healthcare Assurance Committee which is responsible for providing assurance to the board on matters of clinical risk and also sit on the Audit, Patient Experience and Communications, Charitable Funds and Finance board sub-committees and the Membership Development Committee of the Board of Governors.I was the Non Executive Director selected to sit on the programme board overseeing the proposed (but ultimately unsuccessful) merger between Bournemouth and Poole hospitals. This transaction was the first proposed merger between two foundation trusts and the first to be assessed by the Competition Commission as set out in the Health and Social Care Bill introduced by the coalition government.

Management of the business development function across all go to market channels. Delivery of complex network solutions to all industry sectors in the UK.

I was appointed by the CEO of Exel to create a commercial strategy for the group across selected sectors and across all geographies. I created new strategic value propositions for the utilities, technology and healthcare business units leading to the development of a £50+m sales pipeline.Subsequently, I was asked to lead the EMEA healthcare business having full P&L responsibility for the £250m turnover unit operating across 8 countries and was able to exceed earnings targets each year, delivering gross profits of 12-12.5% (company average 7-8%). Whilst in the role, I directed the winning bid for the outsourcing of all logistics and procurement for consumable products going into the NHS in England (10 year, £20bn contract targeted to deliver £2bn savings to the NHS). I managed board level relationships with all major customers including significant programmes such as the operational separation across Europe of Hospira, a leading hospitals supplies business, from its parent, Abbott Labs and the centralisation of warehousing within Europe for Smiths Medical, a leading provider of medical devices.Following the winning of the NHS bid, I was asked to integrate the transferring NHS organisations into DHL. I managed the successful transition of 1,750 NHS employees and also lead the development of a £100+m sales pipeline for NHS Supply Chain, the newly outsourced organisation.

I was recruited to turn round the performance of the telecoms and media services sector and to drive the development of strategic services in a traditional, product based organisation. I delivered all stretch sales targets including the development of a strategic relationship with Vodafone resulting in the sale of a £30+m transmission planning and provisioning system

I was a full equity partner responsible for achieving the sale and delivery of annual consulting revenues of £3m in the Strategic Services practice focusing on the Communications and High Tech and Supply Chain sectors. I developed new clients from scratch, in particular O2 and Rolls-Royce. I also developed the European procurement market place for the aerospace and defence sector acting as its initial COO.

Supply chain strategy and operations improvement consultant responsible for business development and delivery. Focused on the healthcare and high tech sectors.Numerous board consulting roles including a 2 year assignment advising the European Board of Johnson & Johnson Medical Products and other regional medical device partners on a commercial strategy for developing business with the NHS.