My current challenge is the transformation of primary care in St Helens. The CCG has 35 practices, a population of 195,000, and is coterminous and closely integrated with the unitary authority. My role is to lead the transformational change to 'primary care delivered at scale' through the GP Forward View programme. I am supported by a great team and I believe we now have the resources, leadership and member support to improve practice resilience and create a sustainable future for primary care in St Helens.

I managed a shared primary care team for two CCGs in Central Lancashire operating under fully delegated primary care commissioning arrangements. The two CCGs cover 65 practices and serve a population of just under 400,000. My team helped to deliver improvements in patient outcomes through the delivery of an ambitious out of hospital transformation programme. • Managed delegated commissioning arrangements including managing the PMS review process, supporting an APMS re-procurement and establishing investment principles to support the estates strategy• Led a £6m programme of service redesign and procurement aimed at shifting care into the community• Developed a new model of care for nursing home medical support• Transformation to MCP model of care through implementation of a tiered GP quality contract• Managed a series of engagement and educational events for GPs and Practice Managers• Supported a team of eight staff, working closely with practices and the GP Directors to deliver the CCGs' primary care strategy• Developed papers and reports for board members, executive meetings, senior management teams, programme groups and delegated committee

Senior Manager - Contracting at Midlands and Lancashire Commissioning Support Unit, managing the embedded contracts and quality teams at Lancashire North Clinical Commissioning Group. My team was responsible for managing contracts worth c£100m pa. Previously embedded in similar role at Tameside & Glossop CCG via GMCSU.• Successfully managed the 2014/15 contracting round within agreed timescales.• Personally supported senior CCG managers to manage a £80m acute contract.• Made significant improvements through a comprehensive development plan for the function.• Released additional contract team capacity through reallocation of contract portfolios and risk stratification / development of contract governance structures.• Demonstrated significant assurance and had best practice acknowledged by Mersey Internal Audit Agency.• Developed effective monitoring systems for the delivery of enhanced services and supported the CCG in the development of governance arrangements for primary care co-commissioning with NHS England.• Co-ordinated the development of Greater Manchester wide community indicators for inclusion in GM-led contracts.• Developed the community services contract management offer for GMCSU.

A leading 7 partner GMS training medical practice in Lancashire serving 10,000 patients.Recruited as Practice Manager and promoted to Practice Director after 6 months. Responsible for the strategic direction and operational management of the practice.• Increased practice income by more than 5% p.a. in each of first two years against a backdrop of declining income for general practice.• Successfully managed transition to EMIS web clinical information system.• Led a major cross organisational significant event enquiry resulting in a number of key changes to practice focused on continuity of care and communications.• Selected as one of 10 test sites for the NHS Institute’s Productive General Practice programme. Further selected for filming of promotional media for the launch.• Selected as one of only a handful of general practices in the UK to be awarded GSF accreditation for end of life care.

I successfully delivered several interim senior management assignments in acute and community healthcare providers.Positions Held: Contracts Manager, Project Manager and General Manager at NHS Manchester, NHS Bury, NHS Cambridge and Dudley Group of Hospitals NHS FT.• Close involvement in the TCS and QIPP programmes including managing the implementation of the Productive Community Services programme in several district nursing and AHP teams in Bury.• Leading the implementation of the £100m NHS Community Contract and co-ordination of 90 service specifications across adults, specialist and children’s services divisions at NHS Manchester.• Extensive development of performance management systems within a £25m children’s community health services division.• Managed A&E and emergency medicine divisions of a district general hospital; managing patient flow, 4 hour and 18 week access targets.• Built a broad understanding of the NHS system through exposure to multiple roles.

Entrepreneurial venture that developed into an award winning mailing business that employed ten staff, mailing for many of Lancashire’s largest organisations.Working in partnership with a co-owner I took the lead on all commercial, quality and financial matters. Together we built a flourishing mailing business. • Creating the branding and marketing materials to promote the business.• Consultancy project to establish a pilot postal delivery operation in Liverpool for TNT Post. Developed systems/procedures and recruited/trained a team of 12 staff. • Developing the plans and strategies which successfully raised unsecured external finance to develop the business.• The company was a finalist in two regional business awards in 2005 and 2007 and went on to win a regional business award in 2007 for its responsible business practices. • Successful and profitable exit from the business.

£14m turnover private psychiatric hospital employing over 100 staff, part of a Swedish multi-national healthcare organisation.Senior manager on site reporting to the Managing Director. Working with clinicians and managers to improve patient outcomes and improved financial performance of the hospital.• Managed the building and commissioning of the expansion of the hospital.• Recruited a new hospital management team.• Delivered rapid improvements to the quality assurance system to ensure compliance with NCSC (a forerunner of the CQC for private healthcare providers).• Doubling the profitability of the organisation in less than 18 months to over £2m pa.

Home Office PFI contract to design, construct, manage and finance HM Prison Dovegate,a new 800 bed category B male prison in the Midlands. Subsidiary of Serco plc.One of six Assistant Directors reporting to the Director of the prison.• Part of the start up senior management team responsible for opening the new prison.• Responsible for the financial control, reporting and systems development of a £20m+ turnover business. Met or exceeded all financial targets.• Responsible for a staff of 45 delivering all prison support services.

Leading developer and operator of factory outlet shopping centres across UK and Europe.Initially recruited as Site Accountant, I was promoted to the position of Centre Manager for a new outlet shopping centre.• Managed the building, procurement and commissioning of a 150,000 square foot indoor factory outlet shopping centre employing in excess of 400 retail staff.• Built a staff team of 40 and successfully opened the shopping centre on time/budget.• Developed marketing and PR strategies that attracted over 3m visitors in Y1.• P&L responsibility for a £3m turnover business.

1995 –1997 Halewood International Ltd£100m turnover privately owned alcoholic drinks manufacturer and distributor.Position Held: Project AccountantWorked closely with the Managing Director, developing financial and operational management decision support systems for a new manufacturing site.• Cost accounting and bills of materials systems development.• Leading on management information and reporting systems.• Commercial investment appraisal/due diligence exercises.1994 – 1995 DSM Compounds UK Ltd (DSM nv)£7m turnover subsidiary of Dutch multinational chemical group producing specialist resin compounds for the construction, automotive and electrical industries.Position Held: Financial ControllerReporting to the Managing Director, responsible for company financial control and reporting.• Budgetary control systems and forecasting exercises.• Activity based costing systems (ABC) implementation.• Profits increased by 50% due to focus on cost control and product line rationalisation.1988 – 1993 Dairy Crest Ltd£60m dairy processing and distribution operation employing 400 staff. Position Held: Management AccountantProgressing through the ranks as I gained experience, I reported to the Senior Management Accountant.• Business process analysis and improvement.• Production of management accounts/KPIs.• Delivered over £100k of savings through reduced milk wastage.1986 – 1988 Pomfret Rushton7 partner chartered accountants practice in Preston. Position Held: Trainee AccountantMy first job – reporting to a senior audit clerk and having responsibility for preparing accounts from incomplete records, bookkeeping, VAT and assisting senior staff on company audits.