Accountable to the CEO. My appointment with Bourn Hall was to support the Company Directors with an ambitious growth strategy, developing new services and building on collaboration with the NHS. I provided the company with leadership and influencing skills needed to engage with internal staff and external stakeholders.Key AchievementsSecured a contract to deliver NHS level 2 fertility services delivering the company’s key objective to extend business provision. The service is the first of its kind to be delivered within the East of England by a private provider. Led on the development of a new location and responsible for the smooth transition of staff and service from the NHS. This involved developing financial and operational service agreements, implementing and validating the new pathway provision and monitoring financial targets.Introduced and embedded processes and tools to provide a means for clinical and non clinical functions to work collaboratively to meet the organisational goals, the improved efficiency of the service and most importantly provide a quality service to couples. Applied access and delivery KPI’s to assist clinical leads and senior management with decision making relating to performance.Turned around a non profitable IVF unit to break even in three months through negotiation to revise business agreements, lean thinking, reorganisation of work schedules and pooling of staff resource across the group.Redesigned the delivery of service across sites to enhance skill mix, increase efficiencies in the workforce whilst meeting agreed targets. Introduced a more efficient appointment scheduling system and aligned the medical and nursing rotas to support the systemDeveloped and led educational programmes for external and internal personel.

Accountable to the CEO I provided leadership to the clinical and managerial teams. During this time I led the Divisions through a very challenging winter period, created and delivered revised winter plan to enable the Trust to improve emergency care performance. Key AchievementsAchieved emergency access targets as interim Director of Operations through ensuring a Trust wide approach to emergency pathways. This included exchanging staff to improve understanding of all clinical areas, developing manager of the day system to resolve patient flow issues and engaged with the Surgical Division in escalation and daily operational duties.Worked alongside Emergency Care Intensive Support Team to develop an action plan to improve flow from ED to discharge across all DivisionsTo enhance cross boundary working between multiple authorities, led a project to provide a collaborative, multi-agency winter plan. This included the voluntary sector, local authorities and members of the public in working cohesively to reduce the amount of accident and emergency attendances.

In post for more than 3 years managing all day to day operations for Paediatrics, Obstetrics and Gynaecology and Midwifery services.Key AchievementsImplemented Service Line Management within the Women and Children Division. This included developing staff to participate and contribute at Divisional Board level, recruited business partners and integrated these supporting services into all aspects of the divisions business creating a culture of autonomy and accountability.Delivered on key performance indicators both National and Local. Negotiated flexible working patterns for Consultants to support efficient delivery of service. This system replaced waiting list initiative activity at a premium cost with a regular session payment enhancement to use as the service required. Multiple meetings and challenging discussions was required to achieve the objective and this has now set a positive precedence with the organisation.Successfully established a new fertility service which extended beyond a Trusts catchment area and increased income into the Women and Children's Business Unit by £800,000 in the first 18 months,Developed new partnership working with a non-NHS provider which involved new models of working and improved local pathways for patients.Initiated the employment of joint community and acute Consultant Paediatric posts which involved bridging historically difficult boundaries and cultures.Successfully negotiated the transfer of community paediatric diabetic specialist nursing staff to the acute sector as part of developing integrated care services.Led on developing a Women’s Health Unit to expand fertility services and develop ambulatory gynaecology service. Liaising with commissioners and GP’s on the contracting and funding of this development.