Glenn Brown Email & Phone Number

Leeds, England, United Kingdom

London, United Kingdom

Responsible for end to end management of client implementation projects across the healthcare continuum, including mental health services and social care. In this role I manage multiple, cross functional teams to deliver solutions that bring together data from a diverse range of care providers into a single clinical portal. Apart from the management of budgets, forecasts and technical resource, I also co-ordinate all project technical activity for both OH and the Customer. The implementation projects I have managed to date have been delivered to NHS Acute Hospitals, GP Out of Hours Services, Social Services, Community NHS Trusts, Mental Health NHS Trusts, NHS Ambulance Trusts. I am home based and currently managing projects as far apart as London and the Shetland Isles.

• Definition of work streams and roles: developing project time-lines and risk management strategies to ensure successful, on-time completion.• Development and implementation of strict governance frameworks in accordance with Prince II methodology.• Validating the OBS and contracts with EMIS and CACI. Involved in the TDA approval process.

• Managing the procurement process after the supplier has been chosen, including initial engagement and coordination of governance / SLA arrangements.• TotalCare was also interfaced to 25 clinical and administrative systems supplying demographics, inpatient and outpatient messaging; which all had to be re-written and tested over a 12 month period.• Overseeing the scheduling and strategic implementation for the project, to ensure on-time delivery.• Identification and engagement with major internal stakeholders, across multiple disciplines.• Working closely with the supplier to ensure that requirements are thoroughly understood and delivered to.• Managed the business transformation aspects, and led the drive for successful completion of deliverables.• System integration, migration and configuration: managing a team of 12 direct reports, and their performance.• Creation of disaster recovery and contingency planning; in addition to a ticketing / escalation system.• Reporting directly to the Director of IT / COO; meeting on regular occasion to discuss performance and strategy.• Following the success for the Dry Run, go-live of eCaMIS was successfully achieved on the weekend of 2nd, 3rd and 4th October 2015.

• Working at the pre-sales stage; determining client requirements and developing service solutions that are tailored to their needs, and working closely with the sales team in the creation of bids.• Performing comprehensive analyses of the client's existing technical and business systems, and feeding back to them.• Matrix managing various work streams and handling risks and issues at the highest point of escalation.• Projects included process analysis, the identification of clinical pathways, costings analysis, and solutions design.• Detailed insights have included Trauma and Orthopaedics, Cardiology, Obstetrics for acute Trusts, ICATS Musculoskeletal services and Ophthalmology for CCGs.• Worked closely with Worcestershire CCG to identify improvements to MSK services and monitored resultant pathway improvements.

• Led one phase of the ongoing development of a clinical portal for LTHT and its regional partners. • Long term plans for the clinical portal and the ultimate objective were to be able to share patient information effectively across the local healthcare community, and across mental health and social care boundaries. • Project management of the planned technical developments, working closely with Leeds University and NHS healthcare partners in West Yorkshire to extend the regional aspects of the system.• Negotiation of development timetables to fit in with business requirements of the six other acute trusts involved.• Development of the processes necessary for the two way exchange of patient data in accordance with current security and governance guidelines.• Successfully overcame the challenge posed by the regional aspects of this development, most notably the development of the RIE (Regional Integration Engine), regional data quality and sharing agreements and the resolution of information governance issues at a regional level.• Participation in the Leeds Transformation Programme, working with NHS and Social Care partners.

• Reporting to the BT Client Director, in addition to liaison with Senior Trust and Cerner management, to ensure that the tasks and responsibilities of each organisation within this partnership were aligned and delivered.• Implementation of Cerner Millennium successfully completed in November 2011.• Worked in a business change capacity on several RIO deployments with particular emphasis on workflow analysis, care plans and assessments.

• Following the success of the PAS merger project, promoted to Programme Manager and took responsibility for supervising multiple projects.• Heavily involved in the production of the Trust’s five year Informatics Strategy and Capital Plan.• During this period, I backfilled for the Deputy Director of Informatics.

• Responsible for all aspects of the PAS Merger Project, following the creation of the Trust in the previous year.• The major acute trusts involved in this project were St Richards Hospital in Chichester and Worthing Hospital, in addition to a number of community hospitals.• Responsible for the project end to end i.e. from project initiation to the eventual collection and analysis of business benefit realisation data.• An essential aspect of this role was the ability to understand the complex business change aspects of this project and the equally complex issues surrounding stakeholder engagement at all levels.

• Engaged as the interim Deployment Project Manager for the Trust’s implementation of TPP SystmOne into Child Health, Community and GP areas.• These were start-up projects and the various elements are at different stages of development ranging from Project Brief, Business Case and PID production.• Ensuring constant communication with NHS colleagues and stakeholders at all levels including Project Boards, Programme Managers, SHA personnel, clinicians and administrative staff.

• Engaged as the World Class Commissioning (WCC) Programme Manager for a large PCT which, in common with all PCTs, was preparing for the first assessment of their performance as measured against the WCC Assurance Framework. • Reported to the Director of Information and Corporate Performance.• Worked closely with commissioning and contract teams, Executive Directors, and the Chief Executive.• Responsible for the establishment of the WCC Programme Office and the production and maintenance of detailed plans for all tasks leading to the first ‘Panel Day’ in November 2008

• Responsible for the multiple deployment of Cerner Millennium in South West and South East Hampshire including all Acute Trusts, Community Hospitals, Mental Health Trusts within those areas. • Involved with all technical aspects of these PAS replacement projects; in particular, business change, systems integration, data migration and intersystem messaging.• Matrix management of all Fujitsu resources on these deployments, together with financial and budgetary control.

• This role was entirely focused on the NPfIT (CfH) programme in the acute, mental health and primary care sectors. Systems involved were iPM, PARIS and TPP SystmOne

• Employed as the Interim Information Security Manager responsible for all aspects of Information Security. including BS7799 (ISO17799), Caldicott, Data Protection, FOI, auditing and compliance.• This work required the preparation and delivery of information security policies, and the production of plans and programmes to help the Trust move toward compliance.

Hnc Computer Science

Ciphers, Cryptology And Cryptanalysis