Seconded to Enga Provincial Government, Papua New Guinea, as Hospital Director and Commissioning Director for new 300 bed State-of-the-Art Tertiary Hospital.

No Roads Expeditions Foundation (NREF) is a charity that has been operating since 2014. We approach our work by improving the lives of disadvantaged people in Papua New Guinea, Myanmar and Indonesia, through building community capacity. Helping individuals and communities to become self-sufficient is fundamental to our service delivery. Assistance is of no long-term value unless it can empower communities to become independently sustainable. We specialise in remote and rural areas, where other organisations cannot and/or do not wish to service, due to the remoteness of the area. Our expertise in trekking and working in difficult terrain, has allowed us to service over 270 kilometres of isolated area and support over 34,500 people in health, education and infrastructure projects. The combined expertise of the Board notes over 64 years of trekking experience and the completion of approximately 155 expeditions.www.noroadsfoundation.org

ADI is committed to strengthening health systems and supporting rural health workers in some of the most complex and challenging environments in the world. ADI is not only committed to improving health outcomes and infrastructure, but also in creating a sustainable, long-term change via advocacy and education.

Fixed Tenure Appointment for 5 months: Working with facility leadership on project deliverables and operations. Auditing to ensure legal and company compliance and working with the C Suite to build systems that are both effective and efficient.

Reporting to National Secretary of Health PNG. Advisor to Minister of Health and HIV/AIDS.A key health forensic investigation into national medical supply and procurement has been undertaken from the direction of the Prime Minister of Papua New Guinea (PNG), whom requested an independent forensic investigation into the way the National Department of Health (NDoH) procure and distribute medical supplies and pharmaceuticals. The investigation is being finalised which includes a series of recommendations in response to the findings.Government support has made it clear for the entrenchment of Provincial Health Authorities (PHAs) as the way to give effect to provincial health function and national hospital function in the provinces. This is a high profile and central area of policy. PHAs have now been established in all provinces and the National Capital District.Due to the merging of the rural primary health services and provincial hospitals into a centralised structure within the province and devolution of some authority from the National Department of Health (NDoH), there is a need to have the assurance that all essential areas of governance, leadership, management, financial risk and internal control management are not compromised and transformational change is effectively managed and evaluated. As the Health Development Specialist, and Acting Executive Project Director I assist the Health Minister and NDoH Secretary in progressing the recommendations from the forensic investigation into medical supply procurement and distribution; and provide specialist change management and evaluation inputs to PHAs through the PHA Reform Unit and PHA leadership.

✅ Reported to Provincial Health Board of Governance. Advisor to National Secretary and Minister of Health and HIV/AIDS. Reports 8. 5 hospitals, 327 health centres and aid posts serving 1.5 million.☛ Established operations of the Morobe Provincial Health Authority to optimise healthcare delivery across the province☛ Assisted tPNG’s National Department of Health with unravelling recommendations after a forensic investigation into medical supply procurement and distribution. In parallel, provided specialist change management and evaluation.☛ Led a series of firsts for the Morobe Provincial Health Authority—first to produce a COVID-19 response plan, a COVID hospital, and a COVID-19-ready isolation and quarantine facility.☛ Introduced a province-wide clinical dashboard that allowed stakeholders to access resources for improved clinical outcomes. ☛ Officiated at the official openings of the Garasa Community Health Post in Bulolo District, Yamaya Community Health Post in Menyamya District and the Bulolo District Hospital.

✅ Reported to Hospital Board of Management; advised National Secretary of Health and Minister of Health and HIV/AIDS. Direct reports 5. Organisation: 505-bed Morobe Provincial and government referral hospital serving 1.5 million people through medical, surgical, allied health and diagnostic services. Included PNG National Cancer Institute.☛ Handpicked by governments of Papua New Guinea and Australia to steer the $AUD220M redevelopment of Angau Memorial Hospital

Under the guidance and instruction of the Group CEO:☛ Delivered substantial savings annually and increased service outcomes following a review of a Malaysian hospital security contract and operations.☛ Designed a five-year facility master plan for Subang Jaya Medical Centre—the core of which was to stay current with medical technologies, sustain competitiveness, rationalise services for cost containment, embrace future-proof options, and develop three facilities into Centres of Excellence.

✅ (incorporating Tree Top Hospital, Tree Top Clinic, Tree Top Residence) (Maldives). Reported to: Group CEO, Asia Ramsay Sime Darby Healthcare and Hospital Board of Management. Direct reports 6. Organisation: 210 bed tertiary facility, off-site GP Referral Clinic and a 30-bed residence/hotel all in construction phase. Built to serve the people of the Maldives and its visitors through a range of medical, surgical, allied health and diagnostic services. Project/Build/Commission Budget: USD110M☛ Turned around a project. After redefining scope and requirements, instilling accountability, shouldering budgets and financial oversight, rebuilding stakeholder trust, and driving business development/communications and marketing strategies, as well as co-steering planning for international accreditation, the facility opened within 11 months.

✅ Reported to Hospital Board of Management; Advisor to the National Secretary of Health and Minister of Health and HIV/AIDS. Direct reports: 6. Organisation: 1012-bed government referral hospital and PNG’s only public curative tertiary and teaching hospital. 7.5 people served via medical, surgical, allied health and diagnostic services. ☛ Initiated the draft of the Port Moresby General Hospital Authority Act—endorsed and announced as policy by Prime Minister, Mr Peter O’Neill CMG.☛ Designed and presented the first hospital annual report to PNG’s Members of Parliament. ☛ Advised the PNG Prime Minister, Health Minister and Board Chairman on Western best practice. Gained distinction as the first expat CEO of any PNG Government organisation since Independence. ☛ Petitioned the Board of Management, PNG national nurses’ union and PNG government with a business case that cited the benefits of creating work-life balance by recruiting 100 Filipino nurses. ☛ Won board approval for a five-year strategic plan focusing on training and quality of care, and the roll-out of the country’s first public hospital information systems. ☛ Transformed a hospital into a facility that set benchmarks for PNG healthcare and a model for replication. ☛ Increased bed capacity 55% despite 40% budget cut. ☛ Created a business case to refurbish 12 in-patient wards. Hospital boasted western-standard renovations with standard layouts and equipment.☛ Co-designed a zero-based budget that supported the need for a 100% increase in funding. ☛ Engaged the community and secured funding to purchase a mobile X-ray unit and hospital-wide Wi-Fi for clinicians to research patient care.☛ Presented business case for a 502-bed Women’s and Children’s Hospital addition.☛ Launched a world-first—The Youth Blood Drive programme with a two-year local business sponsorship.

✅ Reported to: Chairman of the Board and Hospital Chief Executive Officer. Organisation: small government health system with 170 beds including acute, sub-acute, and aged-care services.☛ Assumed control of 38 IT projects—many of which had stalled. Completed all on time and to budget.☛ Turned around a financially crippled facility losing $500K annually, following a review of clinical/non-clinical operations and presented recommendations to the board that put an end to three years of indecision. Included a turnaround of the unprofitable, Meals on Wheels contract following analysis of five agreements. ☛ Acted as Active Health Portland Company Secretary and project managed Government’s sub-regional healthcare plan for the towns of Hamilton, Portland, and Warrnambool.

✅ Reported to Global Medical Solutions Board. Direct reports: 8. Company: contracted to operate three UAE military hospitals and complete military medical supply chain. $900M turnover.☛ Negotiated establishment of a diabetes and dialysis centre in cooperation with the Jocelyn Centre, as well as a joint venture for a company specialising in paediatric dentistry. ☛ Nominated for the Sheik Khalfia Excellence Award. ☛ Secured board buy-in for small-risk programs.Conducted research into several recommendations including a warehouse for medical supply chain and country program. ☛ Resurrected relationship with the UAE military. Negotiated 50% increase in contact renewal without tender. Drove 40% increase in second-year revenues after lobbying the board to agree with clinical needs-based business cases and new business streams.

Asia’s largest healthcare group providing 8000 beds in 41 hospitals, as well as nursing and hospital management colleges, pharmacies and diagnostic clinics. ✅ Reported to: Executive Director, Operations for Asia’s largest healthcare group with 8000 beds across 41 hospitals, as well as nursing and hospital management colleges, pharmacies and diagnostic clinics. Direct Reports: 14.☛ Increased customer satisfaction 11% and created a delight factor of 98.7% for the New Born programme. ☛ Grew outpatient numbers by 280% and inpatients by 378%. In three months, food safety handling improved 85%, customer-rated inpatient room cleanliness at 98% and food complaints had dropped by 30%. ☛ Saved $US750K annually.☛ Grew revenues by 405% in 10 months, negotiated contractual price freezes, and cut costs. ☛ Profiled Apollo Hospitals in a series of CEO and MD-targeted roadshows across the Western expatriation market. Generated 25 corporate agreements in six months, provided free health checks to gated communities, and generated 1000 registrations from the Nutrition Week registration.☛ Project managed—at a 28% budget saving—a fit out of the library, conference call, prayer room, 18 consultation rooms and space for 100 beds.

☛ Introduced the first, five-star nursing home in Australia—nominated for the 2005 Minister’s Award for Excellence in Aged Care. Enforced best practice standards and compliance that transformed properties undermined by decision-making paralysis around maintenance, hygiene, laundry, food quality/section and facilities.