Iain Warren Email and Phone Number

Interim Continuous Improvement, Change and Project ManagementDec 13-May 2014: Programme Manager for Theatres, Endoscopy & Pre-Operative Assessment move to a new Hospital Building. North Bristol NHS TrustJuly 14- Aug 15:Project Manager; Pathways. Cambridge University Hospitals NHS Foundation Trust.Sep 15- Mar 16: Change Manager; Acute Hospital Reconfiguration project. The Mid Yorkshire Hospitals NHS TrustAug 18- March 19: Project Manager; Gastroenterology & General Surgery, Swindon CCGNov 19- Present: Patient Flow Project Manager, Aneurin Bevan Health Board

Attain is a rapidly growing organisation created by experienced professionals who are committed to improving health and wellbeing. We are an independent provider of support services and we care passionately about delivering tangible results through effective partnership working. We have built a strong reputation as a market leader in the provision of end to end services to transform care – working across care systems in partnership with the NHS and Local Authorities. This is underpinned by a shared willingness to take on delivery responsibility for implementing real and lasting change. We work across the spectrum from system design, transformation of individual services through to commercial advisory and delivery. We work to make person-centric integrated care a reality. We support customers to deliver on their care and wellbeing responsibilities through partnership working and mixed customer and Attain teams. We are at the forefront of supporting the design and implementation of New Models of Care across the country, developing services that are: joined up, integrated and are sustainable, avoiding unnecessary admissions.The business was launched in January 2011 and has grown rapidly, working for a range of health and local authority organisations across England and Wales. We have worked with organisations with a combined budget of £25 billion and covering a population in excess of 20 million. Attain brings together people with public and private sector backgrounds, including a high proportion of clinicians, to unite the core values of the public sector with private sector commercial insight and good practice. We have a clear vision and sense of identity and are delighted to be a place where talented people want to work. We are committed to providing value to our customers and cap our profits at 12%. The company is owned by staff, with wide employee share ownership.

I was interim change Manager for Surgery and Outpatients for the Acute Hospital Reconfiguration Project.My role was to work with the operational team to progress the moves of acute and elective activity between 3 Hospitals to create "cold and hot" sites, as part of the Reconfiguration strategy.

Member of the transformation team.I ran projects for service improvement and re-design in Endoscopy, Urology Outpatients, Medical on call team, General Outpatients.I also coached several members of the transformation team.

Programme manager with responsibility for delivering the move of Theatres, Endoscopy and Pre-operative assessment from existing locations over Southmead and Frenchay Hospitals to the new Brunel building at Southmead. This project was timebound and involved 6 current theatre units, 2 endoscopy units and 3 pre-op assessment areas moving to 2 theatre blocks, 1 pre-op assessment area and 1 Endoscopy unit.

Service Improvement and Transformation: Theatre efficiency, Colorectal, Urology, Dermatology & Orthopaedic pathway analysis & redesign, Phlebotomy process redesign & set up of 7 day working.QIPP Project Management: Set up of Mobile Theatre & daycase wards, Orthopaedic Theatre move, Transfer of Urology diagnostic procedures from Theatre to an outpatient settingCoaching and Facilitation

Leading Projects to drive continuous improvement within a variety of Hospital functions, including recruitment, Ante-natal scanning, implementation of the Productive ward and 18 week referral to treatment pathways. Utilising Lean, 6 sigma, Theory of Constraints and Change management skills to engage with staff & help facilitate change.

On intake 81 of the FMM program, consisting of a 12 weeks intensive course consisting of Lean, 6 sigma, Theory of constraints and Finance as well as the soft skills to support implementation of change and to aid personal development.

January 2008 – Present (1 month) Leading a department of up to 19 staff of varying skills & experience in manufacture of a range of radio-labelled compounds. Prepare, implement, monitor & control the budget for the section. Continually review all operations, in terms of process improvement, product range optimisation & process reliability. Ensure compliance to Quality systems (ISO9001:2000) review Quality Assurance procedures & ensure reaccreditation. Cultivate effective, professional relationships with Key figures at all levels of the organisation. Successfully led the section towards the implementation of SAP ERP system. Accepted numerous safety positions in a highly regulated industry to ensure a safe working environment.