Ian Thomson Email & Phone Number

Management of Abbey Carrick Glen Hospital on Hold Separate basis from BMI Healthcare following OFT instruction to sell. Participation on GHG Corporate working party dealing with OFT potential referral of private healthcare to Competition Commission. Full business review of Shepton Mallet NHS Treatment Centre for UKSH to facilitate ongoing commercial success following transfer from Wave 1 ISTC contract to normal tariff contracting.

Managing 4 Abbey Hospitals on a Hold Separate basis from BMI Healthcare prior to receipt of clearance from Office of Fair Trading for sale to go through. Responsibilities similar to but enhanced from when Abbey Hospitals were part of Covenant Healthcare Limited e.g. cash management for all In addition preparation of relevant material and attendance at the OFT hearing into the acquisition.

Managing 5 hospitals with an annul turnover of £20million and EBITDA £4million.Full responsibility for all aspects of the business including Insurance Company negotiation e.g. BUPA and Purchasing rationalisation e.g. Prosthesis costs significantly reduced as well as all normal operational management issues. The Decision taken to shut loss making business in order to improve profit performance.Preparation of Hospitals for sale by Venture Capital owners including preparation of Memorandum of Sale. January 2009 – assumed responsibility for Churchill London Clinic, a low secure Psychiatric facility. Activity significantly enhanced through new contract with main purchaser.

During this period following my decision to leave BMI Healthcare after a major reorganisation I was unemployed for four months. It should be noted that for the previous twenty years I had worked effectively for one organisation as Compass Healthcare became Amicus Healthcare which then merged with BMI Healthcare. All my changes of role during this time were as a result of promotion.

Managed 13 hospitals with an annual turnover of £162million EBITDA £49million FTE’s 2000.Launched first Consultant partnership scheme securing 75% take up of major users to resist increased competition from alternative providers.Initiated major investment £13m in dilapidated unit which has resulted in a 40% increase in profit (£1.6m).Organised new operationally supported Purchasing Group that helped purchasing department implement changes that saved the Company £5m, 3% of group profit in 2006.

Implemented standardisation of budget process for newly merged company to ensure consistency of challenge.Produced record profit growth of 20%, 15% and 12% by ensuring merger of two companies effectively captured different focuses of revenue enhancement and cost control.Implemented new approach to food buying that saved the company in excess of £500k per annum that is 10% of the then spend.Secured ongoing significant capital investment, most notably £7.5m for a hospital whose profit has subsequently grown 70%, £2.6m.Purchased and commissioned new hospital that delivered a 20% IRR and ensured competitive threat to marketplace removed.

Following management buyout from Compass Group helped establish the company as a stand alone entity being one of only 8 senior people.Assisted in negotiations with insurance companies to secure positive annual increases. Delivered annual savings in excess of £ ½ m by rationalising medical purchasing e.g. drapes and other contracts e.g. laundry.

Established the role following significant company growth to provide commercial support to all Hospitals.Standardised management accounts and budget process.

Gained extension approval for £1m that created a 40% profit enhancement - £300k.Managed the hospital from bottom in Patient Satisfaction to second in group.

Agreement with tax authorities re company liabilities.Provided information for stock market floatation 1988.

Audit Senior with a wide variety of clients e.g. textiles, insurance, healthcare, printing and machine tools.

Education record

Chartered Accountant ACA (1987) University of Bristol - BSc (Hons) in Economics & Accounting (1)

Education record