As the senior data scientist within the Department of Health's Medicines Directorate, I played a pivotal role in driving transformative initiatives and fostering a collaborative work culture. With a strong focus on building robust data infrastructure, empowering teams with technical skills, and facilitating effective collaboration, I successfully led and supported multiple projects. My approach inspired other analytical teams, creating a positive impact throughout the organization.• Strategic Leadership: Designed and developed the Medicine Directorate’s SQL database, initiating a paradigm shift towards standardized data storage and table linkages that enhanced efficiency of the team and decision-making. Built and tested data pipelines in R, ensuring the consistent availability of valuable data resources. • Team Empowerment and Collaboration: Championed the upskilling of the team, enabling automation of key reports using R and PowerBI. Fostered a collaborative culture within the team by promoting open communication, knowledge sharing and continuous improvement of coding practices through code reviews and the adoption of collaborative tools git and GitHub. Implemented effective agile project management, ensuring efficient workflow and timely project delivery.• Collaboration with External Partners: Cultivated valuable partnerships with external stakeholders to establish and maintain robust data collections. Demonstrated effective collaboration across organizational boundaries by developing an online portal to efficiently streamline data exchange and ensure data accuracy.• Strategic Decision Support: Leveraged my analytical expertise to provide support for critical decisions including market price monitoring for Northern Ireland. Utilized machine learning to develop models for categorizing risks associated with medicine supply pipelines. Developed a Bayesian forecasting tool to project pharmacy income, contributing to the achievement of treasury targets.

Reporting to the Deputy Head of the Operational Research and Evaluation Unit (OREU), I manage a multi-discipline team of analysts in London and Leeds. Responsible for supporting the delivery of the NHS England’s Five Year Forward View through: • Developing and embedding the reporting and monitoring regime for the Vanguard pilots• Developing counterfactuals for the vanguard pilots through the application of machine learning techniques • Providing OR, statistical support and expert advice to local health economies• Developing networks of subject matter experts to support the delivery of the Vanguard pilots• Providing expert modelling advice to NHS England through the Analytical Modelling Oversight Committee.

Reporting to the OR Head of Profession, I was responsible for managing a multi-disciplined team across two sites with responsibility for joint working with the finance division to providing robust analytical and costings support for NHS England initiatives. This included:• Developing the costing model to support the Urgent and Emergency Care Review• Delivery of patient flows simulation tool to support Urgent and Emergency Care winter planning• Evaluation of the evidence base supporting the publication of NHS England’s Any-Town initiative.• Development of the evidence base to understand the forward budgetary position of the NHS and its publication through the Call to Action • Supporting the development NHS England’s Analytical Modelling Oversight Committee through the promoting its protocols, delivering training in line with the Macpherson recommendations and producing its Standard Operating Procedures.

I lead the Primary Medical Care analytical team to provide an integrated evidence base to equip senior decision makers in delivering departmental priorities across £8bn of public expenditure. This is a demanding role - often working to tight deadlines, that requires developing strong working relationships with managers across Primary Medical Care policy branch and cultivating professional networks within the NHS and other stakeholders. The work entails:• Developing, managing and delivering a large programme of analytical work including:o Supporting the GP Contract negotiations between the Department and the British Medical Associationo Option development and appraisal around Choice, Funding, Competition and Qualityo Delivery of the GP Patient Surveyo Development and delivery of the performance management application - to support PCTs and emerging consortia in their commissioning decisions.• Developing and managing a team of 5 other analysts• Supporting the analytical profession within the Department of Health and the wider analytical community.

Disability and Carers Services. (May 2005 to Dec 2007)Acting as an internal consultant to the DCS’s business transformation programme I actively led on model development and evaluation of several key structural reforms. Including the successful delivery of the holistic evaluation of the keystone reform – the Customer Case Management system. This required working with numerous stakeholders from across the business; and identify and draw on many sources of evidence to understand its costs and benefits ultimately enabling the executive team to take evidence based decision.In addition, I led on the development of risk profile based system to correct DCS’ £730m incorrect benefit payments and target DCS resources effectively. I was responsible for reporting to the Department’s Error Reduction Working Group on behalf of DCSCounter Fraud (Oct 2002 to May 2005)This role involved leading on the design, implement and evaluated a new national counter fraud referral system; advising colleagues on the impacts of counter fraud policy; and negotiating the release of sensitive data to develop the National Fraud Database.The Pensions Service (April 2001 to Oct 2002)Part of the analytical team that supporting the design and delivery of the new Pension Service and the implementation of Pension Credit. This involved developing simulation models to inform business transition and workforce design; and evaluating the impact of new initiatives.The Benefits Agency (Oct 1997 to April 2001)Part of the analytical team that supported resource allocations within the Benefits Agency (BA). Projects included the creation of a resource allocation and business reporting tool to calcualate financial allocations and supply management information; developing and instigating a methodology to calculate the relative efficiency of BA offices; and undertaking statistical and geographical analyses to understand the impact of various factors on key BA output measures