Responsible to the Board for the delivery of financial, legal, HR and information services from business start-up to successful ongoing operation. Manage the development and delivery of a five-year financial plan to grow revenue and EBITDA to repay initial transition investment.Achievements:>200% growth in top-line revenue and £multi-m pa improvement in EBITDA through adopting effective investment and EBITDA generating strategies.Supported the CEO to achieve a 5-year extension of a procurement services framework allowing the business to trade with the UK public sector until 2021.Led on the successful acquisition of an innovative software solutions company to deliver a market-leading, cloud-based P2P service offering.

Responsible to the Board for the delivery of financial, HR and information services to an NHS procurement services organisation. Work with the Department of Health to create and implement new private sector entity operating model to generate investment.Achievements:Successfully created and implemented a new Board structure involving non-executive advisers to improve governance.Working with the Department of Health, developed potential legal entity options for HPC to adopt including social enterprises.Jointly developed the first OJEU framework for NHS procurement services to enable HPC to be transitioned to the private sector to gain critical investment.Successfully transferred HPC to new ownership with a comprehensive “first 100 days plan” designed to ensure an effective transition of the organisation.

Responsible to the Board for the delivery of a £360m PFI Hospital Development and the development of investment opportunities for the Trust from the management of residual estate and regeneration opportunities. Manage the delivery of estates & facilities services (940 staff with an annual budget of £35m pa).Achievements:Developed a performance management framework to improve the management of a £50m per annum contract with the private sector for the delivery of capital & facilities services.Successfully transferred 210 staff into the private sector, including managing the impact of a novel Retention of Employment model within the PFI deal.Developed a successful consultation process for the reconfiguration of service delivery in accordance with best practice guidelines, involving patient, staff, local and county council stakeholder consultation and involvement.With the private sector partner, developed a pragmatic approach to the resolution of conflicts / commercial issues relating to the contract and changes in service provision.