Director of a UK-wide Transformation and Project / Programme Management Consultancy providing Change Management & Business Transformation expert assistance, Programme Management Office Set-Up and Operation and Project / Programme Management & Recovery on a consultancy basis.

Head of PMO for the National Cyber Improvement Programme tasked with implementing and maturing the PMO function and developing associated agile delivery and assurance framework in line with Government Digital Services (GDS). This supported successful delivery of products and services aligned with implementation of the National Cyber Security Strategy and was commended in the Stage Gate assessment from the Government Infrastructure Projects Authority (IPA).

Using Agile delivery frameworks, delivered, iterated and managed the ongoing operation as Digital Service Owner for the COVID-19 Targeted Therapeutics, PANORAMIC trial recruitment, Influenza and COVID-19 Vaccinations services. This included the associated digital tools (digital cohort, pre-eligibility communications, service facing Web viewer front end and automated SMS and email messaging) identifying those most at risk of adverse outcomes and offering preventative and therapeutic intervention, liaising with colleagues in NHS England, the Department of Health and Social Care and the UK Health Security Agency.Developed the service and product requirements (EPICs, user stories and acceptance criteria) for the Enhanced Protection Programme (EPP) to support pandemic preparedness and delivered scenario workshop (war gaming) for avian flu scenarios. This was in the context of rapidly changing policy on eligibility for COVID treatment and vaccinations as well as feedback from users of the service and demand / capacity metrics.

Delivered the Programme Business Case for the Burden Reduction Programme (Digital Transformation for Data) including all associated workshops and agile delivery management of the subsequent portfolio of projects in an environment where this activity had experienced significant delay, limited discovery and user research, and required recovery back to plans.

Designed and delivered asymptomatic testing as the Service Owner for the Universities Use Case of the UK Test & Trace Programme, including initial mapping and design of all processes associated with the service and ongoing improvement in response to customer feedback, all business cases for ministerial approval, and the associated ongoing evaluation activity for the asymptomatic test programme against the backdrop of an ongoing pandemic situation.

Delivered the Outline Business Case for the Connect Programme Phase 2 (Full End State Digital & Cloud Transformation) and the Full Business Case for Connect Programme Phase 1c (Interim State Digital and Cloud Transformation) in an environment where this activity had experienced significant delay and required recovery back to plans. Designed the distinct organisational transition states across the full Connect Programme delivery and the migration strategy to Cloud. This included PMO function set up as part of the management case of the business case, and ongoing operation.

Delivered first phase transition from two distinct corporate entities operations, finance systems architecture and I.T. infrastructure to one target architecture as part of a company acquisition. This included redesign of all associated business processes from AS-IS TO BE to support this.

Developed and delivered the first phase of a 3-year plan aligned to financial recovery, performance improvement and quality and safety via implementation of a PMO to support programme and project management best practice, robust governance models, benefits mapping, and benefits realisation with targeted recovery support to existing strategic change programmes. This was in an environment of an organisation that was in extraordinary measures due to poor performance and required programme recovery.

Delivered Internal Model Validation to support the organisations Solvency II Internal Model Application Process (IMAP) regulatory requirement including validation framework development and capacity and capability in place to support year one operation of the new internal model from a validation perspective. This included development and mapping of associated business processes to ensure alignment with future Solvency II accreditation going forward.

• Initial support for Portfolio and Programme Set Up for strategic transformation programme

Planned Break for Family Care Commitments

• Solvency 2 Reporting - Securing Assets Data to fulfill Solvency 2 Reporting Requirements (Regulatory Reporting)• Upgrading and expanding existing Assets Data Warehouse to improve performance and enable Solvency 2 Reporting

• Launch of demo for multi-platform (PC, Tablet, Mobile) Role Playing Game (RPG)• Project management support to achieve launch

• Set up of a new Platform Operation in terms of defining the Target Operating Model, recruitment and training of staff to full competency to operate and overarching programme communications to internal and external stakeholders• Business implementation of a new Direct to Customer Channel

• Transition into new & distinct commercial organisation (Greater East Midlands Commissioning Support Unit)• Recovery of service delivery for areas not meeting KPIs

• Management of a portfolio of Risk & Regulatory projects• Reducing risk around lending secured on different asset types, improved asset management• Achieving Compliance with regulatory & mandatory reporting via process improvement & I.T.

Project Manager, Corporate Life & Pensions Development Programmes, International Pension Product, Development of Corporate Scheme Member Data Maintenance Platform and User Interface in multiple languages and Pension & Risk Benefits Contribution Calculation functionality.

Diabetes High Impact Change Programme - providing programme and project expertise to the programme to allow rapid set up of governance structures and a strategic benefits-driven approach to projects to enable overall programme objectives to be met.

Excellence in Diabetic Foot Care Project - aimed at reviewing the evidence for primary, secondary and tertiary prevention of foot problems in persons with diabetes and distilling into the 10 changes that have the highest impact in terms of improving outcomes such as foot ulceration.

Analysis, interpretation and reporting of results with recommendations for future service planning from the Organisational Readiness for Change (ORC) and Client Evaluation of Self in Treatment (CEST) questionnaires, to assist Service Managers in the interpretation of their ORC and CEST scores with a view to these results in turn informing and improving service planning and treatment delivery.

Analysis, interpretation and reporting of results from the Organisational Readiness for Change (ORC) and Client Evaluation of Self in Treatment (CEST) questionnaires , with recommendations for future service delivery.

Development of a web-based Programme Management Office (PMO), delivery of formal training in PRINCE2 and MSP approaches in order to develop and implement new Business Strategy.

Programme Manager (Value for Money Programme) within a budget of £1.2 billion. Tasked with delivery of £5 million savings in the provision of healthcare in the region. Areas of focus identified through benchmarking included rationalisation of Back Office Functions, standardising approaches to prescribing of high cost drugs and shifting delivery of care from the acute to the community setting.

Programme Manager Transforming Community Services, tasked with separating one organisation into two distinct organisations, including TUPE arrangements and planning & delivery of workshops around new organisational capabilities & skills required when moving from an internal to an external provider of services.

Recovery of Planned Care Programme commissioning care pathways and pathway redesign around 18 weeks referral to treatment (18 Weeks RTT) and shifting Care Closer to Home within a budget of around £10 million, including working with partners in acute care, coaching of senior commissioning staff, standardising approaches to processes and programme / project management.

Commissioning Integrated Health and Social Care Services (including mental health), commissioning of a Primary Care Urgent Assessment Service and community Clinical Decision Unit within a budget of around £2.5 million.

Leader of Lean transformation across 6 hospital sites with around 8000 staff, developing champions for change, improving organisational capacity for service transformation and leading on aspects of service redesign

Programme start up to final phase using MSP and PRINCE2, development and delivery of local and national learning networks and events, tools to support change and training in the application of these tools and identifying and supporting champions for change. Performance management and targeted support. Developed National Quality Standards for Unscheduled Care.

Project Manager as part of a National Programme of Improvement within the Scottish Governmental Health Department. Managed, advised and facilitated the redesign of chronic disease pathways within a Community Health to improve patient access and chronic disease management using Lean & Six Sigma approaches.

Responsible for managing a team of Senior Public Health Researchers, providing evidence of effectiveness to input into commissioning & provision of health services. Developed and implemented processes and procedures to deliver high standards of work within the research team utilising PRINCE2 for project work. Curriculum development of, and teaching on, the in-house Public Health Specialist Training Scheme.