Responsible for procuring capital equipment across seven existing UCLH sites plus two additional hospitals opening in 2019 and 2020.

Procurement responsibility for an annual non-pay spend of ~£40M across the Surgery & Cancer Board, comprising of five Divisions: - Theatres & Anaesthetics - Imaging - Cancer Services - Surgical Specialties - GI ServicesIdentifying, supporting and leading on procurement projects to deliver cash releasing and value adding savings across eight UCLH sites.

Running complex tenders for services supplied to five major London NHS Trusts.(Great Ormond Street Hospital for Children, Royal Free London, Whittington NHS Trust, Moorfields Eye Hospital, North Middlesex University Hospital.)Projects Include:• Consultancy Services: Ran multiple Mini-Competitions for a range of consultancy services including Well Led Governance and Overseas Consultancy Support. Developed tender documentation including specifications and evaluation criteria alongside senior Trust personnel and responded to queries submitted by bidders. Hosted supplier presentation days to clarify bids before reviewing the scoring and awarding contracts.• Interpreting & Translation Services: Developing a combined specification across all five partner Trusts. Running a Mini-Competition in order to maximise value and deliver a tailored service to meet Trust requirements. Working with each Trust individually to highlight the saving potential of switching from Face-to-Face to Telephone Interpreting. Helping to develop business plans to determine the financial benefit of switching and the upfront costs that would be required to implement this change. • MR Physics Support: Responding to an urgent need for compliance by requesting urgent quotes from a range of suppliers to meet the Trusts requirements. Quickly evaluating the financial and quality aspects of the quotes and awarding the contract before the deadline and in accordance with Trust policies.

Identify saving opportunities for five London NHS Trusts by analysing historic spend patterns in order to drive change and enable cost efficiencies to be implemented. Process includes:• Identifying Alternative Suppliers• Liaising with Clinicians to Develop Specifications• Requesting Quotations & Tenders• Negotiating Contracts• Conducting Evaluations• Implementing Change & Quantifying Savings(Great Ormond Street Hospital for Children, Royal Free London, Whittington NHS Trust, Moorfields Eye Hospital, North Middlesex University Hospital.)Projects Include:• Interventional Radiology & Cardiology: Analysed usage and stock levels across multiple Trusts in order to benchmark current spend against framework pricing. Worked alongside senior management to identify strategic partners who were able to offer additional financial benefits based on thresholds, business growth and market share.• Cochlear Implants: Utilised the NHSSC Framework to negotiate reduced pricing from suppliers based on commitment. Helped end users implement this change leading to Trust savings of £235,000.• Walking Aids: After negotiation with a number of suppliers a successful sample day was organised. End users were able to view, compare and comment upon the new products enabling selection of suitable alternatives. Switching supplier, supply route and rationalising the catalogue resulted in a saving of 27%.• Rebate Register: Revised the rebates recording procedure for each of our five partner Trusts. Ensures that agreements are flagged before expiry to enable the category lead to renegotiate. Highlights schemes where rebates are owed or expected allowing category managers to expedite thus improving cash flow. The new procedures also improved the forecasting of rebates which assists Trusts in their financial planning and allows reconciliation of rebates when received.

Role involves implementing the tender, procurement and supply process for commercial development schemes, £5,000 – £4.0M. This includes:• Meeting with customers to discuss specification and individual requirements.• Identifying and screening potential subcontractors, suppliers and services.• Shortlisting suitable companies through the use of PQQ’s and requesting proposals.• Analysing and comparing tenders to ensure compliance and selecting the appropriate bid. • After negotiating contract terms and placing a purchase order the role also involves the co-ordination of suppliers, contractors and labour resource alongside the preparation of monthly cost value reconciliation reports in order to monitor budget, quality and programme to maximise profit margins.Projects include:• Revising Procurement Protocol – Reviewed and modernised the Barnack UK Ltd procurement process by evaluating current methods, assessing individual’s capabilities and developing solutions. Supervised the implementation of three recommendations which have delivered efficiencies by eliminating duplication and streamlining the authorisation chain. • Feasibility Study – Communicated with local contacts to identify potential locations for commercial development. Formulated quantitative and qualitative criteria to evaluate each location and presented recommendations to senior management.• Office Development – Sole responsibility for sourcing sub-contractors, products and services before analysing and comparing quotations and placing orders. Co-ordination of suppliers, contractors and labour resource whilst monitoring budget, quality and programme to maximise profit margins.• IT & Data Management – Compiling, maintaining and filing records for all live projects at Eagle Business Park including Legal Documentation, Insurance Certification and Health & Safety Files. This requires regular attention and excellent organisation skills to ensure information is complete and easily accessible.

Heavily involved in the Engineering departmental sports teams during university, managing squads in my second and third years before becoming chairman in my final year. Responsible for the allocation of club finances for fees, kit and equipment along with co-ordination of personnel and transport.Built a reputation amongst other managers which led to me being voted onto the league’s board, I was responsible for the welfare of 500 members representing 32 teams along with promoting the league and chairing termly meetings.

Financial Management of Key Accounts including:• Valuing works in progress• Preparing cashflow forecasts• Cost and value reconciliations• Collating delivery tickets with invoices • Preparing final accounts