Mark Davey Email & Phone Number

Brisbane City, Qld, Au

Brisbane, Queensland, Australia

I am currently the Chief Operating Officer of Simulcare. Simulcare is an NDIS registered, mobile paediatric therapy provider. In this role I work with the Co-founder to set the company’s strategic vision, translating this into actionable plans. Organisational performance management and monitoring. Overseeing daily operations to ensure optimum client satisfaction. Leading and fostering a success oriented culture including mentoring and developing a high performing team. Fostering company performance and growth including process improvement. Financial management including budgets, forecasting and managing cash flow. Establishing policies that promote accountability and company culture. Managing relationships with partners, vendors, and other stakeholders. Developing risk management governance and implementing mitigating strategies. I also work with public and private sector organisations on a range of initiatives including building financial sustainability, improving the client experience, reviewing and improving governance/processes, implementing new systems and leading procurement initiatives.Major Achievements:• Co-founding a startup company providing quality disability services to children and families.• Establishing an innovative, world first model of pediatric therapy services in the metaverse based on evidenced based practice. • The company being awarded NDIS registration with no major non-conformities.• Establishing all corporate systems and governance to facilitate accounting, risk management, human resource, marketing and legal services functions.

Brisbane, Queensland, Australia

Vanguard Health and its subsidiary – Champion Mentors, are privately owned, for profit, national providers of clinical, health and wellbeing services. Having commenced as the Chief Financial Officer (CFO), I subsequently was appointed as the Chief Operating Officer (COO) and was responsible for working with the CEO to set the company’s strategic vision and translating this into actionable plans. Organisational performance management and monitoring. Overseeing daily operations to ensure optimum client satisfaction. Leading and fostering a success oriented culture including mentoring and developing a high performing management team. Fostering company performance and growth including process improvement. Financial management including budgets, forecasting and managing cash flow. Establishing policies that promote accountability and company culture. Managing relationships with partners, vendors, and other stakeholders. Anticipating and reacting to major technology changes to ensure the company is at the forefront of the industry. Developing risk management governance and implementing mitigating strategies. Major Achievements:• Establishing the Workforce service from a greenfield operation and increasing trading income for this FY (2024) by a forecast 278% or over $36M, increasing profit by 247% or over $6.6M since FY2022. • Implemented initiatives that have saved over $1M per annum including negotiating significant reductions in insurance costs and leveraging payroll tax exemptions. • Leading the development of the Vanguard Health Operational Plan and refresh of the company vision, mission and values.• Achieving ISO 9001 accreditation with one minor recommendation for improvement.• Achieving NDIS registration for Champion Mentors.• Leading improvements in culture and performance across both organisations.

Brisbane

As the General Manager Finance (CFO) I was accountable for the strategic leadership and management of the finance and performance functions and also assets and property services for a diverse range of commercial health care support services, employing over 4,600 staff, with a budget of approximately $1.4B. Health Support Queensland provided the following services:• Pathology Queensland • Corporate Support Services• Forensic and Scientific Services • Information Technology Services• Biomedical Technology Services • Corporate Enterprise Solutions (Payroll Services)• Group Linen Services • Strategic Procurement • Supply Chain Services • Central PharmacyMajor Achievements:• Successfully negotiated and led the development and implementation of a state-wide Costing and Pricing Model for Pharmaceuticals to 16 Hospital and Health Services (HHSs) across Queensland. • Development of an improved Strategic Asset Management Plan and governance process for Capital planning, management and delivery, significantly increasing the capital allocation to the organization. • Led a partnership model of budget and performance accountability resulting in significant increases in productivity/efficiency and two balanced EOFY positions. • Successfully implemented a vehicle management system for booking and utilization of company vehicles, reducing labour and enabling improved tracking and reporting. • Implemented a number of initiatives that improved staff survey results, including engagement, job satisfaction and role clarity. • Introduced improved governance and processes for commercial revenue identification and capture significantly increasing revenue year on year.

Brisbane

As Senior Director, Financial Performance, Procurement and Business Analysis at Children’s Health Queensland Hospital and Health Service (CHQHHS), reporting directly to the CFO, I led teams across a number of different areas within a paediatric health service providing specialist state-wide services to communities in Queensland. The role also requires extensive engagement with senior clinicians and Executive within and external to the health service. Major Achievements:• leading the budget development and performance management process for the health service contributing to significant surpluses with the majority of KPIs met.• developing the first Health Service Financial Sustainability Plan for CHQ and a first for any HHS in Qld.• significantly improving the Total Asset Management Plan (TAMP) for the health service to reflect strategic drivers for ICT and built infrastructure requirements, new models of care and feedback from a broad range of stakeholders.

Brisbane

In this role I was responsible for working with CEOs, COOs, CFOs and senior clinicians, leading significant reform via a program of large scale, complex and high-risk projects across Queensland Health to deliver enhanced health services. The Contestability Unit provided strategic oversight and coordination of contestability and commissioning reforms providing assistance to 16 Hospital and Health Services through the development of policy and operational frameworks as well as high level expertise in program management, communication/marketing, change management, commissioning and strategic sourcing. Engaging with senior clinicians to challenge existing models of service and introduce value based health care initiatives.Major Achievements• Implemented a robust two-stage market engagement and strategic procurement process for ophthalmology long waits resulting in approximately $5M savings per annum against the cost of service internally and the community receiving needed medical care within clinically recommended time-frames.• Established a Standing Offer Arrangement (SoA) with a panel of pre-qualified medical typing service providers for Queensland Health. As a result the internal costs of Medical Typing services dropped by 43% and turnaround times reduced to 24 hours.• Assisted in introducing new models of care, including Nurse Endoscopy.• Led the establishment of a new contract for Clinical Knowledge Network which provides for double the amount of content at no additional cost. • Introduced contract arrangements for Medical Imaging services enabling greater access to Medical Imaging equipment in regional and remote areas leading to improved local diagnostic services and reduced travel for patients. • Introduced a Contestability Prioritisation Framework that was adopted by a number of Government Departments and HHSs.• Developed a DG and Ministerial endorsed state-wide approach to Financial Arrangements for Asset Sales and Service Efficiencies.

Brisbane

In this role I was responsible for the strategic leadership and management of the finance function of the Department of Health. This included the provision of state-wide financial services, advice and support to 17 HHSs and the management of a $14B budget. Areas of responsibility fell under four broad units: Budget and Analysis; Statutory and Advisory Services; Finance Solutions (data warehousing) and Finance Transactional Services.Major Achievements:• Providing the necessary advice and support to deliver on a significant surplus for the Department of Health and HHSs for 2012/2013 (approximately a $1B improvement on previous year expenditure)• Overseeing the development of a sector leading control framework and delivering unqualified Financial Statements for the Department of Health and assisting HHSs to deliver same. • Leading the implementation and delivery of the significant financial changes required as a result of National Health Reform.

Brisbane

In this role Mark was responsible for strategic direction and management of state-wide services to Queensland Health. These services included: • Financial Accounting• Asset Accounting• Models & Costing• Taxation• State-wide Own Source Revenue• Claims Management• Private Practice & Commercial Revenue • Travel Management Major AchievementsLeading significant state-wide business process, culture and policy changes resulting in additional own source revenue of over $400M per annum. This is the largest increase in revenue of any jurisdiction over any period. Commendation from Queensland Audit Office in relation to the quality of the Financial Statements for 2009-2010. Led and managed the Finance Corporate Alignment Project - restructuring financial services from various divisions and units into new service areas and locations. Planned, developed and implemented a new Models and Costing service to provide more rigor around significant projects, industrial initiatives and productivity savings.

Brisbane

In this role Mark was responsible for strategic advice and support to facilitate the effective and efficient delivery of Shared Services to Queensland Health. As the most senior role below the Executive Director of Queensland Health Shared Service Partner (QHSSP) Mark regularly relieved the Executive Director and would act as proxy for various meetings, representing the interests of QHSSP at cross sector and cross jurisdictional forums.Major AchievementsSuccessful commissioning of nine new service hubs accommodating over 1000 staff. Development, implementation and management of:• an integrated project management, risk management and benefits realisation approach.• a revised service model and structure for QHSSP organised around state-wide functions. • a client and internal management scorecard approach to organisational performance and strategic alignment.• Introduced a knowledge management tool that was subsequently adopted by Whole of Government for best practice research.

Brisbane

In this position I was effectively the Director of Corporate Services to a client base equal to approximately 40% of the State and a staffing compliment of over 500. Responsible for the provision of corporate and support services to 16 Health Services from small rural to large metro Health Services. I was accountable for the strategic direction and management the full range of transactional, technical and managerial functions of supply, finance, human resource and a range of other support services.Major AchievementsIntroducing new and improved models of service for financial support and advice. Introduction of contract management services providing improved contracts management and savings to Health Services. The introduction of a bulk purchasing initiative reducing inventory costs. Consolidation of services and client engagement processes to improve accountability and create a partnership approach to service improvement. Of the three Area Managers Mark was the only one to successfully negotiating endorsement of all Service Level Agreements with Chief Executives.

North Burnett

In this position Mark was the senior accountable officer (CEO) for the delivery of acute, community and primary health care services across five shires. Whilst in this position Mark relieved other Chief Executives in regional roles. Major AchievementsIntroduction of new services including Indigenous Health and Dietetics. Commissioning of staff quarters at Gayndah and the Mundubbera Medical Surgery and introducing new models of service across all five shires including changes to contracts with the Commonwealth for Multipurpose Health Services. Developed, implemented and Chaired a Medical Officer Forum to improve medical services and clinical governance. Achieved District wide three year accreditation with the Institute of Healthy Communities Australia.

Longreach

In this position I was accountable for the development, management and implementation of the full range of hospital, community and primary health services and the efficient and effective delivery of these services to communities in the Central West of Queensland, an area encompassing 23% of the State. The position also contributed to the provision of Corporate Services functions to the District, through the corporate services unit. I was also, on occasion, required to relieve the District Manager, Central West Health Service District.Major AchievementsAssisted in leading service planning and project management of the new Barcaldine Hospital. Development of new models of service and delivery for allied health and nursing staff. Developed collocation arrangement with Queensland Ambulance Service for officers to be located on Hospital grounds. Negotiated private public partnerships for allied health services.

Graduate

Graduate, Change Mastery For Transformation

Graduate, Commissioning Public Services

Cpa Certified, Practicing Accountant

Master Of Health Service Management

Bachelor Of Business (Honours), Human Resource Management