Mark Lindsay Email and Phone Number

Key areas of focus include: increasing value for patients through engaging staff in productivity, efficiency, and waste reduction; delivering improvements in theatre utilisation; transforming outpatients by creating and implementing a target operating model; and improving patient flow and experience through the creation of an enhanced Same Day Emergency Care service.

Accountable Director for Head and Neck Clinical Service Unit (CSU) which includes Head and Neck Cancer, Otolaryngology, Oral Maxillofacial Surgery, and Audiology incorporating the flagship Cochlear Implant Service.Responsibility for leading the triumvirate team to successfully deliver against all key performance and care standards, through both continuous service improvement and effective operational grip.

Provide visible leadership to the Executive Directors, Clinicians and Senior Managers, promoting continuous improvement in quality, performance and delivery of national targets and Trust objectives.Responsible for a variety of improvement programmes across the Trust, working with stakeholders to improve efficiency and effectiveness by focusing in best practice and standardisation.Responsible for working with NHSI as part of the national theatre efficiency programme, and building external relationships to share good practice. Included presenting the successes of the programme to provider Trusts in the Midlands.Responsibility for inspiring newly appointed consultants to embrace and seek out change, as part of the Trust development programme.Co-producer of the organisational transformation strategy.Trust lead for the Getting it Right First time (GIRFT) national programme targeted at removing unwarranted clinical variation. Included creating a comprehensive governance and reporting function to record the benefits of changes; and liaising with the national team to ensure the Trust delivered in accordance with the programme requirements. My efforts to implement robust governance were published by the GIRFT team as a case study.yResponsible for the production of annual 'opportunity data and information packs' to support hospitals in producing aspirational yet deliverable annual plans.Responsible for creating a Transformation PMO, including developing standardised reporting, documentation and methodologies for projects.Responsible for delivering ‘Transform Together' quarterly events which bring together change projects and individuals from across the trust to share success stories.

Leading and managing the work of the financial management team, consisting of 27 staff); setting objectives, monitoring performance and providing support, direction and challenge where necessary.Responsible for the provision of a high quality financial management function to operational divisions and corporate functions, ensuring the production of relevant, accurate and timely financial advice and supporting information.Working with senior managers across the Trust in managing the business; providing professional input into service redesign, cost improvement programmes and the development of new business.Leading on complex financial issues; providing strategic financial and business planning advice across all aspects of the Trusts’ services.A key member of the contracting team, providing finance input into contract negotiations with commissioners.Trust finance lead in the creation of a robust CIP planning and monitoring function.Responsible for the management of the contract income and costing function, incorporating Trust-wide clinical income reporting and mandatory costing returns.

Project based role of which the key objective was to change the culture of the organisation, having successfully constructed, implemented and embedded an approach consistent with the basic framework of service line management.Maximising visibility and communication with clinicians to assist their understanding of the requirements of the organisation, in terms of improving quality and operational effectiveness, whilst working within strict financial controls. Formal training sessions, small group sessions and 1:1 sessions were provided.Liaising with service line core teams (each team consisting of a management, clinical and nursing lead), offering advice on how to tackle problems, sharing the approaches of others, utilising tools and techniques consistent with ‘thinking differently’.Performance and quality management framework development and implementation.Providing general business support particularly to financially challenged departments, incorporating a desk top review of such services, face to face challenge, resulting action planning and monitoring to support delivery.

Deputising for the Associate Director as appropriate, including representation at Trust meetings, providing advice, support and guidance to employees regarding strategic and operational issues to a division employing c1800 staff with a cost base of c£140m.Assisting the Associate Director in performance managing the directorate teams against all agendas, including operational, finance, HR and governance targets.Project sponsor for the short stay project – a key project on the hospital transformation agenda, the primary deliverable being to ensure the new hospital building would be able to accommodate all of the demand for its bed stock.Attendance at monthly divisional performance review meetings, providing evidence of delivery against key performance indicators (KPI’s), and action plans against items failing to meet such KPI’s. Responsibility for the successful implementation and maintenance of the commissioning for quality and innovation (CQUIN) objective; which set out to monitor patient reported outcome measures (PROMS).Representing the Surgical Division on the Trust-wide outpatient transformation project steering group, the key objectives of which were to ensure outpatient resources were utilised as efficiently as possible, and to ensure the capacity for first and follow-up attendances were in equilibrium.To lead on specific, and critically appraise all other cost saving initiatives in order to ensure successful delivery of the divisional cost improvement programme, the target of which for 2009/10 was £7.8m.

Chief financial officer for the division, incorporating responsibility for managing and communicating financial information, in order to remain within pre-set budgets whilst maximising value for money. This included the delivery of cost reduction initiatives by way of improved efficiency. Responsibility for management accounts preparation, variance analysis, budget setting, reference costing, in-year forecasting and medium to long term (five year) business planning.Responsibility for the creation and update of working models to analyse capacity and activity levels, including modelling to identify an equilibrium of outpatient and inpatient numbers, and to forecast future waiting list sizes and waiting times.Negotiating the purchase of external capacity from other organisations at favourable rates, to ensure achievement of government waiting time targets.Recommending, monitoring and implementing operational changes in order to cut costs and increase income and productivity without detriment to service provision. Responsibility for the maximisation of income into the Division, utilising knowledge of Payment by Results and National Tariff, via negotiation with external commissioning organisations.Contribution to the preparation of business cases with the aim of developing surgical services. Included financial analysis, activity modelling and general sense checking.Participation in various ad-hoc projects, including leading (financially and operationally) on the Foundation Trust Network National Orthopaedic Benchmarking Project.Line management responsibility for a Deputy Finance Manager and two support staff, Divisional IM&T analysts and the Trust Private Patient Department. Private patient responsibilities included costing procedures and setting the annual tariff of charges, agreement of ad-hoc non-tariff procedure prices, and negotiation with insurance companies regarding both elements.

Analysing and reporting on product sales trends. Costing and assessing new product plans.Forecasting the impact of interest rate changes on mortgage sales.

Monthly reporting of accounts and management information pack to the Board and other senior managers.Responsibility for leading a team of seven full and part-qualified accountants.

Analysing and predicting sales trends and demand, informing the production process.

Preparation of monthly management accounts and information for UK Wholesale Division.

Auditing the accounts of small and medium sized limited companies.Annual accounts and tax returns for sole traders and partnerships.