Responsible for all elements of planned care performance including activity and income levels against the ERF plan, reducing long waits, diagnostic targets and validation of waiting lists. A major focus has been re-invigorating the Theatres and Outpatient transformation programmes in partnership with the directorate teams and others.

Responsible for the operational performance, quality of care and financial delivery across the Department. St George’s is a major trauma centre and the ED employs over 400 people. In addition the role has involved taking a lead for Trust-wide development of winter plans and working with partners to support admission avoidance and early discharges.

Responsible for the operational performance, quality of care and financial delivery across a broad Directorate which employs over 800 people. The role involved taking a lead in theresponse to the covid pandemic and redeploying several hundred staff across the hospital to support the response.

The Role: Operational responsibility for all aspects of the charity’s work. Including leading the casework team consisting of solicitors and other employees, the Syrian Resettlement Programme, Drop-In centre and Community work. Strategic liaison with local authorities, the Home Office, University and other charities. Responsible for writing and submitting reports for trustees and numerous funding bodies, and maintenance of the risk register. In addition, I continued to personally see some clients on a daily basis to assist them in their dealings with the Home Office and local authority.Key Achievements: Gained immediate acceptance form a team of eight employees and fifteen volunteers. Worked closely with the University to secure additional volunteers to provide case work support. Drop-in numbers grew from averaging 20 users to over 40 during my time. I also gained approval to from charitable trusts and other funders to divert underspent ring-fenced budgets into other areas which were in need of more financial support.

The Role: Face to face case working with asylum seekers and refugees. Assisting them in dealing with the Home Office with regard to asylum claims, accommodation and subsistence support as well as other issues. Also liaise with the Home Office, Councils, Social Services, Charities and other agencies in supporting the clients in their pursuit of securing a safe and sustainable life in the UK.Key Achievements: Quickly gained an understanding of the law relating to the client group and successfully helped in submissions that have resulted in the desired outcome. Established good working relationships with others involved with the clients welfare and engaged with the FA to gain their support for creation of Sanctuary Strikers, a football team for refugees, asylum seekers and others to encourage their participation in sport and integration into society.

The Role: Trust wide role as part of the Chief Operating Officer team covering strategic, operational and financial responsibilities. Particular oversight of seven diverse directorates, with a combined budget of over £500million. Responsible for site management across two large hospitals including A&E access standard, emergency planning and lead for winter resilience. Key role within local services agenda, specifically leading from the acute hospital on integration with community services. Central role in further development of ‘Fit for the Future’ transformation programme. Key Achievements: Full member of Trust Management Executive and specific responsibility for seven directorates alongside specific Trust wide portfolio.• Key role in consistent achievement of A&E access standard for type 1 patients through collaborative working with the clinical teams in the department and trust wide specialty teams, placing the Trust as the top ranked provider amongst comparable hospitals in London.• Established and led local services “Rapid Change Team” with a number of senior clinicians (from across acute and community pathway) to focus on providing care in the most appropriate setting, which has led to significant increase in use of community provision, reduced length of stay, improved discharge processes and reduction in bed usage. • Continued development of the £50million ‘Fit for the Future’ transformation programme with specific focus on establishing work-streams relating to space utilisation and realising benefits from technology.

The Role: Responsibility for the strategic development, operational performance, quality of care and financial delivery across the Division. The services within the division include secondary and complex tertiary paediatrics, a large maternity service, elective and non-elective women’s services and also support services such as catering, porters and therapies. The Division employed over 2000 people and has a turnover of over £100m.Key Achievements: • Developed the vision for the Southampton Children’s Hospital. This involved working closely with commissioners, partner healthcare providers and other public sector agencies to gain support for an ambitious project.• Provided leadership to the care groups in identification and delivery of the cost improvement programme. The Division achieved over 5% savings each year I was in post on a budget of over £100m.• Delivered consistent achievement of operational performance as measured against the Department of Health and Monitor (FT) aggregate score across both elective and non-elective performance measures.• Personally led on the development of a public/private joint venture between the Trust and a consortium of consultants to create Complete Fertility Service. This involved creating the business model, overseeing the building works and implementing a new service which is now generating profits for the Trust.• I gained extensive experience in leading negotiations regarding external commercial contracts including the requirements around industrial relationships with both local and regional union representatives.• Major role in working with colleagues external to the Trust, both in terms of commissioners and other providers. I met regularly with local commissioners including the emerging Clinical Commissioning Groups and specialist commissioners. I also maintain close contact with other acute and community providers with whom we share patient care pathways.

Interim roles in Cancer Care, Cardiac Care and then over a year in Critical Care before being promoted to a Divisional Director role.

During my time on the training scheme I was initially placed in the Dermatology department in Southampton where I was given financial and operational responsibility for the service. In particular the role involved delivery of outpatient and cancer targets. In addition the A&C function was modernised during the year I spent in the department and a clinician driven IT system was introduced.Following this I undertook a four month secondment at the DH where I was part of the Recovery and Support Unit. Here I worked with the team responsible for delivering the government’s promises on access to cancer treatments. This included personally enhancing the requirements for trust data returns and developing a cross-referencing system to enable verification of the accuracy and consistency of information submitted.The role involved working closely with a wide number of people including the Prime Minister’s Delivery Unit, government ministers, SHAs and senior civil servants.My second placement was due to be in a mental health trust but I was offered the opportunity to return to the acute trust and work directly for the Chief Executive alongside Price Waterhouse Coopers to deliver a trust-wide savings target of £26 million, this provided valuable experience in the structure and process of achieving ambitious financial targets through utilising the skills and knowledge of the frontline staff delivering the service.