Working with the New Hospital Programme (one of the UK government's major programmes), supporting the Transformation Directorate with various initiatives from new models of care to developing MVP clinical standards and coordinating a significant piece of work between the Transformation and Delivery teams.

I'm one of 4 partners who have set up a new concept Physiotherapy service: Physio 3.0. This new venture draws on all of my healthcare expertise (clinical and commercial). Being the Strategy Partner I have shaped a competitive, differentiated positioning for the new service. It is more connected to people, different in the ways we work with customers and has a 'do & learn' adaptable, accepting culture. The business model has also been reimagined and we are already set to expand the practice only 3 months after starting it in Colchester.

I started as a Regional Lead for London, leading the roll out of direct-LAMP (saliva) for NHS and non-NHS Asymptomatic testing in London. Later stepped up into the Use Case Lead for the LAMP Cell/Hubs Programme - a major development programme of the UK's first fully automated testing platform. Over the last 6 months of the LAMP Programme I was the strategy lead for the portfolio. During my 18 months at UKHSA, I worked across NHSE/I, government departments (DfE and MOJ), local government and Public Health England. A significant outcome of all this work was to make LAMP technology more accessible to those who struggled with swab-based testing (typically children with Special Educational Needs and adults with Learning Disabilities) thereby addressing a significant health inequality. My role also required managing key policy and strategy stakeholders across UKHSA and other government departments to align the LAMP Programme with wider government policy, often having to find significant compromises to achieve this alignment. I then co-authored and delivered the final Lessons Learnt Playbook for the entire portfolio to the Programme SRO.

Saffron Steer is an influential and experienced healthcare commercial strategy business. We work across the NHS, private and voluntary sectors. The focus of our work is on creating a differentiated competitive advantage for our clients to better position and grow their services. Check out our mini movie: https://www.saffronsteer.com/about-2/We have worked with many organisations, here are a few of our successes: ►Rescued a major NHS unit from closing, at South London and Maudsley NHS Trust►Won £3.9M of new business for Hertfordshire Community NHS Trust►Gone international with a project in Egypt, conducting a commercial due diligence on a radiology and pathology business in Cairo which helped to inform investment decisions for the business►Helped a GP Out-of Hours provider to differentiate itself and attract more doctors in a competitive space►Produced a Ministerial briefing for Macmillan Cancer Support on their specialist palliative care services in Hull; our report was instrumental in informing a Parliamentary discussion on the ‘Choice Review’ ► Assisted a major private provider with a consultant engagement initiative that increased profitability► Transformed a Clinical Coordination Service for East London NHS FT that is now saving clinical time & building reputation in primary care We do ‘unusual strategy’ i.e. when proper strategy is carried out it might seem, and feel, unusual. Our strength is uniquely combining clinical credibility with compelling commercial acumen. So, our clinical experience and insights around shared decision making, clinical governance and an ability to engage clinicians of all types combines with a broad breadth and depth of understanding of healthcare businesses and how to make them profitable with the right business model. This gives our clients confidence that we are not just to be engaged when thinking about starting long-term initiatives but can also add value very quickly to short-term initiatives.

Needed to help out during Covid-19, so jumped back on the register and was priviliged to work with some of the best clinicians I have ever worked with from right across London, including some from the military. In a very short time: - Built a dynamic Physio team of 30 strong – coaching, mentoring and galvanising the team, working alongside HR and Induction/Training teams to ensure we had the right skill mix for ICU and Step Down - Offered clinical leadership to the team, ensuring good governance of the Physio service - Responsible for setting up and deploying the Non-invasive Ventilation Service - Took charge of the Proning Team structure and function, developed checklists and by fostering close relationships with Anaesthetic leads, ensured proning was one of the safest practices on the ICU - Developed the profile of Physiotherapy services by establishing and growing trusted, respectful relationships with medical, nursing and wider MDT colleagues

Helping to bridge the gap between education and the workplace by advising and supporting young people (aged 16-19) in education as they develop a business strategy over one day. Sharing business skills and knowledge to help prepare the next generation of employees and entrepreneurs.

Brand Institute is the premier, global brand identity consultancy operating in the pharma and healthcare space. Role included: - Brand identity development within the pharma and healthcare sector, working within the UK, Nordic Territories (Sweden, Finland, Norway), and India. - Managing complex, global branding projects. Ensured growth and contributed to London Offices' ‘best ever’ sales year for 2010; 13% over billing goal of £1.5M by bringing commercial discipline and healthcare management insight to the role.

iWantGreatCare aims to ensure excellent experience across health and social care. It is an independent service working with the NHS and the private sector to provide the most detailed, accurate and timely monitoring of patient experience that can be used to create, monitor and inform true outcomes-based commissioning.Role included:•Defining the initial business and brand strategy for the start up, redefining the product offering with new market entry strategy based on an acute understanding of market readiness• Bringing commercial discipline to the business, translating entrepreneurial vision into action• Developing and managing the business development pipeline, creating a BD pipeline value of £1M in the first 3 months

Sg2 is a global, future focussed healthcare intelligence and consulting organisation.Role included: - Working across primary and secondary care to deliver future focused healthcare intelligence tools to assist commissioners with demand management and secondary care with enhanced efficiencies in their operations - Assisting commissioners in being able to make better capital investment decisions - Leading and chairing an international ‘Design Forum’ which promoted Sg2’s international business to clients in the Middle East and in the US

Lodestone Patient Care was, for 17 years, a leading independent sector provider of diagnostic imaging services. It was acquired for its premium brand in 2008. Role included: - Managing the brand over time and creating significant brand equity that was realised when the company was sold in 2008 (equivalent to several EBITA multiples) - Heading up the first B2C marketing strategy for the company. - Creating, motivating and influencing the first regional sales team across the UK operation. - Coordinating all corporate communications including the redevelopment and repositioning of the web site to align with a key corporate objective of engaging directly with patients. - Driving new business growth; one salient example was delivering the company's first ever cardiac MRI site taking this from initial concept through business planning, board approval and to fruition

Guys and St Thomas' is a leading tertiary referral hospital in London. Role included: - Introducing an internationally renowned clinical model for Intensive Care rehabilitation - Establishing the first ‘ambulatory ventilation’ protocol in UK Intensive Care units and pioneering work on best management of patients with ARDS/ALI - Recruiting, managing and motivating a team of 20 clinicians to deliver a clinically credible, premium service to the Intensive Care Directorate - Conducting independent research and publishing this work in peer review journals as well as presenting at high profile National and International Intensive Care meetings