Supporting both industry and health partners through bespoke engagements across the transformation lifecycle. A real focus on achieving better outcomes through co-creation and landing work in the real context of health and care provision context. Areas we cover include:Better EPR Journeys - from implementation to thinking differently about optimising Bringing strategy to lifeOptimising the value of working differentlyDigital Leadership & Behaviour ChangeHealthTech evaluation, market analysis and market entry Parachuting and ResolutionDo reach out for a chat.

Independent digital consultant with 20 years' digital, strategy and change leadership experience of getting things done across provider settings in health and care. Expertise in digital operating model design the application of digital thinking and approaches reimaging the way things get done to improve outcomes, effectiveness, efficiency and experience. Focused, intelligent approach to problem solving, planning and building teams in complex, multi stakeholder organisations where improvement and sustainability is the priority.

As an agent of cultural change and digital evangelist and digital leader driving the development of person-centric digital thinking, skills and capabilities to produce high performing fusion teams and delivery that challenge traditional cultures, behaviours and techniques that are no longer optimal for the digital age from the boardroom to the point of care.Our learning expedition so far has seen us:• Build the narrative for doing things differently• Make Leadership a team sport• A shift to Wrap (technology) to innovate focusing on a digital platform approach• Rethinking and breaking traditional governance• Moving beyond engagement to involvement of more than the technologist• Nurture different & diverse thinkers• Making Experience a primary concern • Working hard to build and maintain trust In addition to improving outcomes for the Trust through digital change some notable achievements are:Development of a digital transformation strategy at the heart of our clinical strategy which includes a shift from a limited focus on the clinical records and infrastructure to one of enabling integrated wellbeing and care, energise learning and empowering the people we serve.Implementation of fusion teams aligned to business capabilities with embedded digital clinicians, clinical leadership and design thinking practices adapting for skills.A strategic shift to fund teams not projects and a radical shake up of governance including funding giving teams autonomy so decisions can be made by the right people at the right time.Introduce fast, agile delivery through the use of low code platforms with a focus on building around user needs.Creating a focus on our health informatics/digital workforce and a push for adaptable, diverse skills and thinking. Core to this working with national bodies on professionalisation. Establishment of a new director lead ethics and privacy portfolio to energise thinking and actions in areas such as diversity, inclusion and trust.

Shift of the team to a product and user centred design approach and defining the SABP way of implementing and succeeding at change Development of post-modern, digital platform architecture principles to support solutions beyond the health record.Delivery of new clinical services with bespoke designed solutions to meet need including Perinatal Mental Health Services and a Single Point of Access for Mental Health.

Leading and developing the rapid maturing of the Digital Capability to enable true Business and Clinical Transformation through adoption of Digital technologies and workflows. Setting up of sourcing and partnership relations to provide governance and delivery capability across core IT functions including, Infrastructure, Operations and PPM. Working with the organisation to define and implement Portfolio Management processes to successfully prioritise and plan across a 5 year road map.Leading the baselining and definition of services and analysis of the legacy operating model developing the case for change

Assisting and facilitating the Trust to think strategically about how to leverage technology to create fundamental business and clinical change – formulating tech-driven growth and transformation strategies and plans to enabling more efficient operations through the use of technology.Working with C-suite and business/clinical executives to solve their key issues and provide actionable and assessed case for change, focusing on core digitally enabled clinical and business capabilities.

Employed with CIO responsibilities as the leader of the enterprise wide IT organisation delivering IT as an effective service provider and business leader and partner. Focused on solving legacy investment and structural issues with provision and capability whilst demonstrating value to the business of core IT functions. This not only is supporting the organisation in closing the gap in traditional IT service provision and investment but also structuring a Digital Hospital Vision and the implementation of wider Enterprise structures and governance to enable better outcomes through adoption of best practice and industry leading competencies.Key Achievements:Leading the development and agreement of a 'Digital' agenda and proposals for a £40-60M business owned IT enabled transformation programme with the wider organisation and local healthcare providers with substantial clinical engagement. Defining a strategic approach to application solution architecture and development.Developed Trust digital and IT strategies and secured funding for digital transformational programme after period of turnaround and infrastructure foundation stabilisation. This resulted in leading edge technology infrastructure after a £3M investment programme and a robust technology organisation.Negotiated extension and optimisation of key Allscripts PAS increasing value whilst reducing costs to the Trust and as part of a wider contractual review providing annual savings of 20% across all contracts whilst implementing active contract and supplier management and review.

Through merger and business planning being a leader of overall enterprise business technology planning, bringing a current knowledge and future vision of technology and systems to business processes, products and services for a strategic advantage working to deliver a ‘digital' vision whilst understanding the constraints of funding, maturity and capability of the organisation.Key Achievements:Delivered an approach and vision for a clinician led digital hospital approach with outline programme.Raising the profile and opportunity across two organisations of the benefits and value, that digital investment presents by delivering operational and clinical capabilities.Agreement and development of a programme for a significantly restructured and matured IT organisational integrating and consolidating existing services whilst creating a transformation capability and a new operating model

Employed as the leader of the IT organisation, responsible for the design, development, release and maintenance of technology systems and services for all enterprise business functions. This technical, operations and strategic centred senior IT leadership role is seen as the trusted partner of the Director of Finance in leading IT to become a business-oriented organisation. In this role I not only focused on the "run" aspect of IT, but also on the "grow" and "transform" aspects of IT, through working with customers, building strong relationships with senior management and key stakeholders, driving innovation and differentiated IT strategy, and improving the business value of IT.Key Achievements:Following review and analysis of IT provision negotiated and secured agreement for a IT infrastructure investment and service programme following years of inadequate and degrading provision.Rapid maturing of IT service provision aligned to industry best practice and establishment of a culture of continuous service improvement and metric based performance management aligned to emerging strategy development.

In addition to the IT Programme and Project management portfolio the subsequent role expanded to include the application portfolio covering both the support and development of existing legacy systems whilst building the strategic direction of the Trust for Integrated Digital Care Records. This remit covers both the implementation and adoption of best practice ITIL processes across the wider IT team. In addition, benchmarking maturity of the IT provision for the businesses both in the areas of traditional IT support and the development of digital patient recordsKey Achievements:Delivered a programme of foundational upgrades across core systems minimising impact to business whilst championing their use to release immediate value.Delivered initial gap analysis of capabilities not being provided by technology across the Trust informing strategic planning and need for enterprise approach to solution development.

Leading a large change programme focused on enhancing patient care through the delivery of Informatics/IT. Managing a budget in excess of £2M across a complex and varied health economy. Being responsible for alignment to the Trust's strategic direction, the programme comprises a portfolio of process redesign projects and resources which are managed for delivery of change and benefit realisation. As a member of the Trust management team be a part of strategic development, analysis and implementation. Act as deputy for the Director of Informatics and lead the wider Informatics/IT function through the development of the team and line managers. Provide direct cover for the Associate Director of IT during periods of position vacancy. Using technical infrastructure skills and understanding, operate as an interface between the technical delivery of IT within the organisation and management including leading business/service continuity, disaster recovery and information security.Key Achievements:Review, Analyse and validate projects and programmes following identification of irregularities of process at the Trust on IT expenditure. Resulting in redevelopment of several business cases and benefits realisation approach developing an understood and approved programme. Implementation of VitalPAC Clinical Observations system on to Trust wards resulting in 70% reduction in late observations and active monitoring of deterioration of patients.Implementation and successful use of Outpatient solutions supporting Outpatient Transformation including booking in Kiosks, Clinician Outcome data entry and Patient information screens through OASIS Clinic Manager.