A specialist consultancy focused on EHR developments and health informatics, generally; covering projects from Health IT policy to EHR implementation support and evaluation, as well as stakeholder engagement and issue analysis. Leading proposals and implementation teams, together with client staff, to better understand the issues and possible solutions in delivery of health IT systems.Personal specialism in information governance (IG), advising a range of clients in healthcare and IT, mainly Europe and UK, on system architecture and policy to meet privacy and confidentiality requirements while enabling developments to meet overall business needs and objectives. Privacy issues continue to be a major inhibiting factor in effective adoption of widespread effective use of data across the healthcare industry.

Handling GDPR transition and establishing effective Information Governance processes

Interim position covering period until new permanent HIG&S recruited. Reporting to CFO. Providing advice across the business on IG and security issues, managing final stages of IGT submission, reviewing current activities and IG Framework, recommending and initiating a programme of work to introduce further improvements to governance and risk management in a rapidly changing business.

Part-time position reflecting involvement in a number of European health IT projects, advising on strategic effectiveness and information governance issues:• EHR4CR FP7-funded project (2013-15) developing Consent and Trust model documents, liaising with key stakeholder groups, resolving governance-related issues. Developed Standard Operating Rules and templates for Standard Operating Procedures.• Chair of Ethics Board for EHR4CR FP7-funded project in Europe (2010-13)• VPH-Share FP7-funded project – developing business model and ethics strategic documents• Data-Sharing Service (DSS) - MRC-funded project to develop to promote more effective use of existing data collections• Detecting and Eliminating Bacteria UsinG Information Technology (DeBUGIT) – European Commission-funded project to detect patient safety-related patterns and trends and use this knowledge to improve healthcare delivery.• Clinical eScience Framework (CLEF) – MRC-funded project to develop a clinical data warehouse to use data-mining techniques on routinely-collected records from cancer patientsOrganised and chaired a number of conferences and workshops, including ‘Governance of Medical Research Databases’ symposium, and ‘Critical Issues for Electronic Health Records’ through the Wellcome and Nuffield Trusts. Developed syllabus, course materials, and helped present course on Information Law and Governance in Clinical Practice over a number of years.

A major project for NHS England known as the National Programme for IT with excellent aspirations and funding, but with over-emphasis on IT delivery regardless of business benefits.My role (through CHIL) was as Information Governance lead, advising on confidentiality issues, application of technical IG controls, developing guidance for NHS organisations, liaising with internal programmes, suppliers, and NHS staff, to ensure that privacy controls were effective across the whole of NHS England Also advised Summary Care Record and HealthSpace projects on presentation of information to patients and public.

Honorary position, but actively involved in the operations of Cambridge University Health, an initiative to promote cross-fertilisation of ideas between the Business School (and University generally) and the local health community, including Addenbrookes a leading teaching hospital in Cambridge.Included 'The Informed Patient' published under the aegis of the Judge Business School (see CHIL) available at www.health.jbs.cam.ac.uk/research/cuhresearch/tip.html

Rebuilt the consultancy teams and service offerings to clients to support delivery of call-centre and business reporting solutions. The teams were based in UK, Europe, America, and Australia. Introduced defined business process, linking with sales and customer support areas, and using formal methods such as Prince 2 for project management, ITIL for customer support, ensuring that staff were properly trained to use such approaches and train client staff as well. Eliminated back-logs on systems implementations, reduced operation errors, and returned consultancy arm to profit within 6 months.Planned and managed European introduction of new ERM product, identifying marketing and channel strategy. Trained sales teams and partners, covered initial presentations to clients.Recruited major partners such as IBM, SHL Systemshouse, and Computacenter, developed pipeline of £2.5m in 6 months. Developed consultancy processes for new product to ensure effective delivery. Oversaw initial implementation projects.

Restructured professional service teams to better integrate with and support sales team and to ensure solutions delivered met client business needs. Introduced use of formal methods such as Prince 2 for project management, SSADM for business analysis and design, and the Microsoft Development Methodology (MDM) for rapid application development and prototyping. Refocused team skills on higher-value activities, through skills analysis and training plans, increasing retention of staff and improving profitability.