Responsibility for a team of over 40 colleagues, including additional colleagues from various other local healthcare providers who care for our patients.Creating a new management structure from scratch and recruiting appropriate people to the roles.Developing my people and promoting from within to provide continuity, while recruiting effectively to build a new team with patient service at the heart of the organisation.Revamping the telephone system to reduce the average call wait times for a patient from 25 minutes to 2 minutes.Embracing technology and its benefits, as well as analysis of processes across the practice, to collaboratively create more efficient ways of working, resulting in a massive reduction in staff stress and increased profitability.Utilising AccuRx's tools to create a bespoke total triage model, "The Human Touch" for my practice, which I have since rolled out in other local practices.Developing the practice’s financial plan and introducing robust governance to ensure our financial targets are met. Financial targets have been exceeded every year since I started at the practice.Deep understanding of relevant computer systems and how to use them to generate streamlined ways of working: EMIS Web, Docman 10, X-on Surgery Connect, Ardens, AccuRx.

I provide a range of consultancy services to General Practice, helping GPs to become financially efficient, and modernise their appointment systems, allowing patient queries to be handled efficiently and bringing 'The Human Touch' back to primary care.- Rollout of 'The Human Touch' total triage system in practices - including development, training, go live support, and collection of patient feedback.- Completing assessments of practice finances and/or processes, and providing feedback on developing a sustainable financial plan to properly reward our people while improving the quality of care for patients.

I worked for the University's "Student Journey Transformation Programme" (SJTP) as a Business Readiness Manager, and took on Project Manager responsibilities over the course of my first year.• Providing excellent communication and simple explanations of complex changes to university technology, to a range of stakeholders at all levels. Using conversations, presentations, drop-ins and roadshows to engage different audiences in different ways.• Responsible for project managing the implementation of Worktribe Curriculum, negotiating on competing requirements with senior stakeholders from SJTP, RKE, ISDS and Academic Services, and managing resource across teams to ensure the product is ready and compliant.• Using business networking to build and improve relationships with Professional Services and Faculties and utilising these relationships to achieve readiness for upcoming change.• Utilising matrix management across SJTP and Academic Services to hold the project team and supplier to account on agreed timescales and metrics.• Providing regular written reports to SJTP to factor into meetings and committees, while providing demos of the system and getting feedback from areas across the University.

• Managed a recruitment operation comprised of a team of five staff to maintain high quality, student-focused services. Using conversations to understand my team’s long-term aims, providing professional development opportunities and regular feedback.• Identified an issue of capacity within the team. Automated non-value work, utilised regular process review and developed my team to question processes and implement change, resulting in a 90% reduction in average inbox size.• Networked and built relationships with a diverse range of staff, students and external partners to manage compliance and sell the benefits of structured planning.• Responsible for compliance with Tier 4 immigration controls for student workers.• Quickly built extensive knowledge of operations within a completely new sector.• Planning projects such as the Student Internship Scheme. Implementation of self-service interview booking, a hiring manager portal, and performance dashboards.

• Responsible for three stores with a combined turnover of £40m annually. Managing a team of 3 store managers, 6 assistant managers, 20 deputy managers and 47 store assistants. • Mentored an underperforming store manager to re-engage him and provide opportunity to re-ignite his career, resulting in him becoming the area's best performing store manager.• Continually focused on the development of talent within stores, promoting 2 store assistants to deputy managers in 2017 and 1 assistant manager to store manager in 2018.• Successfully managed the full closure of Newark store for refurbishment and re-opened one month later, limiting wastage, controlling stock levels and redeploying staff across the area.• Looking line-by-line at inventory results to determine the key causes of loss, using this data to provide effective feedback to Store Managers and develop future strategy, improving inventory scores and outperforming the regional average.

• Responsible for a team of four staff resolving tenant and landlord queries for over two hundred properties in a business with £300k turnover per annum.• Consistently delivered target of 100 lettings between November and Christmas on annual basis for the following academic year.