We work with you to develop the necessary capacity and capability to design and deliver major organisational change and enhance the quality and cost effectiveness of patient services. Change needs leadership, vision and innovation supported by incisive operational and financial analysis, an understanding of best practice and focused project management. These are strong differentiators for SSG Health.Our Client Partners have substantial experience across the health management, policy and consulting sectors allowing us to work closely with whole Boards and individual executives to mentor and coach improved focus, impact and performance.Our fact-based analysis identifies the scope for efficiencies, we build management information improvements into process and reporting platforms to ensure clear visibility of the things that really matter.We employ detailed scenario models and support business case development where necessary, to ensure local or system changes are adequate to deliver future financial sustainability. This enables us to provide clarity regarding capacity and workforce need to meet care demand.Our team of experienced senior professionals provide whole programme as well as discrete project support. Working in partnership we will empower you to successfully deliver high quality care with economy.

As Chairman of Finegreen I offer strategic support and advice to the company on future business direction to build on our market share position and commercial successes.

Work with NHS Trusts on the procurement and implementation of class leading, integrated patient flow, capacity management, asset tracking and real time reporting systems.

Chair of the Finance, Performance and Investment Committee. Lead NED for procurement.

As Chief Executive I acted as the accountable officer of the Academy (a company limited by guarantee) and worked closely with the Chair, Non-Executive Directors and Council Members to develop and implement the strategic vision, associated business plans and controls, risk and assurance processes.

As Chief Executive I managed the Confederation’s resources, oversaw the governance of the organisation and its constituent parts, maintained a high external profile and influencing role for the Confederation and provided the support for the Networks to successfully develop.Personal appointments to the NHS Leadership Council, Medical Education England Board and the National Equality Council

I was appointed to run NHS Employers at its inception by the Government, in the autumn of 2004, with accountability for all aspects of the performance of the organisation providing a full range of advice, support, guidance, products and services to 500 plus member employers in the NHS in England and increasingly to healthcare employers in Wales, Northern Ireland and in the private sector.

I worked closely with the ministerial team and advisors and a range of senior internal and external stakeholders on policy and operations covering high profile issues within the Home Office and Foreign Office with a particular focus on immigration, asylum and nationality issues.With a department of 400 staff I oversaw the rapid expansion of the organisation and its locations from 4,500 to 20,000 staff over a three year period and was responsible for providing a full range of OD and HR support to a complex and controversial business with a budget of £3 billion and staff in forty locations in the UK and internationally. I was a member of the senior executive group of the Immigration and Nationality Directorate, the Ministerial Supervisory Board, the Home Office Group HR Board, the Joint Immigration and Asylum Delivery Board, and a member of the senior team managing the change and reform programme of the Home Office.

In this senior policy role I was responsible for around 300 staff and a substantial £ multi-million budget, having been recruited to oversee the implementation of the Government’s strategic framework for HR management in the NHS and its related policies.I worked directly to Ministers on development of policy and managed communications and networking arrangements on the implementation of that policy. I also managed three major units in the Department of Health responsible for NHS pay policy and modernisation, pay implementation and employment policy and was a member of a number of internal DH boards and cross-government work groups.I also had responsibility for the development and implementation of programmes to develop HR management capacity and capability in the service and for the national HR research and development programme.