Come and join our friendly practice they said, it is close to home with an excellent life-work balance they said ... then Andrew Lansley got to work! 9 months in I am really enjoying the challenges of primary care practice management. The partnership issues of leaving and joining partners are the same, but doctors are much more supportive of each other within the practice. I have actively promoted and assisted in successfully renewing a £5m+ contract to provide healthcare services into the… Show more Come and join our friendly practice they said, it is close to home with an excellent life-work balance they said ... then Andrew Lansley got to work! 9 months in I am really enjoying the challenges of primary care practice management. The partnership issues of leaving and joining partners are the same, but doctors are much more supportive of each other within the practice. I have actively promoted and assisted in successfully renewing a £5m+ contract to provide healthcare services into the Prison service, we also provide IT clinical advice to a leading software house developing innovative products. Life at Bushloe End is not 'sleepy hollow' and with the dawn of Consortia change is the watch word! Show less

I reported to the non-exec chairman and was recruited to head up an executive (to be formed) to enable partners to focus on revenue generation. I sat on the partnership board and with the chairman negotiated with partners for the change in corporate structure to limited liability partnership (LLP) status. Strategic projectsCommunication of corporate objectives to all staff annually to ensure clarity of direction and common purpose for all partners and staff and establishment of regular… Show more I reported to the non-exec chairman and was recruited to head up an executive (to be formed) to enable partners to focus on revenue generation. I sat on the partnership board and with the chairman negotiated with partners for the change in corporate structure to limited liability partnership (LLP) status. Strategic projectsCommunication of corporate objectives to all staff annually to ensure clarity of direction and common purpose for all partners and staff and establishment of regular briefings for all staffReviewed IT hardware structures and software with a view to long term stability, security and access improvement. Created strategies for future IT hardware and software upgradesCreation of new post of Knowledge Management and Communications and development of intranet to enable capture and dissemination of tacit knowledge across all officesCreation of a Business Development (BD) culture Established governance and reporting structures to release partners from non-fee earning workPreparation and presentation of detailed business plans for partner approval on an annual basisDevelopment of new, complimentary income streams with existing and new clientsOperational projectsThrough improved presentation and analysis of financial data I enabled more timely preparation of monthly management reports for all partners enabling greater engagement with monthly results and with the process of changeEstablishment and the ongoing management of the enabling functions including recruiting heads of IT, Facilities and BDRoll out of stable software platforms with updated hardware architecture to enable enhanced security and reliability for all users and to enable mobile IT to function effectivelyManaged the conversion process of the Partnership to LLP status and upon conversion to LLP was appointed as a Designated MemberAccreditation to ISO9001:2007 maintained and extended to new offices Show less

Home Direct was a discrete business unit within a large regional law firm where turnover increased from £1.1m to £2.5m and staff numbers from 45 to 55 during my tenure. I reported to the Managing Partner and was responsible for improving profitability and efficiency through the provision of high volumes of process driven work on a nationwide basis. Full P&L responsibility, strategic business planning, budgeting and financial planning in addition to HR and team development… Show more Home Direct was a discrete business unit within a large regional law firm where turnover increased from £1.1m to £2.5m and staff numbers from 45 to 55 during my tenure. I reported to the Managing Partner and was responsible for improving profitability and efficiency through the provision of high volumes of process driven work on a nationwide basis. Full P&L responsibility, strategic business planning, budgeting and financial planning in addition to HR and team development focusTransfer of three work groups to one location and implementation of new IT systems whilst maintaining staff enthusiasm for new work systems and improving quality standardsFacilitative role in further improving efficiency and effectiveness of the case management system, achieving real process improvement whilst keeping development costs within budgetObtained new source of work requiring new team structures and different work processes in 2003. Established reporting systems and KPI's to fulfil service level agreementsGenerated monthly reporting pack for equity partners with KPI's and detailed analysisActively involved in all recruitment of qualified staff, induction plans and ongoing mentoring and appraisals. Achieved a very low staff turnover rate of 12% in 12 months ended June 2004Handling of all client complaints, and of complaints raised by work providers Show less

Evaluation of a novel process method about to enter development phase as a stand alone business unit. I developed processes, staff structures and prepared ISO9001 documentation for approval.

Established by two Cranfield alumni, Ascot Drummond was a start-up business providing on-line accountancy services to small businesses utilising offshore expertise.Established customer service systems and procedures from first client, initiated client banking services. Providing reality check for IT development team based in Lahore, Pakistan whilst seeking practical, scaleable and robust solutions, preventing waste of scarce development fundsPreparation and presentation of… Show more Established by two Cranfield alumni, Ascot Drummond was a start-up business providing on-line accountancy services to small businesses utilising offshore expertise.Established customer service systems and procedures from first client, initiated client banking services. Providing reality check for IT development team based in Lahore, Pakistan whilst seeking practical, scaleable and robust solutions, preventing waste of scarce development fundsPreparation and presentation of successful VC funding proposals and due diligence materials Strategic business development including recruitment of Marketing and Finance DirectorsEstablished HR systems for UK staff totalling 70+Developed second UK customer interface facility in Dundee, Scotland from site acquisition to 40 trained staff. This involved assessing 12 different potential sites in the UK, negotiating discounts for start-up business interim office space, obtaining lease on 10,000 sq ft office, flood wiring and space planning. Key IT team re-located from London office to Dundee, and new management team structure established to drive teams in quality handling of small business accountsCritical role in balancing Chief Executive, Technical Director and Operations Director Pakistan in strategy discussions. Providing clarity, rigour and positive support to strategy development to ensure commitment and transparency in addition to creating vision and inspiring trust Show less

I held a number of positions from technical advisor to regional manager within firstly AF plc, then the fourth largest animal feed manufacturer in the UK, and ultimately within BP plc which acquired the oil distribution business that I was managing. At the time of acquisition the oil business had £16m turnover and supplied approx. 8,000 clients from 8 depots utilising a fleet of 17 road tankers and team of 28 staff.