A leadership role, managing half the UK, with demonstrated success in gaining approval for 8 new specialist services across the North. Supporting and guiding the NHS in its objective of improving equity of care by increasing capacity, improving patient access and developing effective pathways for high risk Severe Asthma patients in specialist services, enabling accelerated access to specialised centres for optimised MDT management and biologic therapies. This includes: Working with NHS England specialised commissioners and Severe Asthma Hub clinical leads to gain approval for new spoke services to have access to Blueteq for high-cost biologics prescribing and initiation and supporting services to meet Shared Care Agreement specification to achieve this.. This includes leading regular meetings and workshops with key stakeholders and steerings groups to overcome challenges and support solutions - this part of the role is hugely challenging and complex but rewarding once over the line!Leading and supporting the development of efficiencies and increasing MDT capacity in existing services to accelerate patients through the pathway: this involves linking sites up to share best practice and developing advocates.Mapping and development of effective referral pathways, incorporating AAC consensus guidelines to improve patient access and outcomes - leading steering groups to achieve this.Facilitating a Population Health approach through education and patient identification at scale in primary and secondary care, driving appropriate referrals into specialist severe asthma centres. This involves engaging all levels across the Health System, ICB, sub-ICB and PCN level, often developing and integrated approach with specialist services.Joint Working and project management - Gaining funding for partnership working with senior NHS stakeholders and leading projects for AZ from start to finish.

Provided advice, guidance and feedback into Brand strategy and plans from a field sales perspective, working with senior leaders.

Insights Champion from Jan 2022, Chair from June 2022. Insights Champions Group is a national initiative to support strategic insights gathering across all functions. Led a cross-functional team to develop tactics to drive cross functional insights sharing, including identifying and coordinating new work streams, e.g. for development of regular National Newsletter to share best practice and development and distribution of a National survey to capture insights needs and gaps.

Senior Regional Account Manager within Amgen’s General Medicine Business Unit. Hybrid Market Access and Sales role, focus being on promoting and optimising Market Access for high-cost mAbs, in Cardiovascular, Osteoporosis and Renal in Cheshire & Merseyside and Stoke & Staffordshire ICSs.Highly successful in role. Accountable for developing cross-functional plans and execution of all commercial and market access activities across ICS areas. Developed solid relationships with key stakeholders, enabling successful work with NHS clinicians and payers at all levels to commission and drive changes in Pathways and Services. Supported the implementation of Homecare Services in numerous Trusts. Shared best practice with Business UnitDeveloped and presented case to Senior Managers to successfully gain funding for AI Lipid Pathway.Nominated several times for awards in leadership and cross-functional working.

Value, Access and Policy - secondment Part-time secondment on a Joint Working Proof of Concept and implementation project with the North West Innovation Agency AHSN.Led the development of 3 new clinical and patient pathways during the project, verified by clinical team members. These were: Primary Care Patient Identification and Referral Clinical Pathway; Patient Experience Pathway and a Secondary Care Management Pathway. Proof of Concept to be established to scale and spread. Led best practice sessions on how to develop clinical pathways internally.

In response to Covid, initiated and led a National Virtual Meetings Programme, working with Marketing and Medical, leading RAM colleagues to develop and deliver a bespoke programme. Following huge success, Amgen Academy has since been adopted in each Business Unit across the UK affiliate.

1 day per week secondment as part of an internal Excel Programme aligned to Marketing, to lead cross-functionally, with medical colleague, a National project to understand challenges and opportunities for lipid management within Cardiac Rehab. Led RAMs nationally to engage externally to gather information, analysed results and presented recommendations to senior leadership team.

An account management and market access role, responsible for Wirral, West Cheshire, Central and Eastern Cheshire and Warrington - Led the performance of a NOAC and reversal agent to Secondary Care clinicians. I won an award for “fastest start” after 5 months of joining Boehringer.

I led account management in West Cheshire and Central and Eastern Cheshire – Launched a first in class product to Primary/Secondary Care and led Market Access in the Diabetes Market. I also mentored and coached team members leading to successes in their performances. I won two Regional Awards and one National Award for Excellence.

I initiated and worked with Marketing to develop a Real-World Evidence Tool, which allowed clinicians to track their patients results with a first in class diabetes product. I was a Real-World Evidence lead for the Northern Region for over a year, working closely with Marketing. I was praised by senior management and Marketing for my drive and unique approach to leading the regional Team in planning and successfully launching critical new national real-world evidence data to support clinical decision making

I worked in West Cheshire, C&E Cheshire, Wirral – Primary Care and Payers - Promoted in the CV, Respiratory and Pain Markets. I won several Regional and National awards for excellence and value-added work. I was also nominated for Pharma Rep of the Year several times by customers (unable to win the award as AZ did not take part in the awards). I supported the area sales manager with recruitment of new sales team members by attending interviews, developing and asking candidates questions and inputted into decision making. I Initiated Business Review Meetings and led cross-functional planning meetings (which were rolled out nationally) on business templates I created, long before it became the norm. This ensured hospital, primary care and NHS development teams could have an integrated approach in the Market.

I was one of three Sales people appointed nationally, and trained with the management team, as a Field Coach and ITC trainer following sustained sales success and consistently scoring the highest benchmarking score in several national selling skills assessments. I coached peers in the Northern region over a period of 2 years. I also facilitated and supported ITC training with new starters on product training.

I was asked to join the Respiratory Brand Strategy team to help develop the strategy and campaign to launch a new indication in respiratory. This entailed regular meetings at AZ Head Office in Luton. The meetings had around 20 key stakeholders in attendance and I represented field sales after only a short time in role.

I led the Communications arm of a Change Management project to promote and roll out a critical new purchasing system throughout AstraZeneca in UK to 10,000 employees. I won an award, as an integral member, with this Change Management Team from the Senior Executive Team at Alderley Park for outstanding teamwork and success.I worked closely with the Training Manager and Change Manager to scope out objectives, strategy, tactics, milestone dates/goals, KPIs, measures and communication channels to ensure successful delivery.I identified and engaged with internal customers and stakeholders to discuss communication needs and messages for different sub-cultures within the Company. I also led update meetings with customers I facilitated project update discussions and meetings with the Change team and Technical team to ensure that a cohesive approach was maintained to manage project timelines.I led on all communication activities and plans, including; channel identification, development, ROI and KPIs.Working with an internal design and production team, I led on branding, design and production of promotional materials and poster campaigns; I wrote and published articles; led the design of a new website; led exhibition and marquee events and wrote newsletters; I developed quizzes and obtained prizes from local sponsors. I influenced Project team members and gained buy-in to support different aspects of the Communications Plan, despite having no direct authority over them.I mentored junior team members. I was also team building lead.

I developed and executed a campaign to launch a new IT Help Desk to support the implementation of the new purchasing system, working closely with the Helpdesk Team.

As teambuilding lead, I initiated and developed, with an external consultancy, a two-day team building event with the Project team of 40 people, which helped solidify relationships and improved teamwork to exceed objectives.

I was Line Manager for two years to contract staff. This involved recruitment, appraisals and development.

I managed global customer accounts, exporting AstraZeneca products from the UK to marketing companies in Europe, Asia, North America and South Africa for onward distribution to their Markets. This included managing adhoc urgent Named Patient requests and managing Letters of Credit. I was also a Line Manager for two years. This role involved matrix management internally with various departments in Uk, such as Regulatory,, Customs and Supply Planners, and globally with AZ Supply Chain and Logistics partners and external freight forwarders, to ensure an excellent service was delivered.

I initiated an idea with Senior Management to redesign our Service by merging two roles into one and managing the customer experience throughout – as it was disjointed. I suggested this following feedback gained from customers. I was asked to lead on the redesign and implementation.The same amount of people would be needed but their jobs would be enhanced by taking on the whole process but dealing with less volume. I therefore led a project to integrate services between my peers in two departments. This involved 20 customer service people needing training on a new part of their role. I recruited a team of peers on my own initiative to help deliver the project. As a team we scoped out objectives; identified training needs, developed and delivered a training programme, and measures to ensure success.

I managed UK customer accounts to ensure adequate supplies of chemicals were sustained for JIT manufacturing needs. I won a Company award for my outstanding achievements managing a supply shortage effectively, which I volunteered for.I managed relationships with UK clients and fulfilled their logistical needs, service levels and rebate schemes. I liaised with international manufacturing sites, to maintain adequate stock levels in the UK warehouse. I managed relationships with our UK warehouse and freight forwarders to deliver a first-class service. I managed UK customer accounts to ensure adequate supplies of chemicals were sustained for JIT manufacturing needs.

I led a short-term project to manage an international shortage of product, focusing on over 100 UK key customers. I won an award for maintaining stock supplies during this difficult period. The MD commented “you wouldn’t even know there had been a shortage”.The project involved customer prioritisation, management of stock “rationing” through constant communication with customers by phone and face-to-face to ensure that the Company maintained critical supplies and relationships during a difficult time. I also had to negotiate stock delivery from overseas manufacturers and haulage companies to ensure supplies were maintained as much as possible. This was a daily challenge as there were many sites competing for stock. This project was a very challenging task, and I demonstrated excellent leadership and interpersonal skills by managing difficult conversations with key customers and suppliers. I demonstrated my drive and tenacity to ensure that we maintained excellent customer service.