Employed by Health United (currently operating as Derbyshire Health United Ltd), I work closely with the CEO, operationalising the CEO’s vision and strategy by translating this into tactical actions and operational planning, strategy and implementation.

(Circa £222m turnover – Housing, Social Care & Healthcare services Group) Housing 21 is a social enterprise for older people and the UK’s largest not-for-profit care provider with over six million care hours delivered annually and over 40,000 residents/customers, 7,000 employees and 18,000 properties across nearly 500 locations. We work in partnership with Local Authorities and Clinical Commissioning Groups (CCGs) providing housing management, extra care, homecare and complex healthcare services.Director of Business Improvement & Company Secretary• Responsible for the development & delivery of the Business Improvement programme focused on managing change to ensure the achievement of the Annual and 5 Year Corporate Plans.• Embedding a programme of continuous improvement focused on operational service delivery, staff engagement and customer service excellence.• Lead executive in driving organisation’s change programme of 11 key projects: 9 out of 11 projects are operations focused. Key purpose of change programme is for Housing 21 to be more aligned to commissioning strategy of local authority commissioners and NHS commissioners (CCGs). I own the 11 projects and write the quarterly report to the board on the progress of the organisation’s change programme. As Company Secretary I have executive responsibility for the Governance and Assurance services (including Internal Audit, Risk Management, Quality & Compliance, Health & Safety, Safeguarding, Customer services and Complaints Management) In-House Legal Services and the HR, Learning & Development function. All services aim is to add value as key business partners for our Regional Operations team through the locality structure.Report to CEO and as a member of the Executive team, I Chair the Operations Performance Committee and Policy Committee, and am a member of the Investment Committee.

Saga Healthcare is the largest independent provider of private and public funded homecare and healthcare services in the community, created by the merger of Allied Healthcare Group and Nestor Healthcare group by the Saga Group in October 2011. Saga Healthcare division has a Turnover of c. £300m, with 18,000 employees and a branch network of 200 locationsAs Customer Experience Director I act as the customer champion (voice) in the development of a business culture and operating approach that focuses on the delivery of high quality customer experience, which creates responsive and customer centric services, and which will ensure the Saga brand and behavioural values are at the core of the quality and service delivery

Allied Healthcare International Inc. 2003 to 2012(Sold to Acromas Holdings / Saga in October 2011 for £170m)A US NASDAQ and UK AIM Quoted Public Company with all its operational activities in the UK, Ireland and Australia. The UK group was the UKs leading provider of home healthcare and social care with over 120 branches and 11,000 employees and £180m turnover. UK Company Director since 2006.Service Director / Operations Director (Central) March 2010 to February 2012Combined Service Director role with Operations Director responsibility for the Company’s Central region (30 branches covering West Midlands, South Wales, South West and South Central teams) delivering c.52,000 weekly hours of health and social care and turnover of c£40m. To lead and drive the regional commercial and strategic plans to deliver against key targets and performance measure through effective management of regional P&L budgets, business development, financial management, people management, training, health & safety and quality & compliance. Key achievements:• 25% growth in commissioned hours delivered and forecast revenue and net contribution• significant reduction in staff turnover from c70% to 12% between 2010 – 2012• significant improvements in both quality & service delivery (internal and external indicators) and national regulatory frameworks• highest regional staff engagement survey results set against key people management indicators• acquisition program, which included geographical expansion into Ireland (May 2010), Scothomecare (10 branch acquisition in Feb 2011), purchase of Sue Ryder Homecare (8 branch division in July 2011) and 2 further acquisitions in May 2011 and August 2011.• successfully achieved disposal of Group in October 2011 at 60% share premium, following a 15 month process including being part of investor & vendor due diligence activities.

Service Director April 2009 to February 2012Reporting direct to CEO responsible for ensuring service delivery improvement plans implemented across the Group to achieve excellence against both external regulatory standards and contractual obligations within all business sectors. Retained operational responsibility for Quality, Compliance, Service Delivery, Operational Training & Professional Development and Contract Bid implementationAchieved significant improvement against CQC standards with 92% of services rated as Excellent/Good, and elimination of service suspensions/defaults in association with the 3 regional operations directors.

UK Company Director responsible to the CEO and US Board for over 100 employees covering the key head office support functions of Quality & compliance, Operational Training & Professional Development, Credit Control & Cash Allocation, Group Payroll, Customer Services, Invoicing and Sarbanes Oxley compliance through the Group Internal Audit team and management of 3rd party professional services.

As head of the Group Internal Audit function I was responsible for managing the internal audit, risk management and corporate compliance programmes, including section 302/404 of the US Sarbanes-Oxley Act 2002.Development and implementation of a risk based audit programme throughout all group subsidiaries, using the principles of the COSO risk management framework. Provide independent review of the operational and financial procedures adopted by the Group, and report to the Audit Committee on the standard of compliance and mitigation of key risks

NHS Logistics, supply chain of the DoH supported by a network of 7 Distribution and Logistics centres across the UK(Circa £650m turnover)As Head of Audit & Risk I was responsible for managing an Internal Audit department that included a programme of enterprise risk management and controls assurance in support of the Corporate Governance objectives. Managed a team of 50 professionals based at 7 logistics sites nationally with responsibility for carrying out stock control, quality control and compliance audits within both financial and operational areas of the business. Responsible for key NHS contract management and reviews including a vaccine’s storage and distribution contract circa £60m, and the development and implementation of an £80m Stationery & Computer Consumables contract to NHS Strategic Health Authorities, Commissioning Groups/Acute Trusts and NHS PaSA.Membership on key strategic multi-disciplinary working groups with Board reporting to develop and drive through significant business improvement and change management strategies.

British Gas Energy Centres Ltd 1997 – 2000(Part of Centrica Plc, previously British Gas Plc)Head of Audit & RiskThe Group Internal Audit function implemented a programme of Control Risk Self Assessment in accordance with Corporate Governance requirements of the combined code, which includes the review of financial, operational and environmental risks within the CompanyManage a team responsible for auditing system processes and procedures for Stock Control and Retail practices across multi-site locations, including 3 major distribution centres and a retail network of over 200 branches across England, Scotland and Wales.Implement the insurance policies and practices to support the Group’s Risk Management StrategyLead member of the Senior Management team responsible for controlling the branch closure programme of British Gas Energy Centres to Group deadlines and corporate reporting requirements

Competition Advisory Manager (Secondment)Accountable for all areas of the local authority’s operational commissioning responsibilities under the Compulsory Competitive Tendering (CCT) strategy. Reported to the Board and Members, as Chair of the Corporate CCT Working Group on the performance and compliance of the authority to meet legislative guidelines and requirements set by Central Government.Head of Internal Audit ServicesA member of the Finance Management team with overall responsibility for the Authority’s Internal Audit strategic plan. Management of the performance and development of the Internal Audit Team comprising 5 professional staff.Carried out key financial system audits by way of a Systems Based approach, Contract Audits, Computer Audits, Value for Money studies and Special Investigations, in accordance with the audit plan. Completed an annual business plan for Internal Audit Services and reported to Senior Management on the aims and objectives of the section and the subsequent performance.Senior AuditorTreasury OfficerAssistant Accountant