Chief Finance Officer, Commercial and Strategic lead for DSFS, designing, mobilising and delivering the company infrastructure and commercial strategy. Circa £50m turnover with further £100m of asset management. Responsible for delivery of key financial requirements and cost improvement of the company.Working to support the Trust directly where required on commercial and strategic activities (e.g. primary care growth strategy or other partnership working) the role combines strategic leadership on the DSFS Board, with on-going support for Chesterfield Royal Hospital as the 'parent company' of DSFS; continuing to act as commercial lead on behalf of Trust where required.Lead the re-shaping and future strategic implementation of changes to the Finance and Procurement functions for long term stability to meet the needs of the company, internal and external stakeholders and the national target operating model while driving circa £2m to £5m of savings per year.Chair and founding member of the East and North East of England Commercial Directors Network on behalf of NHSI. Joint lead on behalf of the Pan Derbyshire STP (Joined Up Care Derbyshire) for the 2017-19 Planned Care programme of service transformation, with a specific focus on demand management, Muscular Skeletal services and procedures of limited clinical value - delivering around £12m of cost improvement in this period as one of the early successful JUCD programmes.Lead Director for finance, procurement and corporate governance/commercial team of DSFS.Continue as lead Director in practice for the Trusts clinical subsidiary Derbyshire Primary Care and Commercial Services (DPCCS) operating the Pharmacy FP10 contract on behalf of the Trust and potentially wider commercial pharmacy outpatient services in the future.Created new operating model for primary care premises operated by the Trust in line with the operated healthcare facility model.

Lead Director for operating the subsidiary on a day to day basis and over seeing appropriate governance. Lead for developing long term plans and options to develop the companies clinical service operations.

Consulting business & transformation methodology based on 20 years NHS experience including commercial activities, operational & performance management, as well as specialising in change management, improvement and innovation for the last 15 years. CSI-Health brings together a practical approach based on key elements of six sigma, Lean (TPS), T.O.C, leadership, project / change management and a range of other techniques. These are distilled to their most basic level to allow scalability from 'bottom up' localised improvement work to cross community strategic transformation work. As an all encompassing methodology rather than traditional 'one size fits all' approach using just one specialist method CSI-Health drives cultural change, O.D. and transformation projects in equal measure. All CSI-Health materials are commercial proprietary owned by CSI-Health with all rights reserved, but are currently free to use within Chesterfield Royal Hospital NHS Foundation Trust within delivery of its core business activities, underpinning its Choices staff engagement and transformation programmes.

Full range of Director duties for a limited company and Charitable Trust, supporting the school in a non-executive support type role. Supporting mainly on Finance, Risk Management and Governance as well as bringing wider experience as required for the needs of the school. Enabled financial and governance turnaround and embed structured approaches to Board Governance, Financial and Risk management to support the Boards' longer term development.

Lead for developing Trusts initial strategic intent and approach to commercial opportunities and engagement. Programme lead for delivery of Trusts two Wholly Owned Subsidiarys - Derbyshire Support and Facilities Services (DSFS) and Derbyshire Primary Care and Commercial Services (DPCCS). Strategic primary care federation and place link for CRH and supporting strategic agenda for Royal Primary Care. Lead for demand management work stream of planned care for Joined Up Care Derbyshire. Chair of North East Commercial Directors Network.

Continuing to provide professional leadership to CRH Transformation team while leading work for the Trust to develop its primary care services in Derbyshire and Hardwick CCG areas plus developing our commercial agenda.Leading delivery of the caretaker contract and business turnaround for a 25,000 patient GP practice for NDCCG with CRH being one of the first wave of Acute Trust's to take on this type of service with a long term intent (tender due to be awarded shortly). Building and supporting a team and my colleagues (be honest…non of us achieves major turn-around on our own!) to be currently on target to deliver 40+% cost improvement in 18 months while reducing wait times, reducing complaints, strengthening safety and governance arrangements and growing the clinical workforce.Leading successful formation of business partnership with additional 11,500 patient practice as part of growing our Royal Primary Care services to bring high quality care closer to patients through our practices and grow our services in primary care over the next 5 years.Leading work to develop the Trust's commercial arms length organisation to create flexible and appropriate primary care models in line with the five year forward view, and taking a lead to mobilise the Trust's wider commercial agenda to support patient care through wider income generation.

Leading the Trusts Choices Programme set up to deliver Innovation & Transformation Programmes to deliver our £33m efficiency drive through 40 programmes over 5 years for long term strategic stability. Supporting clinical leadership teams to create a model of what a district general hospital can be, suitable for the future NHS. Underpinned by our continuous quality improvement programme my approach combines a 'governance tight - bureaucracy light' use of best practice approaches to portfolio/programme management while at the same time creating capacity and capability for change in the organisation, supporting teams and individual Change Agents to implement and deliver this;Designing & Leading the Transformation ProgrammeSupporting Clinical Services Strategy DevelopmentSupporting 7 Day Services Early Adopter workCreating appropriate governance frameworksEnsuring appropriate links to the quality governanceProviding underpinning methodology for transformation/continuous quality improvement (CSI Health)Creating/delivering CSI Health training programmes for Change Agents/Senior LeadersCreating/Delivering CSI Health based staff engagement for change programmes & approaches

Programme lead for creating and operationalising a strategic approach to cultural change across the organisation, to develop and embed a Continuous Improvement & Innovation philosophy. Designing and implementing practical processes to underpin and support this for long term sustainability.General Management for all Therapy & Facility Services including development of the retail catering business. Moved services from deficit position to significant underspend in less than 12 months. Sustained this underspend while improving waiting time and patient access performance, releasing year on year CIP and increasing staff engagement to create one of the strongest Divisions in the Trust.

Strategic business development support & operational / financial management consulting to the business, which services the automotive manufacturing industry.Successfully increasing saleable value by around 800% in period as a director and successfully creating a staff buy out package selling the business onto our own team which continues to trade successfully.

Land & Property Development / Bringing non viable properties back to market / Project Management

Operating across 4 sites with approximately 800 bedsGeneral & Financial Management,Continuous Improvement & InnovationSite wide on-call senior management coverStrategic PlanningLarge scale PFI design and contract implementationPerformance ManagementCapacity planning, bed management & patient flowProject (Inc Capital Build) ManagementContract Management and OutsourcingData AnalysisAchievement examples include:- First Division to break even since becoming a Foundation Trust.- Created the first common-automated Pathology floor in Europe, managing the project from design through to build and implementation. One of the first areas to genuinely apply Lean throughout pathology and used as a best practice centre by the suppliers to build principles now in much wider use throughout the NHS/NHS Improvement- Waiting times reduced from some of the worst in the region to some of the best in less than 6 months from reviewing the service with no recurrent investment.- Turned around £40-60m treatment project that was 12 months behind with only 12 months to go. Opened on time with many working practices introduced still in use and rolled out more widely in NHS including development of electronic patient tracking with supplier to extend basic check in to allow patient management across outpatient attendance pathway.- One of first Trusts to introduce plain film on day booking system and 'back-to-back' ultrasound room design to improve flow and reduce waits.Services managed inc. Radiology, Anaesthetics inc I.T.U,, Pharmacy, Histopathology & Mortuary services, Clinical Chemistry, Haematology, Microbiology, Chaplaincy & Bereavement services, Estates, Portering, Domestics, Catering inc.CPU, Patient & Retail, Patient administrative services, Physiotherapy, O.T., Medical Engineering, Procurement, Capital Planning, Contracted services for Clinical Psychology, Dietetics, Speech & Language.Project work with other Directorates for service development / problem resolution