Sue Eggleton Email and Phone Number

Trustee of the Liver Group Charity, a Medical Research charity whose principle activity is the development of an artificial liver. The artificial liver project is being carried out with the funds raised for the"Liver for Life" apppeal.

Strong Group Board member, as shown through annual perfomance appraisals for one of the UK's largest developers of high quality housing and with over 34,000 homes in management Member of the Governance and Remuneration committee and with the Chair, introduced structured performace appraisals for the Chair and CEOChair of the Audit and Risk committee - increased Boards engagement in Risk Management, gained value added services from internal and external auditors within existing contracts.

One of four Regional Directors responsible for the oversight of the financial perfomance of 23 NHS Trusts covering the South of England and providing advice and support to enable all to become NHS Foundation Trusts. Recruited 2 strong experienced teams working across offices in London and Taunton to cover a logistically and financially challenged geographical patch.Successful FT track record in a challenging climateSuccessful Turnaround of a number of financially challenged Trusts

To lead the Provider Development function across the Strategic Health Authority (SHA) and delivery of Foudation Trust (FT) status for providers in line with National delivery targets.Designed an effective FT assurance process that was adopted nationallyRecruited a highly qualified team to enable advice and guidance to be given to Directors of Delivery.Successful track record in getting Trusts to FT status in a financially challenged Region.

Director with responsibility for Finance, Procurement, HR, Planning, Estates and IT.From a zero base, developed both rigorous financial and business processes along with staffing structures, supporting both the start-up business, and rapid growth in year 3. Achieved a fully audited controls assurance framework for the Board.Organised premises for the new organisation, whilst developing a national and regional estates strategy to take account of future expansion. Established a procurement strategy to facilitate business decisions, whilst ensuring compliance and public accountability,Managed the implementation of a new centralised IT system enabling communication across a regional network. Developed a “dash board” of KPIs, later adopted by DH to manage performance of other NHS bodies. Following the closure of the NHSU, appointed as key member of a team of 6 Directors with the remit to set up the newly created NHS Institute of Innovation and Improvement, setting up financial systems governance, staffing structures and project managed the opening of the new offices.

Responsible for Finance, IMT and for the overall day-to-day running of the hospital and deputising for the CEO on a number of strategic forums. Following a history of non-achievement, delivery of all financial targets year on year.Key member of a team leading an innovative merger of Pathology departments between two TrustsProject Director for PFI residential accomodation, securing on site refurbished accommodation for staff and a multi million pound capital receipt.Created the vision and directed the implementation of a £20m private hospital on site to work in partnership.Developed the Trust’s IM&T strategy, implementing a new hospital patient administration system in a 3 month timeframe. Project Director for continued roll out of £12M project into clinical areas.Chair of the South East Region Finance Staff Development Group, delivering a resourced training and development strategy.Led the Trust’s corporate governance agenda