Member of the Corporate Strategic Planning Programme Management Office with the following responsibilities:• Managed the implementation of the National Health Insurance Scheme in Hamad Medical Corporation• Led the setup of the clinical supporting services for a Covid-19 hospital (0 to 763 beds in 4 weeks)• Member of the management team for the overall operation of the Covid-19 hospital• National Program Manager for the Integrated Care implementation• Resource coordinator for the national major incident team • Advised departments on compiling business cases for the annual budget submission• Leading the Clinical Support Services to provide services to a new hospital• Trained Project Leads in HMC (Prince2) methodology to ensure a standard framework across the organization

Implementation of Asset Management Systems for gas turbine engines:• Worked with Rolls Royce Energy (power generation) division• Manage the maintenance, repair and overhaul process in centers worldwide• Onsite implementation of the software solution in a customer in India / remote implementation in China• Addressed system incidents, managed changes, and realized functionality/process improvements• Identified improvements to the software and defined the required changes• Directed programmers to make improvements to the software and tested the results

The acquisition and merger of NHS Services into a private provider, whilst maintaining free care to patients• Completed due diligence of the contract and revenue streams• Analysed activity data and service capabilities to determine current and required capacities• Compiled project plans for all areas of the transfer and service development phases• Managed a team to complete the transfer of the service to the new provider• Presented the future vision of the service to staff and assisted with their TUPE transfer• Implemented Performance Management Systems to identify opportunities for improvements• Coached Managers and Directors in the application of KPIs to drive operational effectiveness• Redesigned the service and processes to enable a reduction of costs while improving patient access• Stakeholder meetings with the commissioners to review project progress and service performance

Supported and trained customers in the use of the on-line Management information Systems and implementing the tools into their NHS Trusts. These tools are positioned to allow the benchmarking of Clinical quality, service quality, and some basic productivity measures both nationally and to selected peer groups. The training/implementation taught customers to interpret this information and highlight areas of under/over performance which led them through a change management process to address the issues.

Change management in NHS Community Services involving 1500 employees. The aims of these projects were to improve the effectiveness of services while increasing efficiency, and included a high level of information management. These systems enabled current performance in to be observed in “real time”, and changes monitored when improvement initiatives were implemented. The information was employed to operate Management Control systems and implement behavioural change with Service Managers, identifying areas for further development, and overcoming objections. The results were:• Increased productivity by 50%, with savings of £3.6 million/year• Successfully overcame cultural resistance by including key professionals in the analysis, presenting the results, and encouraging them to set their own targets in line with organisational objectives• Forecasting and Planning of all resources to maximise return on investment• Coached Performance Management techniques and the use of KPIs to drive efficiency and effectiveness• Led teams to drive the change in behaviour and disseminate the new methods of working to all staff

Spearheaded the implementation of change strategies into the Public Health Sector (UK & Republic of Ireland). Each of these involved Hospitals or Community Services with 400 – 1400 individuals. I was responsible for leading a team of consultants with the objective of devising and executing strategies to improve utilisation and productivity by 50% to 200% creating cost savings of £4-6 million from budgets of £18-24 million. Core aspects of project management including points 2-4 in the previous role description, plus:• Regular progress meetings with senior stakeholders (CEO/COO/CFO)• Co-ordinated and led multiple, concurrent full life cycle projects• Developed systems for a new business sector, now the benchmark for all Meridian projects• Analysed budgets & costs & predicted future spending requirements post implementation• Coached Directors and Mangers in the use of KPIs to enhance performance and develop leadership• Full P & L responsibility for project operations budget and the generation of additional revenue streams• Line management and development responsibilities for reliable/flexible consultant teams

Providing change management, strategic restructuring and planning, business process re-engineering, management information systems and productivity improvement. Applied the principles of “World Class Manufacturing” into the office and service environments (Insurance policy writing /claims assessment/ retail)•Achieved over 100% increase in policy writing, taking the quantity / employee from 650 to 1350 in Swinton Insurance Ltd•Realised a minimum payback of 300% on investment within the first year on each contract•Reduced processing time by 10% to 50% and turnaround time from 6 weeks to just 2 hours in Hill House Hammond Ltd