Working with pharma companies and the NHS to address the challenges that enable patients to access the best treatments, care and outcomes:
• Within immuno-oncology, working with leading pharma companies and cancer centres to develop services to address operational challenges (capacity, productivity, toxicity management) so treatment decisions are not compromised by service limitations
• Delivering tailored field team development programmes to build new skills, capabilities and knowledge to engage customers in a more personalised way and build partner relationships• Supporting the NHS to design and implement integrated care systems that are underpinned by population health management, tackle inequalities in outcomes, experience and access, and enhance productivity and value for money

Responsible for delivering the Acute Services Review Programme, developing the NHS Lincolnshire Integrated Care Board (ICB) Target Operating Model and developing the NHS Lincolnshire Joint Forward Plan and Lincolnshire Integrated Care Partnership (ICP) Strategy.• Designed and led the Acute Services Review (ASR) programme. Led the Programme Management Office (PMO) and the production of the Pre Consultation Business Case (PCBC), Decision Making Business Case (DMBC) and the narrative in the ASR Public Consultation Document. Led the analysis and response to considerations, concerns and alternative options received from the public. All changes were agreed, including the consolidation of acute stroke services and the establishment of a UTC in place of an A&E, following NHS regional and national assurance processes. Provided leadership to the implementation of the agreed change proposals identified through the programme.• Designed and led the process for developing the NHS Lincolnshire ICB Target Operating Model (TOM). The establishment of ICSs and the new statutory framework meant the NHS Lincolnshire ICB needed to evolve the way it worked as a CCG. Led the development of the ICB TOM, which defines the organisation's purpose, focus and way of working. It informs how the organisation will develop in order to become more agile, reduce duplication and support the NHS and ICS in Lincolnshire as a whole to deliver on its agreed priorities.• Designed and led the process for developing the NHS Lincolnshire Joint Forward Plan (JFP) and the Lincolnshire Integrated Care Partnership (ICP) strategy, including input from the people of Lincolnshire and the prioritisation of initiatives. Led the production of these two documents, working with subject matter experts and wider stakeholders including the public. Facilitated regular meetings with stakeholders to discuss and consider key issues and ensure alignments between organisation and system level plans.

Responsible for strategic planning, population health management and system value improvement across the Nottingham and Nottinghamshire Integrated Care System.• Led the development and implementation of the ICS strategic planning approach to respond to the NHS Long Term Plan, ensuring ownership of the strategic plan by the ICS Board and engagement from clinical and managerial leads from across the system. • Developed and implemented the ICS approach to tracking transformation and system value improvement, ensuring the allocation and investment of resources within the health and social care system optimised the health and wellbeing of the population. • Developed the ICS Outcomes Framework through co-design with system partners to support and enable the shift towards a population health focused health and care system.• Developed the system’s Population Health Management (PHM) approach and framework, providing a strategic leadership role in promoting the understanding of and engagement in the delivery of PHM. • Collaborated with regulators and national bodies to influence and shape their interactions with the Nottingham and Nottinghamshire ICS.

Responsible for the day to day running of the business, business development and delivering client assignments.• Member of the Senior Management Team, which had responsibility for organizational culture, staff well-being and delivery and performance against the business strategy and annual plan.• Regional Director for the Midlands and East of England with responsibility for delivering sales across the region, developing and leading a team of ten consultants, providing individual coaching and mentoring support to team members, accountable for the delivery of all consulting assignments in the region, and maintaining relationships at Executive level across CCGs and provider organisations.• Key assignments delivered for clients include: Establishing Sustainability and Transformation Partnerships (STPs), developing health and care system strategic plans, facilitating system Chief Executives to discuss and consider key planning issues, reconfiguration of community and acute hospital services, clinical model and delivery option development, hospital operational improvement and care pathway redesign, Programme Management Office (PMO) design and deployment, Cost Improvement Plan (CIP) development and implementation and organisational development.