Education/qualifications: I am studying for an EMBA and have a Postgraduate Diploma in Health &

Social Care Management and a BA (Hons) Psychology & Linguistics. I have 20+ years’ provider,
system, and commissioning experience gained from leading large, complex transformations and
service redesigns in healthcare settings.

My knowledge of transactions, mergers and acquisitions comes from transitions like Strategic Health
Authority to NHS England, Primary Care Trusts to Clinical Commissioning Groups (CCG) and CCG to
ICB. I have also in-housed contracting services from a CSU to a CCG and brought additional services
into a CSU.

I have delivered strategic service change across multiple NHS areas. As deputy director, urgent care
Buckinghamshire for BOB ICB, I supported development of the urgent care service strategy and
service improvement plan, redefining team roles, responsibilities, plans, and processes too.

I have worked in regulatory environments, supporting organisations with CQC inspections and
responses to inspection outcomes. At FedBucks, I embedded CQC readiness in ‘business as usual’
processes.

Planning: I have helped teams and departments to shape and deliver cohesive strategies and plans. I
help stakeholders to get a grip on what is happening, regain control, and initiate and manage service
change. By implementing resilience frameworks and plans, I have helped to protect service
continuity in face of unplanned events.

Performance: I position acute trusts to improve front door A&E performance by making use of data
and changing clinical pathways. I have also implemented same day urgent care models and
collaborated with acute trust and ambulance trusts to improve performance as part of a wider
emergency care programme.

Commissioning: I understand all elements of the commissioning cycle, having commissioned new
services, managed existing services, and worked with providers to review and improve performance.
At BOB ICB, I recommissioned a £multi-million same day urgent care model (NHS 111, urgent
treatment centres, out of hours) across three counties. Working for BLMK CCGs, I acted as
commissioning lead for ambulances/non‐emergency patient transport during COVID-19.

Provider experience: I have worked with urgent care, emergency care, primary care, and community
service providers to design and commission services. I positioned urgent care service provider,
FedBucks, to retain 75% of its income by supporting a complex retender that combined four services
into a single contract. My work for Bedford Luton and Milton Keynes (BLMK) CCGs and for BOB ICB
involved creation of same-day urgent care models and integration of NHS 111, out of hours, and
other urgent care provision.

Quality Improvement: As a six-sigma green belt qualified practitioner, I am an SME in quality

improvement techniques. I set up and delivered a quality improvement training programme to
hundreds of staff. At CSU, I created a quality improvement handbook for staff. I designed FedBucks’
continuous improvement structure to complement their existing quality management process.

Partnership working: Much of my work has focused on the contribution of and link to primary care
and wider community services and working with the GP population to reach the right solutions. For
BOB ICB, I established and chaired an ICB-wide service development group to optimise NHS 111
pathways meeting winter demand. I previously created private sector partnerships to support the
national dementia strategy.
Leadership: Since my promotion to a director-level role in 2012, I have led multiple urgent care
programmes across different systems.

Continuing professional development: CPD includes my ongoing EMBA; PRINCE2; Managing

Successful Programmes (MSP); and LEAN Six Sigma.

Policy knowledge: I keep updated with policy changes and am often required to translate national
policy into local strategy, e.g., during urgent care reviews and changes to NHS 111.

Healthcare landscape: I understand the relationship between the Department of Health, the NHS
England and individual provider and commissioning organisations. I have provided assurance to NHSE
and DoH by coordinating NHSE return responses across winter periods.

Budget management: I have managed winter budgets (£3m to £10m) and have supported
management of a system-wide urgent care budget, overseeing allocation of funds.

Challenge, influence, and relationships: I engage, challenge, and influence individuals to secure
support and drive achievement of goals. Urgent care roles require the ability to engage organisations
including acute trusts, local authorities, community providers and mental health. As regional lead for
the National Dementia Taskforce, I persuaded GPs to deliver unpaid keynotes. I build credible and
effective relationships with senior leaders too. At FedBucks, I reported to the board through a
complex retender, highlighting organisational challenges, opportunities, and threats and
recommending remedial action.

Service improvement: I improve services by fixing challenging problems, strengthening processes,

and empowering teams to drive change. In a programme that aimed to improve emergency
department performance, I supported clients to define their goal and to identify the right tactics to
deliver it.

Provide and receive complex, sensitive and/or contentious information to large groups: I
empowered BLMK CCGs to enact national guidelines on discharging people from hospital during
COVID-19 by creating a gap analysis template that enabled providers to baseline their position and
plan action. I communicated guidelines and answered questions to ensure everyone understood.

Communication: I can communicate on highly complex matters and in difficult situations. Complex
recommissioning projects involved public meetings to describe plans and benefits to the public.
Messaging needed to be clear and accessible without diluting the issues. Managing system resilience
during COVID also called for clear messaging and a calm, measured response. As a consultant, I work
quickly to build and develop relationships with nurses, doctors, managers, clinicians, directors, and
support staff in new environments.

Analytical skills: I identify and draw qualitative and quantitative data from diverse sources and
present it in a clear, concise manner. For BOB ICB, I developed real-time data collection systems and
dashboards for internal stakeholders and regulators to use. I analyse and assess verbal, written, and
numerical data and assess and draw appropriate conclusions. I recently redesigned and
recommissioned a critical urgent care services by transforming 500,000 lines of data into meaningful
analysis that informed the service strategy and improvement plan.

Reporting: I have led production of papers, forward planners, and reports for board review.

Sound judgement: I use sound judgement to manage unique challenges in urgent care roles, where
best practice exists and when first-time issues needed addressing, especially during COVID-19.
My leadership, vision, strategic thinking, planning, and political skills have helped me to create
urgent care strategies, collaboratively developed visions, and programmes of work. I have also led
less popular solutions including closure of out-of-hours primary care bases in face of public and
political pressure.

Board liaison: At FedBucks, I reported directly to the board while supporting a complex retender that
will help this urgent care service provider to protect 75% of its income.

Senior leadership: I have 15+ years of experience in senior management at different levels of the
NHS (local, regional or national).

Initiative and organisation for deadlines: I am often brought into new teams and environments
where there is a problem to solve. I work quickly to understand the context, build relationships, and
negotiate the time and resources required to get the job done.

Autonomy: I work autonomously, with delegated authority to make decisions on behalf of urgent
and emergency care systems, determining action based on my interpretation of policy and guidance.

VALUES & BEHAVIOURS

Quality and high standards: I am focused on quality, promoting the highest standards.

Benefitting patients and the public: I have always included benefits realisation processes in all
programmes to ensure a tangible link between the actions taken and impact on service users.

Value-driven approach: Working in a large, complex, and diverse organisation like the NHS requires
emotional literacy, empathy, self-awareness, and authenticity. I only work for organisations that
share my values (including honesty, transparency, quality) so that I can work in a meaningful way.

Diversity and difference; operating with integrity and openness: I value diversity and appreciate
working in organisations that reflect the populations we serve. I appreciate being part of diverse
workforces that leverage the talent, culture, and insights of all demographics.

I work well with others and take care in listening to, respecting, and learning from others too. At
public meetings, I listen to and empathise with service users, acknowledging that their perspectives
represent their reality, and must be spoken, heard, and understood.

Innovation and improvement: I am well-read on improvement methodologies and implemented a

knowledge management process to capture good practices and adoptable improvements.

Developing self/others: My self-development is shown by my EMBA. I support others to develop

too. I have trained junior doctors and ran a project management skills development programme for
250 consultants. I was part of NHS South East’s leadership coaching academy.

Equality of opportunity: I am committed to promoting and driving equal access across all contracts
and work environments. Working with dementia patients, I ensured an accessible environment and
clear communications, using visuals to complement.

Self-awareness helps when managing well-established teams or challenging embedded services or

entrenched processes. I strengthen my self-awareness by seeking positive/developmental feedback.

I embrace and enjoy change. I have supported organisational closures, impacting my employment. I
fully supported change and embraced new beginnings.
I am known for my honesty and integrity always and in difficult times. At FedBucks I honestly
articulated required organisational changes and helped teams to understand the reasons and
benefits.

I have a full driving licence and am willing to travel across sites.