Experience

European Blood Alliance

• Netherlands
• Hospitals and Health Care
• 1 - 100 Employee

• Chair of European Blood Alliance (EBA) Benchmarking Group

  • Jan 2022 - Present

  As Chairman, I lead the European Blood Alliance (EBA) Benchmarking Working Group, hosting events, producing annual performance reports and contributing to strategic policy development across European blood services. As Chairman, I lead the European Blood Alliance (EBA) Benchmarking Working Group, hosting events, producing annual performance reports and contributing to strategic policy development across European blood services.



NHS Blood and Transplant

• United Kingdom
• Hospitals and Health Care
• 700 & Above Employee

• Assistant Director / International Benchmarking & Collaboration Lead

  • Jan 2019 - Present

  I was promoted to Assistant Director for Planning, Performance & Business Services, later acquiring International Benchmarking & Collaboration Lead in January 2019. In these dual executive positions, I lead the Integrated Business Planning (IBP) process for the national blood supply chain and have delivered significant enhancements. I delivered the highest level of influence among multiple stakeholders across the UKs national blood supply infrastructure, including the Department of Health & Social Care (DHSC) and NHS England (NHSE), in addition to driving collaborations across the international blood industry. I created and presented industrial action mitigation plans to Health Ministers and senior civil servants to ensure continuity of the bloody supply chain throughout strike actions and during the COVID-19 pandemic. For 3-months during 2022, I acted as Interim Operations Director, stabilising and increasing previously declining blood stocks, managing executive/board, DHSC, and NHSE stakeholders. Key Achievements - Increased stocks from a low point of c.3-days to c.5.5 days (c.80% increase) as Interim Operations Director - Realised significant savings per blood establishment on an international platform - Managed multiple critical incidents in a large national organisation - Delivered blood transport containers and blood donation chairs replacement schemes - Generated recurring annual savings (£multi-million) through the design of the ‘Collection Footprint Strategy’ programme and led its 5-year implementation (currently in year 2/5) - Transformed the performance reporting framework across the blood supply chain - Maintained uninterrupted continuity of blood supply throughout COVID-19 crisis - Delivered record levels of OTIF performance of +98% for England’s blood supply chain



NHS Blood and Transplant

• United Kingdom
• Hospitals and Health Care
• 700 & Above Employee

• Head of Blood Donation – North & Midlands Region

  • Dec 2015 - Nov 2018

  I was promoted to this role where I led 40 teams across the region, controlling a £multi-million budget and financial performance, in addition to driving operations and maintaining compliance with multiple industry regulators. In support of team responsibilities, I managed various HR matters, including chairing grievances and disciplinaries, as well as leading consultations on any contractual changes, in collaboration with Trade Union representatives. To deliver transformational improvements across all teams, I introduced a new staffing model, contributing to an increase in blood collection productivity and donor satisfaction. Key Achievements - Successfully led external inspectors (e.g. MHRA & CQC) through audits across multiple blood collection environments- Closed 2 rural collections teams, consolidated 10 mobile teams, and opened 3 static donor centres in larger, more efficient premises - Delivered 55% reduction in donor complaints and c.8% increase in donor satisfaction - Delivered c.15% reduction in annual expenditure and c.20% improvement in blood collection productivity over 3-years- Transformed underperforming region to deliver above target every year (averaged 102% vs. 95% in 3-years prior)

• Area Manager

  • Jan 2014 - Nov 2015

  I progressed into this role, leading 7 multifaceted teams of healthcare professionals and administrators. Our objective was to ensure the safe collection of 88k units of blood and over 16k doses of platelets across central west England. I controlled a £multi-million budget and maintained ownership of overall financial performance and expenditure, realising +£140k under spend at year-end. In addition, I led several improvements, including improving blood collection productivity by 15%. To support teams with their objectives, I led and delivered training and workshops, and continuously provided ongoing mentoring and coaching, including with team managers to aid with decision making. During this period, I performed as MHRA ‘responsible person’ at Europe’s largest blood manufacturing plant, managing regular site visits, internal audits, and Health & Safety issues.Key Achievements - Increased collection productivity by +40% at Bristol donor centre, creating the most productive donor centre in the country - Substantially transformed donor experience on Worcester team, increasing satisfaction by 27% and reducing complaints by 90%- Positioned territory as the strongest collecting are in the country from 14th out of 17

• Blood Centre Donor Manager

  • Nov 2012 - Dec 2013

  In this role, I managed a £50k project to improve centre facilities in Stoke-on-Trent. These included installing a new temperature-controlled storage facility and a refurbishment of customer areas. In addition, I spearheaded a national project to develop, standardise, and embed an induction programme and learning experience across donor centre administrators, spanning 24 sites. Key Achievements- Drove improvements to productivity and wastage, exceeding blood collection targets with fewer staff and consumables than planned and delivered 11.5% underspend on a 6-figure budget - Increased whole blood collections by 7%, decreased donor bruising by 41%, decreased underweight whole blood donations by 40%, and decreased failed venepunctures by 17%