Faculty Member

• Jan 2022 - Present

Managing Director

• Nov 2011 - Present

REACH - REAlise & CHange - providing coaching (executive coaching and team coaching), consultancy support, facilitation and training. Areas of expertise include one to one coaching for development and for performance improvement, design and delivery of personal development approaches and programmes, leadership development, organisational development, assessment for recruitment and for development, diagnostics to provide 360 degree feedback (for example Emotional Intelligence), job sizing/job evaluation, organisational design approaches, reward policy and practice, and mediation. Examples of organisations worked with recently include health and social care organisations (in Scotland, England and Northern Ireland), local government organisations/local authorities, Universities, school leaders and education managers, head teachers, non-departmental public bodies, third sector organisations, and police forces.

Emotional Intelligence Coach on Headteacher Programmes

• Mar 2014 - Present

Associate

• Nov 2011 - Present

Working as an Associate of Hay Group, Lesley provides management consultancy support to organisation wide business/HR and personal development assignments across the UK. Includes work on large scale leadership development programmes, team facilitation, individual development support, job sizing/job evaluation - in health and social care, Universities, school education, government, local government, non-departmental public bodies, third sector organisations, and private sector organisations

Associate Director

• Sep 2001 - Nov 2011

Hay Group is a global management consulting firm that works with leaders to transform strategy into reality, developing talent and organising people to be more effective and motivate them to perform at their best.Responsibilities have included 1. delivering consulting projects to public and private organisations throughout the UK (leadership development, organisational development, job sizing/job evaluation, performance management and 360 degree feedback)2. delivering sales, project revenue and profitability targets, financial management of projects and client satisfaction3. leading business development for consulting in Scotland and the North East of England. Working with clients and potential clients to identify their needs and to ensure design or approaches, interventions and products to meet their business needs4. coaching and mentoring direct reports, senior consulting staff based across the UK and project administration/support staff in Glasgow

Member of the Board

• May 2016 - Sep 2021

Associate

• Apr 2018 - Oct 2020

Approved Associate of Improvement Service. After a robust tendering process successful Associates are deemed to have the skills, knowledge and experience required to support councils through change programmes. The first Framework of its kind, Associates can be approached directly, through participating councils or via the Improvement Service. For further information, please visit the dedicated Knowledge Hub group for councils. Approved Associate of Improvement Service. After a robust tendering process successful Associates are deemed to have the skills, knowledge and experience required to support councils through change programmes. The first Framework of its kind, Associates can be approached directly, through participating councils or via the Improvement Service. For further information, please visit the dedicated Knowledge Hub group for councils.

Tutor - The Mary Seacole Programme

• Oct 2013 - Jun 2016

Tutoring, mentoring and supporting participants through to a Postgraduate Certificate in Healthcare Leadership. A programme working across health and social care focused on integration, collaborative working and service improvement - focussed on the needs and perspectives of patients. Working with a range of health care and social care professionals including health service managers, doctors in training, senior nursing professionals, senior professions allied to medicine, Clinical Directors, consultants, senior social work managers.

Hospital Manager

• Sep 1999 - Sep 2001

Leadership of clinical services and site management. Link between Executive Team and clinicians at the site, substantial responsibility for defining strategic direction and ensuring operational delivery. Restructured directorate model, dealt with waiting list and winter emergency scenarios, established positive working links with partners to improve management of delayed discharges. Leadership of clinical services and site management. Link between Executive Team and clinicians at the site, substantial responsibility for defining strategic direction and ensuring operational delivery. Restructured directorate model, dealt with waiting list and winter emergency scenarios, established positive working links with partners to improve management of delayed discharges.

NHS Adviser

• Jan 1998 - Jul 1999

Seconded to the NHS Management Executive to provide advice on a range of issues covering financial, clinical, service quality and health care planning topics.

Acute Services Review

• Jan 1998 - May 1998

Seconded to work with the Chief Medical Officer and senior civil servants on the Review.

Directorate Manager

• 1995 - 1997

Responsible for the operational management and strategic planning for surgery, A & E, theatres, specialist outpatients and associated services. Developed new roles within the directorate and increased accountability, planning and managing reduction in inpatient beds, negotiating the establishment of out of hours GP services within the Hospital and facilitating introduction of new complaints system. Responsible for the operational management and strategic planning for surgery, A & E, theatres, specialist outpatients and associated services. Developed new roles within the directorate and increased accountability, planning and managing reduction in inpatient beds, negotiating the establishment of out of hours GP services within the Hospital and facilitating introduction of new complaints system.

Business Manager

• 1993 - 1994

Responsible for establishing general management approaches within the clinical areas and for developing appropriate relationships with the University clinical departments. Created agreed directorate development plan, project management of new endoscopy unit, developing business case for breast service. Responsible for establishing general management approaches within the clinical areas and for developing appropriate relationships with the University clinical departments. Created agreed directorate development plan, project management of new endoscopy unit, developing business case for breast service.

Assistant Contracts Manager

• 1993 - 1993

Assistant Patient Services Manager

• 1992 - 1993

Scottish Executive

• 1991 - 1992