Experience

NMC Healthcare

• United Arab Emirates
• Hospitals and Health Care
• 700 & Above Employee

• Consultant - Transformation Projects

  • Oct 2022 - Present



Mach2 Healthcare Ltd

• Stoke-on-Trent, England, United Kingdom

• Freelance Consultant

  • Feb 2021 - Present

  Oct. 2022: Currently working in Abu Dhabi for major healthcare provider. Feb 2020: 7-month commission for JV: healthcare provider in Middle East and huge corporate energy co. Evaluated existing Long-term Care (LTC) businesses in portfolio. Evaluated current/emerging LTC market in region; propose LTC strategy and which parts of continuum should expand into and how. Feasibility study re: opportunity to build a multi-speciality hospital. $150m planned build/$45m p/a revenue. Initial conversations with potential investors. All proposals, including building hospital, signed off/accepted by boards of healthcare provider and energy co.



Making Space Charity

• United Kingdom
• Hospitals and Health Care
• 100 - 200 Employee

• Interim Chief Operating Officer

  • Jul 2022 - Oct 2022



Park Homes (UK) Ltd

• United Kingdom
• Services for the Elderly and Disabled
• 1 - 100 Employee

• Chief Operating Officer

  • Oct 2021 - Jul 2022

  P&L accountability £37m business; 21 nursing and residential services; 1500+ staff; 1,000+ beds. Responsible for operations & various support functions. NI with the CQC. P&L accountability £37m business; 21 nursing and residential services; 1500+ staff; 1,000+ beds. Responsible for operations & various support functions. NI with the CQC.



Community Integrated Care

• United Kingdom
• Non-profit Organizations
• 700 & Above Employee

• Managing Director - Eachstep: Older Peoples Division

  • Mar 2020 - Oct 2021

  Full P&L accountability for a £33m business; 18 services, 1300 staff and 900+ people supported. Report to CEO with remit to improve clinical, palliative and wellbeing outcomes for patients; turnaround financial and quality performance of a perennially underperforming division, with a view to also maximising any potential sale value. Secured sales and managed disposal/transfer out of 3 services (exited combined losses of £1.6m p/a). EBITDA percentage in 20-21 quadrupled prior year; RF1 21-22 further 4.4% increase.Lead sale of Division (further/remaining 15 homes) and transfer to purchaser. Colleague surveys: highest return & satisfaction rates and up 15% from previous survey for division. Service design/re-design to meet need across healthcare/elder care continuum.

• Managing Director- South & Central, and Executive Director of Innovation

  • Sep 2018 - Apr 2020

  Reporting to CEO – remit: grow from £14m to £40m p/a by 2022 – fill the gap from “B’ham to Bournemouth.” First/only region in business to reach100% Good or above with the CQC. 10+ industry/care awards. £11m at high risk/lost business retained year 1. All £14m retained. From £14m to £25m in 18 months. Organic growth £9m per annum/£25m contract value. Tender success rate 80%.Operational surplus up 9 percentage points. Recruitment up 12% (to 95%); Agency down from 15.4% to 5.6%. Lead for M&A research & target identification – Multiple mergers/acquisitions now completed. Colleague survey: highest engagement rates and largest improvement in satisfaction from prior survey. Innovation: Exec. project sponsor: EFQM; Age Exchange Expansion (integration of Age Exchange into business & proposition development to roll out community hub model across the UK.). Part of team leading org. to be voted 2020 Charity of Year/finalist in pending 2021 awards.

• Director of Quality and Innovation

  • Oct 2014 - Jan 2019

  Exec. role reporting directly to CEO with a remit: to develop/deliver organisational governance/quality assurance systems/reporting for 420+ services/5,500 staff in England & Scotland. Develop & implement Quality, Innovation, and Research strategies., and to ensure that C-I-C are at the cutting edge of health and social care provision, with a roaming brief to work with the brightest minds across our business and the sector.Key Achievements/Responsibilities:• Wholesale transformation of “broken” quality, compliance and assurance function.• Bottom quartile of providers in CQC Oversight Scheme to top 5. From x5 IA OP services to 0.• No O/S ratings to O/S Supported Living; Extra Care; & Dementia specialist service models.• Operationally responsible for South region for 6 months as failing quality (x2 Inadequate-rated services with the CQC to Good).Executive Lead for Board sub-committee for quality. Governance Review ET lead: resulting in implementation of new Board Assurance Framework, new sub-committee structure/TOR and risk-escalation approaches.Lead and co-developed first quality strategy in the organisations 30-year history. New Quality Assurance Framework developed, delivered and embedded. Introduced EFQM – Committed to Excellence awarded. Combined investment from partnerships of £1.9m. National Steering group for Dementia project - Worcs. Uni.

• Acting Director of Operations

  • Oct 2014 - Jun 2015

  Exec. role reporting directly to CEO.Stepped in to lead the operations senior leadership team, in addition to substantive role of Director of Quality and Innovation.Full P&L accountability for a £105m business (65% LD/35% OP services); 400+ services, 5,500 staff and 5,800+ people supported. 97,000 hours of support per week. Operational leadership and transformation of offer.Key achievements:- doubled the forecast surplus for the organisation between Dec. 14 and Mar 15.- Or. re-design inc. operational, quality, and estates teams.Full P&L accountability for a £105m business (65% LD/35% OP services); 400+ services, 5,500 staff and 5,800+ people supported. 97,000 hours of support per week. Operational leadership and transformation of offer.Key Achievements/Responsibilities:• Org re-design of ops. & quality functions; creating much-needed “independent” scrutiny/rigour re: compliance/assurance.• CQC ratings: 11 internally rated RI services lead to Good ratings.• Business growth of £5m at surplus of 15.5%. Surplus doubled from £800k to £1.6m.• Speaker at Regional and National Conferences – inc. Alzheimer’s show; NCF & National Autistic Society.

• Regional Director - Central

  • Jan 2013 - Sep 2014

  Full P&L accountability for £40 million business serving adults with a learning disability, age-related need and/or enduring mental health problems. 1,900 people supported; 12 direct reports; 2,000 staff; 33,000 hours per week.Key Achievements/Responsibilities:• From £500k loss in first quarter of tenure, to £2.2m surplus 2013-2014• Grew region from £27m to £40m (48%): £16m growth p/a (net £13m); £80m contract value secured.• Services in deficit from 34 to 4. Agency from £700k p/a to £100k.• Turnaround of failing contracts (quality and financially): 4 in default as I entered role.• Internal compliance rating from 45% to 95%. CQC maintained at level through new methodology.• 30 care awards finalists and 11 winners from my teams and for my projects.• Flagship Eachstep Dementia service – from £500k p/a losses to £200k surplus; CQC rating from RI to good.• Organisational lead on personalisation/Golden Thread project.



Alternative Futures Group

• United Kingdom
• Hospitals and Health Care
• 300 - 400 Employee

• Head of Operations

  • Oct 2010 - Jan 2013

  - Full P&L accountability for region with £20 million budget; 65 services LD/ MH 380+ staff. Grew business in-region by £10m. Re-designed BD and tender management processes across organisation. Led 6 localities through enormous change – 27 sets of T’s and C’s reduced to 2 – all 360 support staff affected by this. Developed proposal for and lead Phase 1 of restructure of 235 PCT/LA TUPE managers - reduced 3 layers of mgmt. to 2; 75 less managers; efficiency of £1.2m p/a. Project lead for: business development; systems change and marketing and communications.



Action on Hearing Loss

• United Kingdom
• Non-profit Organizations
• 200 - 300 Employee

• Head of Service - Midlands (Care Services)

  • Oct 2009 - Sep 2010

  Sole responsibility for a budget of 2.2 million. Responsible for strategy for Midlands - with operational responsibility for existing services and business development for region.I have a very strong track record of leading services registered with CQC to the absolute highest quality of service delivery - 90% of services I've had responsibility for acheiving a 3-star rating (against national average of 12%) - many of these acheiving not just 3-stars overall, but for each outcome - putting these services in the top 2% in the country.- developed, drove through implementation and championed Quality Assurance and continuous improvement processes across a national charity - quarterly CQC provider reports described as "best ever seen" by CQC Lead relationship Manager (who was responsible for the 200 largest providers in terms of CQC regsitered services).

• Regional Services Manager - North, Midlands and Northern Ireland

  • Jun 2004 - Oct 2009

  The “responsible individual” for 6 registered care services (all deaf adults with enduring Mental Health Problems and Learning Disabilities – 1 service elderly specific) - as well as line management responsibility for a further 8 services (including outreach, Supported Housing and floating support services.) – a total of 125 staff.- Increased turnover from 2.72 million to 3.4 million across a four year period (24% increase against standard uplift of 12.1%), through aggressive marketing of voids (increased occupancy from 85% to 100%), complete change of remit for 1 service, and renegotiation of fee levels with LA’s across four services. Surplus for region at 31% (1.54 million) of income compared to 22% of income (0.59 million) when came in to role.- Reduced unpaid fees from local authorities by 47% and increased yearly uplift agreement by 60% by re-engaging with them and nurturing those relationships.90% of services I've had responsibility for achieving a 3-star rating (against national average of 12%) - quarterly CQC provider reports described as "best ever seen" by CQC Lead relationship Manager (who was responsible for the 200 largest providers in terms of CQC registered services).

• Project Manager - Mulberry House

  • Nov 2002 - May 2004

  Managing a residential home - six deaf adults with learning disabilities – re-designed service with aim to progress these adults towards living in their own homes within 3 to 5 years. Duties included:• Prepare and manage budgets to ensure project was financially viable, whilst delivering the highest standards of care (Turnover £305k per annum).Lead investigator for any issues that were potentially damaging to RNID reputation – a total of 9 of these – resulting in no negative press articles, no appeals and no ET’s.



V & S Homes

• Brownhills

• Project Manager

  • Oct 1999 - Nov 2002

  Duties as above (6 adults with Dual Diagnosis) – Staff team = 15. Raised turnover by 22% across a 3 year period. Duties as above (6 adults with Dual Diagnosis) – Staff team = 15. Raised turnover by 22% across a 3 year period.