United Kingdom
Results-driven senior care leader with a proven track record of delivering operational excellence, commissioning, service turnaround and sustained Care Quality Commission (CQC) improvement across complex and multi-site care environments. Experienced in leading small and large-scale services (up to 168 beds), transforming Inadequate and Requires Improvement services to Good within a short timeframes and driving high performance through visible leadership, robust governance and person-centred care. Demonstrated success in improving occupancy, EBITDAR, customer satisfaction and staff engagement including achieving World Class People Pulse and NPS scores. Managed and delivered robust financial performance, ensuring management accounts aligned with Annual Operating Plan (AOP) and budget targets. Skilled in interim management, crisis leadership, commissioning, operational management and change management. Passionate about delivering safe, caring, responsive, effective and well-led services. Key Management Skills Strategic Leadership & Service Transformation CQC Compliance & Quality Improvement Operational Excellence Quality Assurance, Compliance & Governance Financial Management & EBITDAR Growth KPI Performance & Data-Driven Decision Making Turnaround & Interim Management People Management, Coaching & Succession Planning Safeguarding, Risk & Crisis Management Stakeholder Engagement & Customer Experience Communication & Collaboration Project & Change Management (Refurbishment & Commissioning) Digital Systems: eCare (PCS), Nourish, Access Care & Clinical (icarehealth), Camascope eMAR, ATLAS eMAR, RADAR, CAREHQ, CRM, MSD, Softworks and DATIX Continuous Improvement Mindset
• Led operational turnaround during transition while ensured compliance with CQC standards • Strengthened quality assurance, service performance, improving financial and operational outcomes • Drove occupancy growth, increased self-funded revenue and improved commercial outlook • Led safeguarding investigations and embedded a strong learning culture • Oversaw home restructure and supported expansion project planning • Managed multidisciplinary team including performance and disciplinary processes • Acted as Safeguarding, Infection Control, Health and Safety Lead
Contract through 3rd Party Consultancy • Provided interim leadership during digital system implementation (Access Care & Clinical, ATLAS eMAR, RADAR, Nourish) and refurbishment • Strengthened compliance, safeguarding and overall care quality • Reduced agency usage, improved workforce stability and strengthened operational performance • Coached managers and staff to deliver consistent, high-quality care
• Supported multiple homes to improve compliance and operational performance • Delivered audits, clinical reviews, data-driven and evidence-based service improvement plans • Embedded learning culture and Multidisciplinary best practice • Strengthened leadership capability in partnership with regional manager and quality teams • Supported homes to achieve financial stability through effective budget management and alignment with Annual Operating Plan (AOP) and management accounts • Improved KPI delivery, stakeholder engagement, and customer satisfaction
• Achieved World Class People Pulse (89% from 45%) and NPS (87% from 43%) • Improved carehome.co.uk rating from 8.0 to 9.7, Google review from 3.0 to 4.0 among others • Increased occupancy from 82% to 99%, grew EBITDAR by 35% and exceeded Key Performance Indicators • Drove service compliance, improvements, quality assurance and operational excellence • Led turnaround of underperforming services (61 – 168 beds) to achieved and sustained strong CQC Ratings and existed Local Authority (LA) ‘Service of Concern’ status • Delivered strong financial performance, ensuring full alignment of management accounts with Annual Operating Plan (AOP), contributing to 35% EBITDAR growth • Built and sustained high-performing teams through strong leadership and effective workforce strategy • Led Safeguarding, Infection Control, Health and Safety across multiple services • Directed £2 Million refurbishment projects (Tenterden House Care Home and Manor Court Care Home) and operational transformation • Managed stakeholder relationships, complaints and regulatory expectations • Instigated and managed disciplinary action in line with the policy
• Delivered sustained improvements in compliance, quality and customer experience • Managed complex and multi-site care homes (61 – 120 beds) with strong operational outcomes • Led staff team and managers to deliver resident-centred care • Led £1.3 Million refurbishment project (River Court Care Home) • Improved occupancy, team performance and stakeholder engagement • Accountable for financial performance, ensuring management accounts, budgets, and Annual Operating Plan (AOP) targets were achieved • Drove continuous improvement, business growth and managed business contracts • Safeguarding, Infection Control, Health and Safety Lead for 61 and 120 bed residential and nursing home