Birmingham, England, United Kingdom
Outcome‑focused and values‑driven healthcare executive with 15+ years of senior leadership experience across the NHS, independent healthcare and charitable sectors. A Nye Bevan Executive Leadership Programme graduate with an MBA and qualifications including PRINCE2, MSP, Agile and Six Sigma, I have a proven ability to deliver large‑scale transformation, strengthen governance and drive financial sustainability while maintaining high‑quality, patient‑centred care. As Head of System PMO at NHS Leicester, Leicestershire & Rutland ICB, I established the organisation’s governance, assurance and performance frameworks from the ground up. These structures have supported delivery of: £20m efficiencies in 2022/23 £76m efficiencies in 2023/24 £54m+ plan for 2024/25 £70m planned for 2025/26 I work extensively with Boards, Executive Directors and system partners to embed transparent decision‑making, performance management and risk oversight across a complex integrated care system. Beyond my NHS leadership roles, I serve as: - Board Trustee & Treasurer for a domestic violence charity, strengthening governance and financial sustainability - Director at Brindley House RTM, leading post‑Grenfell remediation work worth circa £15m, national lobbying efforts, and significant budget management. My leadership style is authentic, collaborative and inclusive. I am committed to empowering teams, fostering accountability and ensuring patients and communities remain central to strategic decisions. I thrive in complex environments requiring clarity, pace and measurable results.
• Established the ICS PMO from inception, designing systemwide governance, assurance and reporting frameworks used across NHS and partner organisations • Enabled delivery of £20m (2022/23), £76m (2023/24), and supported planning/delivery of £54m+ (2024/25) and £70m (2025/26) efficiency programmes • Provide assurance and risk oversight to the ICB Finance Committee and System Executive Committee, ensuring evidence‑based, transparent decision‑making • Lead development of system business cases, PIDs and delivery documentation underpinning all cash‑releasing schemes • Chair system committees and contribute to the ICB Senior Leadership Group, working closely with Executives and SROs • Acted as Programme Director for a new approach to identifying efficiencies and establishing an organisation‑wide Business Change Process • Coordinate Investigation & Intervention financial recovery work, strengthening alignment and performance across all partners.
• Set strategic direction, organisational goals and performance measures, including development of the charity’s Business Plan • Strengthened financial sustainability, increasing funding reserves to £13,000 in 12 months and expanding the volunteer team by 10+ recruits • Ensure compliance with charity law, governance frameworks and regulatory requirements • Led community engagement and delivered multiple successful support events widening reach and impact.
• Set strategic objectives and ensure accountability to all leaseholders • Oversaw the growth of the service budget from £250,000 to £11m, creating a sustainable reserve and sinking fund • Restored financial governance following the liquidation of the previous management company • Lead complex post‑Grenfell building safety and remediation work, including negotiations with contractors, developers, MPs and government ministers.
• Built strategic relationships across Coventry, Warwickshire, Herefordshire & Worcestershire STPs, representing HEE in People Board forums • Advised system partners to identify current and future workforce needs aligned with national priorities • Scrutinised STP workforce plans, improving their robustness and alignment with system challenges • Ensured HEE funding allocations were targeted effectively at priority workforce initiatives.
• Directed implementation of a Managed Equipment Service delivering £20m in savings to 2033 • Managed Trust‑wide stakeholder engagement, ensuring clarity and adoption of the new service model • Provided programme‑level oversight including governance, risk, reporting and Executive assurance.
• Led Trust‑wide staff engagement initiatives as part of the Nye Bevan Programme • Supported delivery of strategic change programmes, including launching the Trust’s Quality Improvement Strategy • Facilitated Executive‑sponsored transformation and cultural change activity.