Auckland, Auckland, New Zealand
In my view, the overriding challenge facing all sectors is how to stay relevant in the face of changing customer needs. By challenging the status quo, focusing on the digital enablement and embedding lean and agile ways of working, I create financial strategies, models and platforms that help organisations to embrace change. Exceptional customer experience requires a high touch and digital connectedness. Leveraging an early technical foundation in telecommunications and broad ranging operations and management consulting experience in the public sector, I understand how to enable business performance through technology. By gaining buy-in across diverse stakeholders and teams for the need for business and digital transformation, I create resilient, future-fit organisations. Fiercely non-hierarchical, I am known for my ability to dissolve silos and the legacy bureaucracies that inhibit change and stifle innovation. Highlights include leading a multimillion-dollar digital transformation at AHPRA, creating a leading risk-based regulator. As COO of The National Patient Safety Agency in the UK, I led multi-year programs to improve patient safety, working with Treasury and Cabinet in a complex political environment to meet organisational objectives.
Leading a multi-year program of business and digital transformation, I rejuvenated the organisation’s corporate services structure and harnessed new technology to enhance customer experience and operational efficiencies. Developing a 5-year strategy, I used activity-based costing to create a sustainable financial and operating model. I cultivated a forward-thinking, inclusive and performance-based culture, and liaised with 600 stakeholders and boards, strengthening valuable co-regulatory partnerships to increase satisfaction. • Introduced a matrix organisational model with well-defined roles and responsibilities, improving processes and stabilising BAU, ensuring the delivery and quality of technology projects; • Delivered the 5-year strategy, significantly uplifting revenue and equity forecasts; • Developed, secured approval for and delivered the digital transformation program, focused on updating the CRM, enhancing smart applications to improve CX and implementation of a new ERP system.
Engaged to lead an independent review to assess whether the organisation’s internal processes and procedures could be enhanced to improve patient safety and the support provided to medical practitioners. I held a number of interviews across a broad range of stakeholders to deliver a thorough and comprehensive review, in addition to reviewing the GMC’s complaints procedure. • Completed the reports, with recommendations adopted in all cases.
With the organisation’s Executive Committee looking to future proof the organisation through a restructure, I was engaged to lead a review to provide recommendations on the best path forward. Consulting with a large number of global stakeholders, members and external partners, I was tasked with providing a report for approval at the organisation’s international Executive Committee meeting, represented by 25 countries. • Completed the review with all findings and recommendations adopted and implemented, proposing new governance arrangements, organisational structure, strategic and financial planning.
Following the amalgamation of three agencies, I was originally appointed as COO to stabilise the organisation and build a collaborative culture. Providing strategic leadership across operational aspects, I built present and future business models based on a changing NHS environment and external market influences. When the body was made redundant, I stepped in as CEO to lead a program to move functions to other agencies and parts of the NHS, navigating a complex, political environment with input required from both the House of Commons and the House of Lords, in addition to multiple stakeholders across agencies. • Led delivery of Patient System Direct, an advanced 3-year programme modelled on the way airlines use risk, improving the NHS’ ability to learn from patient safety incidents to improve overall patient safety; • Implemented a 2-year programme to reduce catheter-associated infections, delivering significant cost savings each month by minimising the number of infections; • Partnered with Treasury and Cabinet Office to deliver the NPSA’s revised budget and the successful closure of the organisation, contributing significantly to cost savings.