Our Core Services

• Digital Health Strategy, Vision and Roadmaps (Organisation and System)
• Digital Health Business Cases
• Independent Assurance of Digital Transformation Programmes
• Coaching and trusted advisor support to digital leaders 
• Evaluation and Support in the Development of Digital Innovation
• Oversight and Delivery of Digitally Enabled Transformational Change in Health and Care.

Some recent examples include:

• Led the development of two large ICS' digital and data strategies
• Led the development of a digital health strategy, technical vision and roadmap for a geographic region with a population of over 3m people
• Led the development of several acute Trust digital strategies
• Developed a Digital Vision and Roadmap for an emerging diagnostic imaging network to underpin the business case for investment of £60m in new community diagnostic facilities
• Oversaw the development of the digital response to the first wave of COVID for a community services provider, introducing internal business and patient facing systems to support remote working
• Developed multiple business cases for Electronic Patient Record, Electronic Document Management (EDM) and ICS level shared care record and population health management systems, leading to multi-million pound investment
• Led and delivered Independent Assurance Reviews for multiple NHS and private sector digital transformation programmes, providing deep insights and actionable recommendations for change, which improved programme outcomes and reduced risk for programme Senior Responsible Owners
• Coached multiple NHS Chief Information Officers (CIOs) and previous speaker on the NHS Digital Academy programme 
• Led the NHS engagement activities associated with the establishment of a health innovation accelerator for a city region, leading to £7.5m investment in the innovation commercialisation infrastructure from the Local Enterprise Partnership
• Led the development of a market assessment for the Technology Enabled Care (TEC) market for a local council
• Supported user experience research on one of the NHS' national core IT systems.

• Programme Director / Programme Manager Roles
• Establishment and Development of Highly Effective Programme Teams
• Independent Programme Reviews
• Establishment of a Programme Management Office (PMO) function
• Specialist Programme Function Support (e.g. Programme Planning).

Some recent examples include:

• Interim Programme Director for the reactivation of the Nightingale Hospital in Manchester, supporting the reestablishment of additional COVID response capacity in less than 30 days
• Interim Programme Director for a Community Services Organisation’s CQC Review, with an overall outcome of Good from the review
• Interim Programme Director for the acquisition of a Community Services Organisation by another Integrated Acute and Community Trust; transaction completed on time in a complex political environment
• Established a Transformation PMO in a combined Community and Mental Health Services Trust, implementing tools and approaches to enable local teams to own and manage change themselves
• Programme Lead for the development of a £50m business case for government investment in a proposed replacement solution for the NHS Secondary Uses Service (SUS). 

• Service / System Transformation Leadership
• Operational Performance Reviews and Support for Implementation of Service Improvement
• Development and Implementation of New Ways of Working
• Development of new Digital Transformation Products and Services
• Supporting Innovation in Health and Care Providers and Businesses.

Some recent examples include:

• Developed and implemented winter resilience plans for a community services provider, leading to improved clarity on escalations and resulting actions across the health and care system as demand increased over the winter period
• Oversaw multiple improvement projects in radiology and cancer services for an acute hospital Trust, including the introduction of a Virtual MDT for upper GI services to improve patient flow and time to diagnosis, particularly around diagnostic services
• Led the development of the Case for Change and options for the reconfiguration of hospital services across three acute sites within an NHS sub-region
• Oversaw theatre improvement projects associated with the introduction of new theatre management software, with a particular focus on booking, scheduling and materials management processes
• Supported an internal NHS consultancy organisation develop a series of new digital transformation products and services to meet health and care organisational needs
• Supported a digital health start up company with Unique Selling Point (USP) development and identification of 'win themes' for a significant procurement tender
• Former member of an Investment Committee overseeing investment from a City Region into local digital health and MedTech SMEs.