Relevant Experience

Evidence of delivery, not description of method.

Outcomes drawn from substantive NHS director roles across integrated care, provider and commissioning organisations. Presented in the terms a board would expect: context, action, result.

10+

Years at senior and director level, built on frontline NHS service since the late 1990s

100+

PCNs supported across three integrated care systems, designing and implementing local population health services

Integrated Community Teams designed and mobilised

200+

ED attendances avoided within the first two weeks of out-of-hospital Urgent Care Hubs, mobilised in partnership with acute trusts and system partners as SRO of a system-wide UEC Improvement Programme

Discharge Redesign and Improvement Programme

Context: Discharge performance and patient flow were exposed at system level, with multi-agency arrangements and governance fragmented across partners.
Action: Led strategic redesign of the discharge programme — strengthened governance, refreshed Choice Policy arrangements, integrated discharge dashboards, digital improvements and enhanced multi-agency brokerage.
Result: Transformed fragmented multi-agency arrangements into an integrated, accountable and data-driven discharge model — aligning partners around a single governance framework and shared view of performance to improve discharge performance and flow across the system.

Intermediate Care Case for Change

Context: System-wide intermediate care spend and operating model required review to ensure value for money and alignment with the strategic ambition to strengthen care closer to home.
Action: Led the development of the strategic case for change — including baseline analysis and quantification of efficiency opportunities and reinvestment options across intermediate care pathways.
Result: Identified approximately £16m of efficiency opportunity, with around half reinvested into Home First and community services to enable a sustainable shift to care closer to home.

Integrated Community Teams

Context: System required a consistent yet adaptable neighbourhood model, integrating primary care, community, local authority and voluntary sector partners around population health needs.
Action: Led the development, design and execution of 16 population health portfolios which shaped the core model for Integrated Community Teams. Designed the blueprint and led mobilisation — establishing governance, stakeholder engagement and operating principles that provided a consistent framework while allowing flex for place-based delivery.
Result: Established Integrated Community Teams at scale on a common operating framework — grounded in population health and adaptable to local need — enabling integrated, neighbourhood-based care.

Primary Care Workforce Integration

Context: Primary care and community workforce models were siloed across the places within the system, constraining capacity for proactive, integrated care at neighbourhood level.
Action: Architected the workforce strategy and secured an £800k business case to expand Additional Roles Reimbursement Scheme (ARRS) capacity — designing and delivering a shared employment and integrated deployment model across PCNs and community services.
Result: Delivered a unified, neighbourhood-aligned workforce at scale, strengthening integrated working between primary care and community and establishing a sustainable model for proactive, place-based care.

Leadership scope.

Portfolio breadth

Urgent and emergency care, community services, hospital discharge, intermediate care, virtual care, children's services and palliative care.

Commissioning scale

Delegated primary care commissioning across approximately 300 primary care providers spanning three integrated care systems.

Financial accountability

Multi-million-pound commissioning portfolios, with contract, quality and financial performance oversight.

Governance leadership

Board office across two systems as Deputy Chair of a Primary Care Commissioning Board and Chair of PCN Delivery and Primary Care Contract Boards. Established a primary care entity providing PCN back office functions, and designed the board and governance architecture giving oversight of investment, contract performance and escalation.

Examples are drawn from prior substantive NHS roles and described at the level appropriate for public reference. Advisory work is undertaken independently and outside any substantive NHS remit.

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