I am responsible for delivering the strategy set by the board and all the operational activities of the organisation. We run a number of clinical services: my role is to ensure these are delivered in line with agreed contractual arrangements.
I work very closely with primary care networks’ clinical directors. We have four networks in Havering with eight clinical directors: two for each network. As the CEO, I am accountable to the board, but from a line management point of view I report to the chair of Havering Health.
I’m incredibly passionate about public service, and in particular the NHS. I worked in the NHS in north-east London when the Health and Social Care Act was implemented. I led the finance statutory closure of seven primary care trusts, working closely with a range of NHS providers and the seven newly emerging clinical commissioning groups.
It can be much harder to make changes because of the way the public sector operates, but once you have made the change, the impact is much greater for communities, patients and citizens
I have really enjoyed leading financial transformation and change management programmes during my career. You see how your work can lead to better services and eventually improvements for patients. When this opportunity came, I was excited – it offered me a chance to combine finance with commercial management and strategy.
GP federations need to redefine their role, support primary care networks and work together. When I joined as CEO, I found some of the relationships needed building, but we have come a long way in nine months. The key has been to show to the primary care networks and member practices that the GP Federation is there to support them. I have had to change the way we deliver support and I think we are in a very good place now.
Public and private sectors are not that different from an accounting point of view. It can be much harder to make changes because of the way the public sector operates, but once you have made the change, the impact is much greater for communities, patients and citizens. I find that incredibly rewarding. I behave commercially, but for the benefit of public services.
Having the ability and confidence to work across the private and public sectors and in charities has been my biggest achievement. And the breadth of the ACCA Qualification was absolutely key for me.
Outside of work I very much enjoy yoga and meditation. I am a spiritual person, I enjoy mentoring and I’m a non-executive director of a reasonably new company, Integrated Healthcare Properties. I also enjoy travelling and I love nature.
