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Head of Service for theee major ophthalmology services in a world renowned hospital.

Overseeing day to day operations and strategic development of the service to maintain operational efficiency and financial surplus.

• Led efforts to streamline HPB Surgery and Liver Transplant services, resulting in the elimination
of patients waiting over 52 weeks for treatment, thus improving timely access to critical care.
• Collaborated with multidisciplinary teams to ensure the efficient and effective delivery of HPB
Surgery and Liver Transplant services, prioritising patient safety and quality of care. This
included the establishment of the 1st Enhanced Recovery After Surgery (ERAS) programme for
Liver Transplant in the UK, reducing the length of stay and improving patient outcomes.
• Spearheaded initiatives to position the Royal Free as the UK centre for Excellence for the
Regional Perfusion of Livers, increasing the rate of liver transplants by approximately 20% organ
transportation as well as reducing carbon footprint of the pre-transplantation process.
• Championing the development of employees within the service achieving full compliance with
Mandatory Training and Appraisals.
• Managed multiple financial budgets worth £10m+ achieving financial stability and resource optimisation admist a challenging financial landscape.

• Leading on regional plans to support staff through the cost-of-living crisis by developing best
practice initiatives and identifying further improvements in current support offers such as
bespoke communication materials and future mileage rate offers.
• Leading on the development of an Integrated Wellbeing Dashboard to identify objective
improvements in wellbeing through wellbeing metrics across the region and share best practice
across 8 Trusts involved in the project.

• General Management trainee Trust selected from 16, 000 applicants to the London region.

• Project managing the development of a five-year workforce plan amid current staffing
challenges. I created a Workforce Planning Taskforce Group, which developed innovative
proposals such as the prioritisation of non-paramedic roles to improve the resilience of the
Ambulatory staffing model.
• Working collaboratively with regional stakeholders by co-designing the staffing model of the
2023/24 workforce for the London Ambulance Service.
• This was a 2-month secondment, extended on request by the organisation due to good
performance. Feedback from the Associate Director: Kasim was great to work with. Fresh eyes
and thinking benefitted the team.

• Exercising delegated authority from the General Manager/Deputy General Manager manging the
day-day operations of the Care of the Elderly service through providing timely responses to
complaints and managing a complex staffing rota and monitoring doctors leave.
• Experience of managing cancer performance, preparing reports for the Deputy General Manager
and reporting on this to the Chief Operating Officer.
• Managing the analysis of data by providing accurate data across the Care of the Elderly Service
KPIs enabling an internal audit for the service in a timely manner to review outpatient capacity.

• Supported team members by managing over 250 stakeholder enquires ensuring all responses
adhered to a 3-day turnaround as EU Exit preparations intensified.
• Assisted various team members to carry out stakeholder research and data analysis to make
recommendations to senior personnel.
• Drafted EU Exit communications material such as webinars, booklets and Q&A packs including a
briefing on the Northern Ireland Protocol for industry.
• Created new Engagement strategies such as detailed presentations to help Stakeholders
understand policy changes with EU Exit.