Healthcare Operational & Strategic Leader with 7+ years’ success overhauling clinical operations
actualising service transformation
driving million pounds budget
and building team of front-line leaders within secondary care network model. Repeated success ensuring accessible
non-stigmatising
and specialised health service within general/special medicine
surgery
respiratory
and A&E domains. Track record of directing high-performing medical teams of up to 25 to spearhead clinical improvement projects that optimise the internal operating model
automate manual processes
reduce cost
and ensure a superior patient experience. Respected for minimising operational expenses by 30% within one year
introducing a new referral process
and conceiving new training and development programs for the team. Developed progressive knowledge across public health
emphasizing evidence-based practise
rigorous intellectual inquiry
innovation
and thought leadership. Currently expanding my project management expertise by undertaking MSc Project Management from Arden University and leading on multiple project within planned care and large rapid organizational change . Multi-lingual proficient in English and Arabic with an understanding of both German and French. KEY SKILLS & ABILITIES • End-to-end Medical Operation Planning • Complex Frailty
Dementia
Cardiology • Respiratory
Vascular Amputees
Renal • General Medicine
Diabetes
Korsakoff • Change Management and Adoption • Risk Assessment and Mitigation• • Process Reengineering/Redesign • Service Delivery Improvement • Education Program Development • Health
Safety
and Security • Performance Optimisation • Cost Reduction/Avoidance • Financial Planning & Budget Oversight • Strategic Plan Development/Execution • Personal and People Development • Contract/SLA Management • Operational Management • Project management 2016 to date PERFORMANCE HIGHLIGHTS • Initiated project which lead to decrease cost of workforce
recruitment initiatives
service integration
rebranding services. • Lead on projects to optimization of service performance which lead to an MDT service transforming firm a crisis service to a highly performing service meeting g all KPI within 6 months • Advising on services fitness for purpose • Devised and executed a high-impact trust strategy to ensure superior patient experience
elevate service delivery
and increase patient satisfaction. • Established a new pathway for amputees’ pre-surgery to the community after care that decreased the need for social care. • Empowered staff to provide a cohesive and robust service that led to the introduction of several service improvement projects across the service. • Slashed unnecessary referrals to physiotherapy and Occupational Therapy by transforming the referral and assessment process. • Steered efforts toward on-time delivery of large-scale IT programs focused on organisational change management. • Improved therapeutic manual handling and fostered a rehab culture on the wards by designing and delivering training programmes for staff. • Decreased costs and maintained optimal patient flow by revamping the referral process for senior health
medicine
and specialist medicine. • Boosted staff engagement and morale improvements by imparting staff training and increasing team efficiency to meet and exceed financial targets. PROFESSIONAL EXPERIENCE Service transformation
efficiency
quality and safety drivers. Process and pathways improvement initiatives with a team of 52 and a budget of £5M to elevate service delivery
ensure continuous process improvement
meeting KPIs
achieve and maintaining cost savings while providing high service quality. Nurture amiable relationships with internal and external stakeholders to achieve cohesive objectives while collaborating with colleagues in multiple settings and specialities. Initiate and embed a culture and systems which enable integrated care by utilising existing technologies each service has while rebuilding IT systems to enable true integrated care across the system.