Case Studies
Proven delivery in complex public sector environments.
A selection of programmes I have led across the NHS and public sector, where governance and risk discipline turned complex, high stakes challenges into measurable, lasting results.
Case Study 01 · Natural England
Strengthening Delivery Programme – National Operations
93%
Reduction in customer service caseloads
The challenge
Natural England needed to lift operational efficiency and service delivery across its national programmes. Processes had to be streamlined, stakeholder engagement improved, and performance metrics met consistently, with much sharper alignment between regional operations and national strategy.
What I did
I led the Strengthening Delivery programme, rebuilding the target operating framework and governance structures. I turned 48 staff-sourced recommendations into a governed plan, standardised regional team structures, mapped the operational models for National Nature Reserves, and introduced a new performance scorecard with standardised KPIs across regions.
The outcome
Operational alignment improved across every region, reaching 100% completion of quarterly performance reports. The new operating model successfully eliminated 93% of the national wildlife licensing backlog, cutting the caseload from 576 down to 40, while establishing much stronger alignment between regional operations and national strategy.
Case Study 02 · NHS England & NHSX
Digital Child Health Programme
52.5m
Data points migrated, with a 50% cut in admin costs
The challenge
The London region needed to consolidate a highly fragmented, administratively expensive, and siloed child health data network. System compliance had to be standardised, clinical data accuracy improved, and data sharing modernised across multiple regional commissioning groups and health service providers.
What I did
I led the target operating model design and national implementation strategy for the digital child health infrastructure. I project managed the structural integration of the service, designed the centralised hub framework, coordinated complex TUPE staff transfers, and directed the secure migration of millions of legacy data points.
The outcome
The new service model successfully consolidated 21 disjointed data departments into 4 regional hubs and achieved 80% system supplier compliance before priority shifts. The transformation migrated 52.5 million data points, improved pan-London clinical tracking accuracy, and reduced overall administration costs by up to 50% by replacing physical workflows with digital systems.
Case Study 03 · UK Health Security Agency
Genomics Workforce & PMO
50+
Specialist roles recruited and onboarded in 12 weeks
The challenge
The agency needed to rapidly build and stabilise its functional workforce infrastructure and technology validation systems during the high-stakes transition from the DHSC. Shifting contingent labour policies and tight executive budgets required immediate structural governance and cross-functional integration.
What I did
I headed PMO delivery and workforce resourcing across the genomics and testing technology programmes. I redesigned the operational organisation charts based on changing budgets, established robust RAID controls and cross-functional business cases, and built a streamlined end-to-end recruitment and onboarding process using a Kanban approach.
The outcome
The resource realignment completely stabilised delivery across the new technology programmes under acute pressure. The redesigned pipeline accelerated operational capacity by successfully hiring and onboarding 50+ specialist scientific roles within 12 weeks, earning an official UKHSA letter of recognition and award for exceptional performance.
Case Study 04 · NHS Wessex
Secure Data Environment: Risk and Assurance Framework
98%
Reduction in open risks and issues following the introduction of structured mitigation tracking
The challenge
When the Wessex Secure Data Environment programme launched, there was no structured way to identify, capture or track risk. Issues were being encountered but not consistently recorded, mitigations were informal, and there was no shared framework the programme or its stakeholders could rely on for assurance.
What I did
I designed and implemented a risk assurance framework for the programme, together with a formal Terms of Reference setting out how risk would be identified, escalated and owned. I built and maintained the risk and issues register from the ground up, ensuring every entry carried a clear owner, a mitigation, and a route to resolution, and I used an OKR dashboard to keep risk tracking connected to audit recommendations and wider programme outcomes.
The outcome
The programme moved from having no risk visibility at all to a fully structured register, capturing far more risks and issues than before, simply because there was finally a system in place to catch them. Consistent mitigation then brought the number of open, unresolved risks down over time. The framework and Terms of Reference were embedded into the programme itself, handed over to the operations team to run as business as usual, and built to be reusable on any future project, not just this one.
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