Big Ideas,
Real Impact.
Some examples of my previous work
Leading a spin-out from the University of Cambridge
Thiscovery Ltd, 2019–2025
The situation: THIS Institute, a Cambridge University research centre, had built a research platform generating real insight from NHS patients and staff. The question was whether it could become a standalone commercial entity.
What I did: I led the spin-out, closing an investment round, negotiating licence terms with Cambridge Enterprise, then building the operational infrastructure from scratch: governance structure, financial management systems, HR policies, and a G-Cloud 14 framework position to unlock NHS procurement. Simultaneously I led all commercial activity, building a sales pipeline from zero and securing contracts across NHS trusts, academic institutions, and commercial organisations.
The result: A functioning, commercially active company with the infrastructure, team, and customer base to operate successfully in a demanding market. Tens of thousands of NHS patients and staff participated in more than 70 projects that delivered insight to help Thiscovery’s clients develop new products, services and processes to improve healthcare in the UK.
Commercial Leadership
VoiceAbility, national advocacy charity, 2012–2016
The situation: VoiceAbility had ambitious growth plans for its commissioned services and a brand new business development (BD) team was formed to achieve this.
What I did: I built relationships with commissioners across England, influenced the design of specifications, led the full tender process end-to-end including financial and operational modelling and supported the implementation of new services. I also developed key aspects of the BD process including a database of tenders and feedback and a risk assessment/qualification process. After a couple of years I stepped up to manage the team and was responsible for the delivery of all bids from Regional Development Managers across the country.
The result: Personally secured £5m in contracts over three years helping VoiceAbility reach its growth targets across complex multi-year frameworks with local authorities and NHS commissioners. Thousands of vulnerable people supported by advocacy services to play a full role in the decision-making that affects their lives.
Mentoring innovations and managing a national innovation fund
Nesta, in partnership with Big Lottery Fund, 2016–2017
The situation: Nesta and the Big Lottery Fund had funded eight organisations developing new approaches to supporting older people. The initiatives covered tackling loneliness, caring responsibilities, social care, and community first aid amongst other issues. The organisations ranged from small independent teams of half a dozen people to new initiatives within larger institutions. All were doing something genuinely new, and most were encountering the operational reality that innovation is harder than it looks.
What I did: I led the management of the fund and took direct responsibility for mentoring four of the eight organisations, with two team members supporting the remaining four. Day-to-day this meant helping organisations track delivery and diagnose if and when things weren’t going to plan. I worked with them to find practical ways to work differently and to build momentum. I also ran cohort events that brought the organisations together to share learning, and managed reporting and stakeholder management.
The result: Thousands of older people supported through innovative new ideas. A portfolio of eight organisations mentored through the operational and strategic challenges of scaling a new idea, with consistent reporting and a functioning cohort community. The programme also proved the value and efficacy of a new type of funding relationship between Nesta and the Big Lottery.
Delivering innovation programmes at national scale
Nesta, 2016–2018
The situation: Nesta's People Powered Results (PPR) programme wanted to grow their impact by delivering structured innovation programmes at scale.
What I did: I led and co-ordinated the operational delivery of PPR programmes (called 100 day challenges), growing the team from 7 to 11. I oversaw the codification of the programme's methodology into a web-based resource bank of 100+ tools for NHS change leaders. I wrote a tender that secured a multi-year NHS England contract to deliver 100 day challenges at sites across England, then led the delivery, including delivering challenges myself. As part of this we delivered a train-the-trainer programme for NHSE staff.
The result: A successful programme ultimately involving 12 health systems across England and resulting in NHSE producing written guidance on innovation and taking over the running of the programme. Hundreds of NHS staff and aligned professionals and patients trained and supported to deliver effective improvements in health services, benefiting themselves and the wider public.