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Consultancy built on running real services

Nine areas of support for NHS, community, independent and private providers. Each can be a fixed-price project, a few days of senior input or ongoing advisory.

01 · THEATRES

Theatre productivity

Theatres are the most expensive hour in the hospital. Late starts, long turnarounds, early finishes and cancellations quietly cost hundreds of operations a year. I find where the minutes go and put the routines in place to win them back.

Try the theatre calculator →

What’s included

Capped and uncapped utilisation analysis
Session-level loss: late starts, early finishes, turnaround
6-4-2 scheduling and list planning
On-the-day cancellation reduction
Pre-operative assessment pathways
Day case rates and high volume, low complexity lists
Theatre staffing, rotas and job plan alignment
GIRFT and Model Health System benchmarking

Measures I work with

Capped utilisationTouch timeCases per listLate start minutesEarly finish minutesTurnaround timeOn-the-day cancellationsDay case rateSessions used vs planned

Typical outputs

Theatre productivity dashboardSession loss analysisScheduling processCancellation reduction planRecovered capacity plan

02 · OUTPATIENTS

Outpatient productivity

Every empty slot, unnecessary follow-up and avoidable referral takes capacity from patients who need it. National elective reform is pushing hard on PIFU, advice and guidance and follow-up reduction. I help services make those changes stick.

Try the outpatient calculator →

What’s included

PIFU roll-out and specialty protocols
DNA reduction: reminders, partial booking, validation
Advice and guidance and referral optimisation
Follow-up reduction and discharge criteria
Clinic template and slot utilisation review
Hospital-initiated cancellation reduction
Virtual consultations and one-stop clinics
Booking and administrative processes

Measures I work with

DNA rateNew to follow-up ratioPatients on PIFUAdvice and guidance diversionSlot utilisationHospital cancellationsClinic overruns

Typical outputs

Outpatient opportunity reviewSpecialty PIFU protocolsDNA reduction planTemplate redesignOutpatient dashboard

03 · COMMUNITY & COMMISSIONING

Community services & left shift

Moving care out of hospital only works when the community service is designed, commissioned and run properly. I help commissioners and providers build tier 2 and community services that take real pressure off acute care.

Discuss a community service →

Why it matters now

The government’s 10 Year Health Plan for England, published in July 2025, commits the NHS to three shifts: hospital to community, analogue to digital, and sickness to prevention. ICBs and providers are being asked to move activity into neighbourhood and community settings, and they need services that can absorb it.

What’s included

Tier 2 and intermediate service design
Pathway redesign between primary, community and acute care
Commissioning models and service specifications
Procurement and tender support
Community waiting list and capacity reviews
Financial case for left shift, including acute activity avoided
Activity, outcome and contract reporting
Mobilisation of new community services

Who it’s for

ICBs and commissioners, community trusts, GP federations and primary care networks, and independent providers bidding for community contracts.

04 · ELECTIVE CARE

Elective recovery & access

Waiting lists only come down when the data is right, the capacity is understood and someone holds the plan every week. I bring all three.

Discuss elective recovery →

What’s included

PTL review, cleansing and RTT validation
Long-wait clearance plans for 52, 65 and 78+ week cohorts
Specialty-level recovery trajectories
Access policy and patient choice
Clinical prioritisation and harm review
Weekly access and performance meetings

Typical outputs

Validated PTLRecovery trajectory by specialtyCapacity gap analysisAccess policy reviewBoard-ready assurance report

Who it’s for

Trusts, divisions and care groups behind on RTT or cancer targets, ICBs that need assurance on provider recovery, and independent providers taking on NHS elective activity.

05 · OPERATIONS

Capacity & performance

Most services have more capacity than they think. The work is finding it, protecting it and making sure it is used.

Discuss capacity planning →

What’s included

Demand and capacity modelling
Activity against plan and job planning alignment
Clinic template and session review
Pathway redesign and waste removal
Performance dashboards that teams actually use
Benchmarking against national peers

Typical outputs

Capacity and demand modelProductivity opportunity listPerformance frameworkKPI dashboard

Who it’s for

NHS services working to productivity targets, independent providers with fixed contracts and private clinics that want more from the same rooms, staff and equipment.

06 · COMMERCIAL

Business cases & financial modelling

Forecasts and business cases built by someone who understands how activity turns into cost and income in healthcare.

Discuss a business case →

What’s included

Three to five-year financial forecasts
Activity, workforce and capacity-driven models
Scenario and sensitivity testing
Cost-benefit and return-on-investment analysis
Business cases for boards, lenders and investors
Tariff, pricing and contract value modelling

Typical outputs

Excel financial modelBusiness case documentScenario comparisonInvestor or board pack

Who it’s for

Providers planning growth, clinics seeking finance, services bidding for new contracts and owners preparing for investment or sale.

07 · GROWTH

Expansion & new services

New sites, pathways and procedures carry real risk. I help you test the case properly and then launch with a plan.

Try the viability calculator →

What’s included

Review of existing expansion plans
Option appraisal for new sites or regions
Break-even and payback analysis
Market and demand assessment
Mobilisation and launch planning
Workforce and recruitment planning

Typical outputs

Expansion reviewOption appraisalMobilisation plan90-day launch plan

Who it’s for

Growing independent providers, multi-site private clinics and services moving into new specialties or geographies.

08 · INDEPENDENT SECTOR

Independent sector & Right to Choose

Delivering NHS-funded care as an independent provider means meeting NHS standards while running a sustainable business. I have done both.

Discuss your service →

What’s included

Service set-up and operating model
ICB engagement and commissioning strategy
NHS Standard Contract and activity reporting
Right to Choose pathway design
Clinical governance and CQC readiness
Capacity planning for referral growth

Typical outputs

Operating modelCommissioning strategyGovernance frameworkGrowth plan

Who it’s for

Independent providers delivering NHS care, including neurodevelopmental (ADHD and autism) services, diagnostics and community services.

09 · LEADERSHIP

Interim operational leadership

When you need an experienced operations lead quickly, for a gap in the team, a turnaround or a major change programme.

Discuss an interim role →

What’s included

Associate Director or Director of Operations cover
Divisional and service turnaround
Leading through mergers and restructures
Stabilising performance and governance
Coaching and developing the substantive team
Clear handover at the end of the assignment

How it works

Flexible arrangements from two days a week to full time, agreed for a fixed period with clear objectives from the start.

Not sure which you need?

Most organisations need a mix. Book a free call and I will suggest the smallest piece of work that will make the biggest difference.

Book a free call → See pricing