Projects

Services

Rollout of TIP projects.

Timely Interventions Programme : These are service redesigns to help patients receive more of their care in non-acute hospital settings, thereby making best use of the time they do have to be in a hospital, if at all. This approach reduces costs and improves the patient experience.

Supporting the introduction of a whole new team of anesthesiologists at the Atrium Hospitals in North Carolina.

This work has evolved from operational support to executive coaching and supporting strategy as the company grows though the various stages of its development.

Steering a major multinational and multisite academic research strategy for the treatment of Prostatic Cancer.

I was Chairman of the Trod Medical between 2011 and 2018. This is now nearing completion in New York, London, Florida and Belgium.

Developing a hand held live information project.

I am Director and lead in England for US/UK project of live data management for theatre utilisation efficiency with RFA.

Developing private services in Eastern Europe.

We have helped a number of hospitals and clinics to review and improve their performance and profitability in Eastern Europe. This has helped us understand more of the drivers and challenges in the Eastern European health economies which offer huge opportunities alongside significant risks.

Advising on Investment and Disinvestment.

We have worked with acute services in the private sector and in the interface between the private and public sectors to evaluate the benefits of retaining or exiting a specific facility. This has ranged from small clinics to whole systems including feeder units and a major teaching hospital.

Specialist Commissioning Framework:

We were contracted to bring together the work already in hand and help secure agreement for a unified approach to specialist commissioning across the whole SHA. This included sustained support for developing performance frameworks, business cases, quality of service delivery, and value for money and priority setting in the NHS. This was achieved over a period of one year, working closely with all the CEOs and the Directors of Commissioning and Finance and concluding with a handover to the newly appointed Director.

Tendering for FESC.

We supported an NHS organisation as it tendered for FESC. This involved analysing the work needed, the resources available, and finally helping to develop a framework for the FESC tender. This was successfully concluded and a tender let to an independent company.

National tariff for super-specialist services.

There were dramatic differences across the various provider sites. We worked with a national commissioning body to facilitate a framework for developing a long term sustainable tariff across a number of sites with disparate service profiles. This requires detailed analysis of case mix, intervention types and clinical preferences, demonstrating similarities and differences so as to enable discussions which helped secure a willingness to work to a common single tariff.

Turn-round of private hospitals.

We have set up a framework to start the turnaround of three private hospitals. These were making a significant loss and we managed to get them to a point of profit within a year. We did this by setting up teams in each hospital to address specific challenges we identified at review.

Quality assurance for ISTCs:

This required sustained work with NHS stakeholders, Royal Colleges, legal input, statistical analysis and the development of a performance framework for clinical services quality assurance with the introduction of a coherent set of clinical outcome measures. The framework was welcomed by the professional bodies and were due to be implemented by the DoH.

Private Equity investment advice. We have advised on a number of private equity investment decisions.

Clinical due diligence with private equity firms in detailed studies of the risks in clinical services for potential investments.

International evaluations; advice to investors on investment in an Eastern European company.

Analysis of service performance for a clinical company being taken over, including assessment of the care pathways, market penetration, service profiles and capacity of target hospitals.

Financial systems reconciliation for an NHS Commissioner. We resolved major difficulties with the introduction of new systems for monitoring and managing performance in real time against service level agreements without down time.

Introduction of an Information system for an NHS organisation which had already committed to a system but needed support to introduce it safely and quickly.

Market entry; advice for a major provider looking to enter the UK market. We drew on our substantial knowledge of the policy trends, market risks and soft information on the evolving mixed economy in the NHS.

Market strategy; support for a private sector provider with a foothold in NHS work and which wished to develop an effective strategy to build on early success.

Educational support; for post graduate training for DoH, Royal Colleges and NHS organisations in dealing with the impact of health sector developments (with a particular emphasis on the emerging public private partnerships).

Mentoring: As a result of his experience in the diverse aspects of the health sector, Tom is increasingly involved in mentoring MDs and CEOs with clients he works with in the USA, Romania, France and the UK.

Workshops: on a range of issues for commercial teams looking to develop a knowledge base in the health sector. These are bespoke to the client and draw on chosen experts from our associates.