Blu Reynolds

Executed multiple strategic initiatives focusing on enhancing operational efficiency and driving sustainable growth across partner organisations

Developed an innovative apprenticeship strategy, securing funding to establish an Apprenticeship Hub, increasing levy utilisation by £2mn within 2 years

Led the creation of the operational workforce plans spanning 4 years, advising on the Joint Forward Plan and reducing temporary staffing costs (1,000 WTE)

Developed and implemented improved demand and capacity models across an ICS, optimising resource utilisation for allied health professionals (AHPs), enhancing workforce planning to meet service demand more effectively

Spearheaded revised governance structures, reducing duplication and aligning strategic objectives for more agile workforce planning and transformation functions.

Led development and design of the Target Operating Model for a population of 9 million.

Executed pan-London agile workforce and financial modelling using Erlang-C methodology.

Engaged C-Suite stakeholders to ensure regional and local strategic alignment and provider buy-in.

Oversaw the specification and implementation of a single Electronic Patient Record (EPR) solution for 7 mental health providers in the region.

Devised its phase 2 operating model and delivery action plan, achieving a 30% increase in productivity and cost reduction.

Achieved an average 1.2-day reduction in length of stay and saving approx. £140,000+ per quarter.

Led on revising roles and responsibilities, with enhanced accountability, to correspond with a new operating model

Developed an escalation framework to OPEL standards

Improved efficiency by redesigning reporting structures and information flow

Provided role coaching to facilitate cultural shift and ensure successful implementation of new processes

Designed and implemented streamlined information management tools and call routing system for 24/7 patient flow

Achieved £300,000 in new business with previously untapped clients.

Successfully secured approximately £1 million in engagement extensions.

Played a key role in securing a £600,000 contract for a workforce transformation programme within an Ambulance Trust.

Developed a strategic 111 integrated urgent care plan to drive firm growth in new markets.

Managed client accounts at national and regional levels.

Implemented a revised recruitment process for specialist experienced candidates.

Mentored and coached management consultants.

As Operations Director, managed the £30m day-to-day operations of the service portfolio and provided leadership for approx. 600 staff, including integrated urgent care services and urgent treatment centres

Led the Pathways Clinical Consultation Support Tool pilot, enhancing electronic referrals and clinician autonomy for GPs in the clinical assessment service

Implemented innovative and agile service delivery models, increasing referrals by 40% in six months

Developed and executed a £1.5m cost improvement programme

Created and implemented a pathway and partnership model for a telemedicine pathway, reducing conveyances to emergency departments by 15%

Successfully renegotiated the integrated urgent care contract, increasing its value by £2m

Oversaw the 111 service, ranked in the top 3 nationally during the first wave of COVID-19, for 60% performance improvement

Introduced mentoring and led a rapid onboarding programme for staff

Implemented London's first cross-provider virtual ward, and mobilised new pathways to redirect demand from integrated urgent care to primary care, increasing capacity by 20%

Implemented a 24/7 saturation probe pathway for 1,300 patients stepped-down from acute care.