Conan O'Neill

South East London Health Alliance

• Facilitate the creation of a single legal entity, bringing together seven South East London GP federations, aligning governance structures and operational frameworks to enable the organisation to bid for and deliver ICS-wide contracts.

• Design and implement a scalable business model, allowing the federations to consolidate resources, share infrastructure, and achieve financial sustainability while addressing local health priorities.

• Collaborate with federation leaders, local system stakeholders and ICS partners to establish a unified vision and operational strategy.

• Work in partnership with national NHS 111 providers to plan a locally integrated 111 & IDU model, harnessing innovative technologies to streamline access to urgent care to reduce health system pressures significantly.

• Develop a comprehensive Target Operating Model (TOM), enhancing consistency and efficiency in service delivery across all boroughs by standardising workflows and operational processes.

• Co-design services with primary care teams and community providers to meet the diverse needs of local populations, addressing system inefficiencies and ensuring tailored support for each locality.

• Develop governance frameworks and quality assurance measures that align with national healthcare standards while fostering transparent and collaborative working relationships across system partners.

BHNC & Lewisham and Greenwich NHS Trust

• Leading the strategic planning and operational readiness for bidding on two Urgent Treatment Centre (UTC) contracts, ensuring proposals align with NHS service specifications and procurement requirements.

• Develop an integrated urgent care service model to include two UTCs and an Out-of-Hours (OOH) home visiting service, focusing on enhancing patient access and care quality.

• Establish a partnership framework between the Community Interest Company (CIC) and the NHS Trust, laying the groundwork for collaborative service delivery and accountability.

• Explore innovative service model components such as Navigators, digital health solutions, and social prescribing to optimise patient pathways and improve population health outcomes.

• Lead the NHS procurement process, including bid development, stakeholder engagement, and compliance planning, to maximise the likelihood of successful contract awards.

• Develop governance and quality assurance frameworks to ensure accountability, transparency, and readiness for delivering high-quality care upon contract award.

NeuroResponse

• Work alongside the Founder and CEO Bernadette Porter MBE as part of a start-up business to bring to life a game-changing idea into a real-life digital solution and service.

• Deliver a prestigious SBRI healthcare grant and pilot that resulted in the introduction of two MHRA-approved Patient Apps for people with MS, Parkinson’s Disease and Dementia.

• Establish, developing, and maintaining key strategic relationships with technology and business leaders to ensure the consistent delivery of the operating model.

• Collaborate with user design experts, health economists and application development teams to design and develop robust clinical pathways that interface across primary, secondary and ambulance services.

• Develop internal patient safety, operational and clinical governance systems to support programme delivery across the NHS.

• Create a commercialisation strategy, focusing on developing relationships with new NHS and broader industry partnerships.

Moorhouse Consulting 

• Provide NHS England’s regional team with strategic advice and management support in creating the operating model for delivering a pan-London 111First Mental Health Crisis & Police Service 136 service.

• Work across multiple ICBs and Mental Health Trusts to establish operational and clinical governance to deliver integrated service and relevant interfaces with urgent care service providers and stakeholders.

• Implement EPRs, cloud telephony, and information systems to deliver patient and service pathways by the agreed operating model.

• Develop service SOPs, staff guidance, and training frameworks ensures that service standards, clinical quality, and patient safety obligations are embedded throughout delivery and part of project readiness.

London Central & West Unscheduled Care Collaborative

• As COO and Deputy CEO, develop and implement an operational strategy to ensure organisational objectives are achieved.

• Monitor the profit and loss, identifying areas of improvement, and incorporating these to deliver a sustainable, cost-effective expansion aligned with growth objectives.

• Oversee communications to ensure patient-centred values are embedded across the business, and that language is aligned with company values.

• Lead an IT system modernisation programme to drive business efficiencies and flexible working, introducing state-of-the-art data analytics to gain improved insights for strategic decision-making and increased security.

• Develop and implement a comprehensive COVID recovery strategy to navigate the organisation through post-COVID challenges, including staff well-being, demand and contingency planning.

• Lead a culture of continuous improvement to support service development initiatives and a positive working and patient-centred culture across a multidisciplinary workforce of more than 1000 people.

• Led successful re-procurement activities for the entire service contract portfolio and new business comprising six key contracts valued at £43 million per annum in the last 12 months of tenure.

• Lead post-COVID CQC review of core services post-COVID to achieve overall Good rating.