Hannah has held senior positions in the NHS and central government. As Director of Strategy at NHS London, Hannah delivered major programmes of strategic change, including ‘Healthcare for London’ a system strategy for health and care in the capital. Hannah has an exceptional track record of motivating people and organisations to deliver transformational change. The stroke and trauma programme Hannah led is internationally recognised for transforming services in London. It consolidated services from 32 sites into eight hyper acute stroke units and four major trauma centres, and dramatically reduced mortality, morbidity and costs.
Hannah has steered the company to success, building a management consultancy dedicated to health and care and focused on supporting clients to address their most complex challenges and make lasting improvements to services. She provides in-depth experience of strategy development and delivery, organisational development and change, economic analysis, building capability and motivation, and navigating complex local and national politics.
Hannah is a member of the Kings Fund General Advisory Council, and is a non-executive director for Lantum.
Key areas of expertise
- * Developing high-performance teams to facilitate cross-functional working towards a common set of goals
- * Developing world-leading healthcare strategies which deliver transformational change
- * Developing and delivering organisational changes to improve performance
- * Facilitating clinicians to build a case for change, and co-design and deliver new models of care
- * Undertaking financial analysis of health systems and provider economics
- * Establishing and supporting complex programme management
- * Building capability and coaching teams within organisations
- * Managing communication, including public engagement
- * Navigating complex local and national politics
- * Supporting the development of policy options and advice to Ministers
- * BSc (Hons) Human Sciences, University College, London
Example client projects
Led the development of the strategy for surgical services across one of the UK’s largest multi-site Trusts. Through extensive clinical and leadership engagement secured agreement around the vision for future services and the configuration of 21 different services across five acute sites via a detailed options appraisal process.
In partnership with clinicians and strategy leads from the across the system, created a clinical strategy to underpin new models of care. This laid the basis for the design and development of a proposed redevelopment of a London hospital. Through this project, a complementary system strategy was created to outline the transformation agenda within primary care and community care services.
Enabled NHS commissioners, providers and local authorities in a region of London to mobilise their collective work on strategy and transformation, including establishing the programme architecture and workstreams, governance arrangements, programme management office (PMO), and designing, staffing and running the PMO for several months, before transferring to local resources
Supported commissioners in two London regions with their development of plans to transform commissioning. This included facilitating executives and governing bodies to reach agreement on the consolidation of management teams, defining financial and governance arrangements, and designing the implementation of these agreements
Supported the development of ‘place-based care’ with commissioners and general practitioners within the NHS. This included building an understanding of the needs of the population, designing models of care, modelling the expected impact on activity and finance, and defining the enablers needed to deliver the plan
Review of strategic position and viability of the smallest hospital in England in light of an assessment of long-term demand for its services. Work included an appraisal of current and potential levels of productivity, an assessment of capacity requirements, and options for how the trust could develop
Leadership review for an NHS Trust responsible for all healthcare services, except primary care. Work included addressing challenges in relation to quality, leadership, financial and operational performance, work with the board and executives to reflect on their current position and agreement a set of priorities