Essential
- Has led a major change programme across several organisations from set-up to delivery, where authority came from influence and contract, not line management. As well as having an understanding of technical, governance, and legal requirements, as well as interdepenencies between them and trade offs in designs and implementation plans.
- Has negotiated with chief executives and board-level stakeholders whose interests conflicted, and reached agreements that held.
- Has reshaped funding or commercial arrangements, including varying, ending and replacing contracts or grant agreements, working with legal and procurement specialists.
- Has designed and implemented new governance across organisational boundaries.
- Has run stakeholder engagement that changed the design of a programme, not only communicated it.
- Has written and taken business cases through approval, and held a programme budget, under public sector spending controls.
- Can assess a portfolio of assets against a strategy and make clear recommendations, including to stop or wind down.
- Has the credibility and judgement to work with a Board, government sponsors and funders on a politically sensitive change.
Desirable
- Knowledge of the UK health data landscape, including secure data environments, national data custodians and research funders.
- Experience of merging, transferring or closing organisations or services, including TUPE.
- Understanding of data protection as it affects transfers of assets, including changes of controllership.
- Experience in an arm’s-length body or government-owned company, working with a sponsor department.
- Experience of programmes with devolved nation or four-nation dimensions.
- Experience of grant funding and subsidy control, and/or government funding models.
- A recognised programme leadership qualification, such as MSP or the Major Projects Leadership Academy.