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Director – Healthcare Advisory (NHS) Consulting



£90,000 - £140,000 p/a


Accounting and Finance



Job description

Our client's Healthcare Advisory Practice provides Performance Improvement and Strategy and Transformation services primarily to NHS clients: providers, commissioners and regulators. The purpose of this role is to lead the Strategy and Transformation offering. The Strategy and Transformation Director will use his/her skills, expertise, experience and networks to develop and grow the current offering. The key requirements for this role are therefore:

* An existing and deep network of senior NHS health and care business relationships;
* A clear understanding of NHS strategy at a local, regional and national level;
* A clear understanding of the market for consultancy services;
* A proven track record of successful sales to the NHS health and care market; and/or a robust business case which demonstrates conversion of previous experience into consultancy sales success;
* A strategy and ambition to develop new offerings and relationships for commercial benefit into this market;
* A strong set of communication skills and the ability to promote the Healthcare Advisory Practice offerings at relevant client events and other channels; and
* A proven track record of leading, developing and growing a team of advisers and associates to deliver high quality and profitable work and/or a robust personal case which demonstrates conversion of previous experience into Advisory leadership success

You will be responsible for delivering successful mandates for NHS provider clients in the following areas:

* Development of strategy and plans for implementation of Population Health and Care Management approaches at a system level;
* System leadership alignment: Bringing together leaders from across a system to a unified vision and approach, developing system wide governance and leadership capabilities;
* Development of systems of integrated provider delivery using approaches such as Population health management, population segmentation, working at scale etc;
* Development of systems for strategic commissioning - including value-based and outcomes-based commissioning;
* Organisational development supporting strategic commissioner change for example CCG mergers or establishment of integrated commissioning models;
* Development of approaches to outcomes-based contracting; and
* Activity, capacity, financial and workforce analysis to support: Individual provider business cases; and STP planning and delivery of service change.

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