Chris White

Security Operations, Loss Prevention and Data Protection

Risk Management (ERM), Insurance and Regulatory Compliance

Retail, Hospitality and End of Life services

Key Achievements:

• Strategic leadership: provided expert leadership and operational Business Continuity direction to Executive Team to manage operational and corporate response to Co-op Group cyber-attack (April 2025).
• Operational Transformation: Designed, developed and delivered new and refreshed Executive Leadership Team, and eight Directorate Business Continuity Plans, nationally across 300 retail stores, Starbucks coffee sites and multiple End of Life services. Successful implementation proven through further, subsequent and unexpected real-life incidents.
• Risk Management Owned, led and managed response to Corporate Enterprise Risk Register, ‘Leadership Team’ Strategic Risk Register and eight Directorate Risk Register’s (Oct 2025: >120 risks, 4,000 staff, £500+ million revenue, 300+ individual operating sites).

Key Achievements as Head of Operations (and Interim COO)

• Strategic Planning: Designed, developed and delivered SHPCA Strategic Plan 2023-25, with subsequent and successful Board level delivery and accountability.
• Budgetary responsibility for company revenue of £10 million, overseeing financial planning, cost control, and resource allocation to ensure financial sustainability and operational efficiency.
• Delivered financial performance improvements delivering 21% increase in full asset value, whilst enhancing Balance Sheet Shareholder funds by 19% to £1.2m.
• Commercial acumen securing multiple new contracts totalling £1.6m and aligning these to company strategy, operational delivery, and organisational performance.
• IT transformation - tackled complex challenges to enhance and improve service and operational needs. Slashed ‘non-attendance at appointments’ rates by 50% though development and implementation of an IT-based patient booking system, combined with system/process changes and full team engagement.
• Transformed performance and service delivery standards by leading and motivating multi-disciplinary teams (c200 clinicians) to deliver outstanding patient care, resulting in consistent five-star feedback across Working Feedback and Google Reviews.
• Mentored and developed a high performing Senior Leadership Team with six direct reports across Operations, Finance, Human Resources, Data Analysis, IT and Business Administration.
• Implemented organisation-wide Performance Management Framework across clinical and non-clinical teams, improving CQC compliance, governance standards through KPI dashboards, strengthened audit controls, and enhanced Board-level performance oversight.
• Continuous Improvement: Led successful transition of HR services from outsourced provider to fully in-house function, improving service responsiveness, strengthening organisational control, and reducing operating costs.
• National Programme Collaboration – delivered multiple national-level projects locally through extensive collaboration, consultation and partnership working (Urgent Same Day Primary Care Centre, Queen Alexandra Hospital Cosham)

University Hospital Southampton / University of Southampton

Reporting to the Managing Director, this Executive role was critical in supporting delivery of “world-first” £100 million Covid-19 Mass Saliva-testing Programme based in Chilworth, Hampshire.

Key Achievements:

• Worked at National Level with the Department of Health to translate government policy into operational delivery, ensuring accurate implementation with programme decisions, procedures, and service design.
• Full budgetary responsibility for £30m, leading Financial and Contractual governance across Product Development (R&D), Health & Safety, Laboratory Operations, Logistics, and Procurement & Contracts, ensuring effective cost control, regulatory compliance, and alignment with organisational priorities.
• Provided Senior Leadership to a team of 8 direct reports with overall accountability for 140 staff, ensuring high-performance delivery, strong operational leadership, and alignment with organisational strategy and objectives.
• Performance: Developed and embedded a performance reporting framework to strengthen KPI monitoring, support workforce planning, and align individual and team performance with wider organisational objectives, driving improved accountability and operational performance

• Providing leadership to 300 specialist police officers and 10 direct reports, with multi-site operational delivery across 10 locations, delivering critical 999 Emergency Response services to approximately 4 million residents and road users.
• Covid-19 Crisis: Managed the operational delivery of the Regional Covid-19 Resourcing Plan. Contributed to national strategy, plans and procedures, communicating with the National Police Chief Council crisis and Force level resourcing.
• Critical incidents: Leader and expert in the management of Critical Incidents and Significant Events.
• Specialist Firearms, Royal Family and Political Protection Teams: Daily Command and management of mobile Police Protection assets throughout Thames Valley, Windsor and Metropolitan Police areas.
• National level: Represented East of England Regional forces (HC, TVP Sussex, Surrey and Kent) on the National Pursuits Working Group. Chairing Hampshire/Thames Valley Police collaborative Pursuits Working Group. Successfully delivered new systems and process improvements across the Eastern Region force area relating to the management of pursuits, and post-pursuit procedures.
• Political and Partnership relationships: Overseeing strategic, operational and political elements of high-risk topics – National Top 10 most dangerous roads in Hampshire and Thames Valley.
• Fleet: Lead operational management of multi-million-pound Roads Policing vehicle fleet across Hampshire, Isle of Wight and Thames Valley policing areas.