David Pearson

As Executive Director I was fully responsible for safety and quality of care, ultimately responsible for all decisions, actions and strategy. Ensuring continuous improvement and achievement of performance goals.

Key Responsibilities

• I had the responsibility to serve as a role model, mentor and coach to the workforce, functions and people within their team, including recruitment and retention of quality talent.
• Responsible for creating and delivering the hospital's annual strategic and operational plan, not least of all by driving clinical quality as reflected by quality indicators, and for achieving hospital EBITDAR in line with targets.
• In addition to being the Board member for the hospital I also had the role of CQC Registered Manager & Home office Registered Controlled Drugs Accountable officer; responsibility to ensure patient safety is maintained to the highest quality of care, compliant with all relevant external and internal governance requirements.
• Fully responsible and accountable for the financial performance of the hospital through the development of a dynamic hospital business plan supporting the hospital and corporate strategy and ensure activity to deliver the required financial and quality targets.
• Interpreted underlying risks, business needs, client requirements and cost structures to increase forecasting accuracy.
• Directed staffing requirements, managed priorities and coordinated workflows to uphold productivity objectives.
• Spearheaded development and delivery of future product offerings based on in-depth market research.
• Provided customers with outstanding service, extending relationships for future business opportunities. including managing political relationships within local , regional and national systems.
• Updated policies and procedures to strengthen controls within different departments for improved operational standards.
• Demonstrated cross-functional leadership to manage 500+ staff across the hospital, including a senior leadership team of 25 senior staff.
• Trained and mentored managers to cultivate cohesive leadership team.
• Offered expertise and guidance in operational efficiency while leading the Board and providing a long term vision for growth and efficiency.
• Controlled spending to achieve 8% reduction in outgoing costs, and a greater focus of effective conversion to bottom line increasing EBITDAR % to 39% from 24% in 8 Months.
• Cultivated strong work culture and high standards to drive employee retention and performance.
• Boosted productivity levels by automating routine tasks and implementing digital technologies, using outsourcing where effective to improve business performance
• Devised and implemented long-term strategy to drive progress in key areas.
• Managed team performance, celebrating successes and identifying areas to improve.

In response to the covid-19 pandemic CWP board of directors asked me to lead and deliver the covid-19 mass vaccination programme for the population of Cheshire. Firstly, by setting up the Chester racecourse mass vaccination centre, following the success working regionally I developed and secured funding for a mobile service offering a full range of clinical interventions to Cheshire & Merseyside serving a population of over 2.7 million people. accountable to national directors and local leaders

Key Responsibilities

• Translated national directives into actionable front-line policies and implemented changes to meet local needs

• Developed strategic partnerships to expand service

• Strategised long-term business needs, driving customer feedback to deliver ongoing process improvements

• Worked with board of directors to establish objectives and decisively lead operations

• Created and led successful business culture focused on performance Key Achievements

• Increased uptake of vaccine by 35% to local populations considered hard to reach

• Health Service Journal (HSJ) Partnership award (Highly Commended) Estates Optimisation Project of the year 2023

• Provided a cost effective mobile solution enabling delivery of over 350,000 vaccinations within Cheshire & Merseyside highest performing provider in the region

As Head of Facilities Management service I have delivered a full transformation program, including full review of outsourced contracts, development of a new catering provision and development of a soft TFM commercial offering. Using quality improvement methodologies to develop high performing teams. Responsible for leading a full soft FM service of circa 600 staff across 97 premises, with a budget responsibility of over £10 million, including securing £2million of income generating contracts

Key Responsibilities

• Drove continuous improvement of processes and systems operation by performing process mapping and quality improvement strategies

• Investigated operational problems efficiently and determined most appropriate and cost-effective remedies

• Promoted unity among staff members through effective and consistent communication of vision and values

• Monitored and reviewed operational performance, aiding improved business strategy to maximise productivity

• worked with Board of Directors and clinical leadership teams to deliver a safe and effective FM service

Key Achievements

• International Award winning Facilities team of the Year - Building better Healthcare awards 2017

• Highest performing FM service in north west commissioning region since 2013 - Cleaning / Catering / Condition • Led supplier and project negotiations that resulted in over £100k recurrent operational cost savings on mail alone

• Outline operated my own business working with clients both uk based and internationally to determine event requirements and constraints, outlining packages to meet needs and exceed expectations
• Promoted adherence to client-event requirements through effective delegation, prioritising and management of service delivery
• Managed catering and hospitality for 300+ capacity events and meetings.Prepared, monitored and maintained budgets.Employed strong project management skills to deliver complex events.