Paul Clark
Lanarkshire,United Kingdom
Summary
Accomplished executive leader with a proven track record in strategic visioning and human resources oversight. Demonstrates exceptional relationship management and marketing skills, ensuring regulatory compliance across all operations. Committed to driving organisational success through innovative strategies and effective leadership.
Overview
27
27
years of professional experience
Work history
Chief Executive Officer
Vision Scotland
, Scotland
11.2024 - Current
- Developed sustainable partnerships, strengthening industry relationships.
- Improved customer satisfaction rates with service enhancements.
- Boosted employee morale with proactive communication and positive leadership.
- Fostered organisational growth for establishing a strong market presence.
- Instituted cost control measures; profitability improvement observed.
- Ensured financial stability with rigorous budget management.
- Established performance metrics, driving workforce excellence ensued.
- Advocated ethical standards of conduct; fostered a culture of integrity throughout the organisation.
- Directed human resources activities to enhance employee productivity.
- Championed product innovation for competitive differentiation in the marketplace.
- Oversaw risk management, mitigating potential business threats.
- Steered complex project management, ensuring timely delivery on commitments.
- Coordinated cross-departmental collaboration; improved efficiency observed.
- Sculpted company vision by leading strategic planning and setting business goals.
- Launched new business lines to diversify revenue streams.
- Drove corporate social responsibility initiatives, enhancing public image and reputation.
- Promoted talent development programs; enhanced skillsets within the organisation noted.
- Oversaw budgetary and financial activities and implemented strategies to grow business and profits.
- Executed board decisions to achieve successful strategy implementation.
- Spearheaded expansion strategies to increase business market share, drive growth and increase customer base.
- Monitored industry landscapes to make technical and operational recommendations.
- Recruited and managed senior staff with focus on delivering clear results.
- Maintained organisational compliance with applicable legislation and regulations.
- Served as official representative of organisation to public groups or government agencies.
Managing Director
28SIX Consultancy
, UK
01.2023 - 11.2024
- Supported healthcare organisations in relation to business development, regulatory compliance, leadership, and employee engagement.
- Identified market trends, leading to business expansion opportunities.
- Directed complex projects to successful completion.
- Facilitated training programmes to improve employee skills and capabilities.
- Developed effective business strategies for sustained growth.
- Streamlined workflow processes, enhancing productivity levels.
- Implemented cost-saving measures for financial stability.
- Delivered high-quality services by maintaining customer focus at all times.
- Fostered partnerships to expand business opportunities.
- Built a harmonious work environment with strong leadership skills.
Director of Performance and Service Delivery - UK, Ireland and Europe
Optical Express and ACES
, UK, Ireland and Europe
12.2019 - 09.2023
- As the Director of Performance and Service Delivery I had responsibility for providing direction and strong, professional leadership to all staff including nursing, allied health professionals, non-clinical and medical staff either directly employed or working under practising privileges.
- I drove the delivery of excellent clinical standards of care and experience in all areas, driving a culture of patient safety, clinical effectiveness and continuous improvement of the patient experience.
- As a member of the Executive Leadership Team I ensured the team's provision of safe, effective, caring and responsive patient care is delivered in a high-quality clinical environment in a way which maximises the financial and operational performance of business.
- I had responsibility to ensure all appropriate measures are taken to maintain, promote and safeguard the wellbeing and interests of patients, employees and visitors.
- Business Development: Contributing to the development of capital investment business cases for new services/equipment, Being aware of the need to identify business development opportunities and support the continuous quality improvement agenda.
- Governance: Maintaining professional standards in accordance with the relevant professional and regulatory bodies, Ensuring compliance with CQC, HIS, HIW and all other external regulatory or accreditation requirements.
- Maximising efficiency: Ensuring safe, effective and efficient use of labour to achieve KPIs, Ensuring implementation of care pathways including the efficient use of supplies and consumables, Optimising asset utilisation across all locations.
- Relationship building: Engaging with Consultants to help identify business development opportunities such as new services and development of existing work, Supporting the organisations efforts in building relationships with the NHS and other purchasers of the clinical services.
- Audit and risk management: Ensuring compliance with relevant organisational and commercial audit, Support the Clinical Director in ensuring clinical departments' compliance with best practice, audit standards, policies and recommendations within the stipulated timeframes, Support the Clinical Director in investigating and referring adverse incidents appropriately and maintaining accurate, factual reports.
- Consultant and staff competence and adherence to good and safe practice: Monitoring Consultant performance, undertaking investigations into concerns and ensuring the robust function of the Clinical Governance Committee, Ensuring Consultants receive appropriate information for reviews and appraisal and contributing to Consultants' annual and biennial reviews, Monitoring and driving improvements for clinical services by using clinical indicators.
- Patient Experience: Proactively engaging with patients, visitors, and Consultants to ensure satisfaction with the care or service provided, identifying opportunities for improvement and taking action to use this learning to continuously improve quality, Reviewing patient satisfaction survey results and complaints and working with reporting departments to ensure active identification of improvement opportunities and implementation of rectification/development actions, Assisting with patient complaints and incidents where required, providing feedback to relevant departments and staff and implementing 'lessons learnt'.
- Market maximisation: Leading the organisations business plan and supporting Divisional and Clinical Directors responsible for formulating departmental plans and objectives, Promoting the business to customers and external professionals.
Director of Operations - Ross Hall Hospital (Flagship)
BMI Healthcare
, Glasgow
09.2014 - 12.2019
- Providing strategic direction and leadership to the Hospital and Hospital Management Team. Maximising the financial and operational performance of the Hospital, ensuring the hospital provides excellent patient care, delivered in a safe high quality clinical environment in a cost-effective manner.
- Responsible for creating and delivering the annual strategic and operational plan, driving hospital EBITDA in line with BMI targets.
- Directed cross-functional teams for high-quality project delivery.
- Oversaw budgeting activities, reducing unnecessary expenditures of the organisation.
- Streamlined processes, improving overall productivity and effectiveness.
- Developed strategic plans for significant business growth.
- Influenced positive change by introducing lean methodologies into daily operations.
Chair National Ophthalmic User Group
NHS
, Scotland
01.2013 - 09.2014
- Chaired high-level meetings, resulting in strategic alignment across departments.
- Influenced organisational change by embracing innovative technologies.
- Led committee meetings and covered key priorities to aid delivery of service improvement .
- Identified and resolved operational issues impacting productivity, performance or profitability.
- Spearheaded strategic planning and decision-making processes aligning with mission and stakeholder interests.
Member of Scottish Orthopaedic Service Development Group
NHS
, Scotland
01.2012 - 09.2014
- Facilitated and led service improvement reviews in collaboration with managers, teams and colleagues.
- Executed routine audits for continuous service improvement.
- Participated actively in clinical audits, driving continual service improvement.
- Developed programme of continual service improvement across wider service delivery function.
Clinical Services Manager - Surgery and Critical Care Services
University Hospitals Lanarkshire
01.2009 - 01.2014
Operational Manager - Orthopaedics and Ophthalmology
University Hospitals Lanarkshire
01.2007 - 01.2009
Assistant Manager: Referral Management Service
University Hospitals Lanarkshire
01.2006 - 01.2007
Assistant Manager: Health Records
University Hospitals Lanarkshire
01.2005 - 01.2006
Administration Team Leader
University Hospitals Lanarkshire
01.2004 - 01.2005
Coordinator: Emergency Department
University Hospitals Lanarkshire
01.2002 - 01.2004
Administrator: Emergency Department
University Hospitals Lanarkshire
01.1998 - 01.2002
Education
Post Graduate Diploma - Leadership in Healthcare
EduQual
Glasgow, Glasgow City 07/2025 -
Certificate of Higher Education - Brand Management
University College London
London (Online Delivery)Certificate of Higher Education - Patient Safety and Quality Improvement
Johns Hopkins University
Baltimore (Online Delivery)Certificate of Higher Education - Health Coaching
Imperial College London
London (Online Delivery)Higher National Certificate - Administration and Information Management
Scottish Qualification Authority (SQA)
Glasgow, Glasgow CitySkills
- Executive leadership
- Strategic visioning
- Human resources oversight
- Relationship Management
- Marketing
- Regulatory compliance
Custom
- Optical Express, Glasgow, Exceptional across all inspected domains, HIS, 06/30/22
- Optical Express, Dundee, Exceptional across all inspected domains, HIS, 08/31/22
- Optical Express, Aberdeen, Exceptional across all inspected domains, HIS, 08/31/22
- Optical Express, Inverness, Exceptional across all inspected domains, HIS, 09/30/22
- Optical Express, Birmingham, Overall rating: Outstanding, CQC, 08/31/22
References
References available upon request.
Timeline
Chief Executive Officer
Vision Scotland
11.2024 - Current
Managing Director
28SIX Consultancy
01.2023 - 11.2024
Director of Performance and Service Delivery - UK, Ireland and Europe
Optical Express and ACES
12.2019 - 09.2023
Director of Operations - Ross Hall Hospital (Flagship)
BMI Healthcare
09.2014 - 12.2019
Chair National Ophthalmic User Group
NHS
01.2013 - 09.2014
Member of Scottish Orthopaedic Service Development Group
NHS
01.2012 - 09.2014
Clinical Services Manager - Surgery and Critical Care Services
University Hospitals Lanarkshire
01.2009 - 01.2014
Operational Manager - Orthopaedics and Ophthalmology
University Hospitals Lanarkshire
01.2007 - 01.2009
Assistant Manager: Referral Management Service
University Hospitals Lanarkshire
01.2006 - 01.2007
Assistant Manager: Health Records
University Hospitals Lanarkshire
01.2005 - 01.2006
Administration Team Leader
University Hospitals Lanarkshire
01.2004 - 01.2005
Coordinator: Emergency Department
University Hospitals Lanarkshire
01.2002 - 01.2004
Administrator: Emergency Department
University Hospitals Lanarkshire
01.1998 - 01.2002
Post Graduate Diploma - Leadership in Healthcare
EduQual
07/2025 -
Certificate of Higher Education - Brand Management
University College London
Certificate of Higher Education - Patient Safety and Quality Improvement
Johns Hopkins University
Certificate of Higher Education - Health Coaching
Imperial College London
Higher National Certificate - Administration and Information Management
Scottish Qualification Authority (SQA)
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