Richard Brailsford

• Lead consultant and Programme Manager role. This included transitioning the business from pure community nursing activity to introduction of a blended Telehealth service model for managing Chronic Obstructive Pulmonary Disorder (COPD)
• Definition of the new care models and pathways, conditions selection, patient stratification, defining KPIs and related cost drivers.
• Resulted in creation of a new, sustainable model and successful business case outcomes (e.g. reducing number of… Show more

• Lead consultant and Programme Manager role. This included transitioning the business from pure community nursing activity to introduction of a blended Telehealth service model for managing Chronic Obstructive Pulmonary Disorder (COPD)
• Definition of the new care models and pathways, conditions selection, patient stratification, defining KPIs and related cost drivers.
• Resulted in creation of a new, sustainable model and successful business case outcomes (e.g. reducing number of unnecessary visits and increasing medication collection)
• Mapping of as-is and to-be, interdependencies and risks to mitigate
• Programme Managed key activities from defined activities and lifecycle; including weekly RAG report and project plan maintenance along with risk management and mitigation. Planed or ran training, stakeholder engagement workshops, benchmarking, through to rollout. Used Lean techniques to allow rapid progress and structured approach
• Initial results included 59% decrease in unnecessary hospital admissions and increased nursing capacity, with 90% of patients wishing to use the service in the future. The payment reward target was met which supported revenue generation

“May I take this opportunity to express my gratitude to you as the Programme and Consulting Manager for your commitment and presence with this project? Your drive, engagement and enthusiasm has been valued throughout. I believe the success we have achieved is largely contributable to your high level of dedication and excellent management of the challenges we have faced. Your optimism and positivity drives partnership working to a level where success is the only achievable option”. Customer Project Manager Show less

• PMO (Project Management Office) approach taken to ensure governance and process followed
• Led 2 key work streams, designing a tailored approach based on a proven methodology and following Prince II project management approach
• Led field studies to observe various departments, complemented by leading business unit specific and company-wide workshops
• Involved those from Board to entry level
• Activity analysis completed with current as-is ways of working clearly mapped
• Lean… Show more

• PMO (Project Management Office) approach taken to ensure governance and process followed
• Led 2 key work streams, designing a tailored approach based on a proven methodology and following Prince II project management approach
• Led field studies to observe various departments, complemented by leading business unit specific and company-wide workshops
• Involved those from Board to entry level
• Activity analysis completed with current as-is ways of working clearly mapped
• Lean tools deployed included European Change Management framework (global business methodology), process mapping, cause and effect (Ishikawa), Matrix by job role summarising functional requirements, consolidation and validation, business case and use of Implementation/Payoff tool to allow prioritisation of projects over 24 months
• Field working transformation, security and policy recommendations presented back to senior management and work stream leads along with business case. Delivered clear insight into the client at a key time due to being acquired Show less

Cross business review of London 2012 legacy requirements for Tablets and Smartphones (iOS). Addressed business requirements such as trusted, up to date and accurate information, disruption management, movement from paper-based to electronic information and consolidation of assets with higher return on investment. Functional requirements included advanced communications, video recording, knowledge management portals, Microsoft applications, electronic data collection, asset tagging and decision… Show more

Cross business review of London 2012 legacy requirements for Tablets and Smartphones (iOS). Addressed business requirements such as trusted, up to date and accurate information, disruption management, movement from paper-based to electronic information and consolidation of assets with higher return on investment. Functional requirements included advanced communications, video recording, knowledge management portals, Microsoft applications, electronic data collection, asset tagging and decision support. Delivered securely in an online and offline environment. Again included wide use of lean methodology to allow rapid delivery during the Olympics with resource and time challenges. A framework was designed and implemented to allow objective scoring and assessment of departments for deployment (time and benefits against business metrics). A solution was then rolled out quickly and successfully.

“Richard was extremely professional in his approach. He is a rare breed of consultant that takes time to understand not only the employer but the employees too! His ability to apply my working requirements successfully can only be attributed to his skills and depth of knowledge. An excellent communicator and very well organised.” Engineering business partner, client Show less

The project focused on Parkinson’s Disease. The objectives included:
- Increase the number of clients gaining access to treatment and support through clarifying opportunities
- Maximise time specialist nurses have to help patients
- Understand whether the capacity of nurses is sufficient
- Provide the ability to provide the maximum quality of care
- Mapping with interfacing teams; i.e. internal (e.g. Customer Service, Sales) and client (the patient/client and… Show more

The project focused on Parkinson’s Disease. The objectives included:
- Increase the number of clients gaining access to treatment and support through clarifying opportunities
- Maximise time specialist nurses have to help patients
- Understand whether the capacity of nurses is sufficient
- Provide the ability to provide the maximum quality of care
- Mapping with interfacing teams; i.e. internal (e.g. Customer Service, Sales) and client (the patient/client and GPs/specialists)
- Present back recommendations clearly and concisely to customer Board and senior managers Show less

DH applauded project. Across 5 large UK counties and their Health Visiting staff. Organisations were constrained by the considerable overhead of paperwork and general administration. Most had inadequate systems and poor cross-agency communication. When systems had been put in place this could often increased the need to spend time on administration, due to the lack of field based technology and lack of integration into office electronic records systems.
Phase 1: The objective was to… Show more

DH applauded project. Across 5 large UK counties and their Health Visiting staff. Organisations were constrained by the considerable overhead of paperwork and general administration. Most had inadequate systems and poor cross-agency communication. When systems had been put in place this could often increased the need to spend time on administration, due to the lack of field based technology and lack of integration into office electronic records systems.
Phase 1: The objective was to Completed an analysis of Health Visitor working practices; focused on technology and more specifically data capture as well as process, people and cultural aspects. This first phase engaged a number of roles; to ensure they feel their voice is being heard, they are part of the process and they support the aims and outcomes of the project. This stage enabled our customer to validate where their issues, barriers and efficiency opportunities were. Phase 2: involved a pilot of mobile applications using iPads, laptops and digital pens. This included a clear business model to evaluate the results from the pilot against metrics including increased client facing time, reducing risks for clients (families and especially children) and improved sharing across agencies. Show less

Major 2012 sporting event – scoping and delivery of managed service and business continuity

Business continuity planning and resourcing for a once in a generation sporting event. This had previously failed to progress despite numerous attempts and requirements were fluctuating due to fluctuations in risk versus requirements. Areas included business advice, requirements scoping and estimating, engaging with 3rd parties and managing internal stakeholders in a project with high UK Board… Show more

Major 2012 sporting event – scoping and delivery of managed service and business continuity

Business continuity planning and resourcing for a once in a generation sporting event. This had previously failed to progress despite numerous attempts and requirements were fluctuating due to fluctuations in risk versus requirements. Areas included business advice, requirements scoping and estimating, engaging with 3rd parties and managing internal stakeholders in a project with high UK Board visibility. This was in an environment where resource was rapidly depleting and costs were increasing despite an immovable deadline. 18 engineers deployed across the UK for this London centric event, managed via a PMO and BS25999 business continuity governance framework.

“Richard worked fantastically on the 2012 campaign especially on the engineering bid for field support for the Games time. Richard was constructive, concise and clear with all the documentation he produced and a valuable asset to me to help this get closed down in a quite intense final negotiation session. Richard was always on the calls and gave consistent support to me and was someone who I could work well with and entrust a very delicate piece of work to his safe hands”. Account Director Show less

High profile project to deliver increased patient contact, quality of life, and shorten timescales for consultation, allow rapid qualification and possible referral to clinical expertise, reduce necessary travel and related costs. Allowed video and voice contact, sharing of images and clinical records and other data.

• Reached EHI (eHealth Insider) Awards in 2010 for most innovative solution (case study available)
• Led to UK Board and Global Health Board approval to launch this… Show more

High profile project to deliver increased patient contact, quality of life, and shorten timescales for consultation, allow rapid qualification and possible referral to clinical expertise, reduce necessary travel and related costs. Allowed video and voice contact, sharing of images and clinical records and other data.

• Reached EHI (eHealth Insider) Awards in 2010 for most innovative solution (case study available)
• Led to UK Board and Global Health Board approval to launch this proposition to UK market
• Key aspects were engagement and ongoing commitment of senior medical staff (consultants, leads in Diabetes, Cardiology and Mental Health, GPs, nurses, etc), creation of a clear vision and measures and achievement of tangible results
• Engaged with lead NHS consultants, doctors, specialist teams and Board from scoping, mapping as-is to the new service delivery model across through to engagement of time constrained, highly utilised consultants
• Management of project KPIs and addressing significant challenges across a local and Global team
• 100% of patients were satisfied, 80% of clinicians said they could see patients sooner, time savings of up to 300 hours per annum per consultant and GP


“The report and business case read very well and include a very detailed description of what has been a quite remarkable journey in such a short time. Can I thank you for the massive amount of effort you have put into this highly important project”. Client Board sponsor. Show less

Large project around validation of current business processes and identification of business and functional requirements. Surface transport wide initiative with very high numbers of staff where stakeholder management was critical. Established and agreed organisational KPIs and project Key Success metrics with project board. Delivered management level report and recommendations to achieve increased compliance, increase revenues and reduce costs, reduce assaults and offences. A six figure project… Show more

Large project around validation of current business processes and identification of business and functional requirements. Surface transport wide initiative with very high numbers of staff where stakeholder management was critical. Established and agreed organisational KPIs and project Key Success metrics with project board. Delivered management level report and recommendations to achieve increased compliance, increase revenues and reduce costs, reduce assaults and offences. A six figure project followed. Show less

• Along with Acquisition Director, jointly led initial and ongoing engagement with organisation to develop relationship and differentiate from 30-year incumbent supplier. Led Bid content development for Data and Applications, engaging a multitude of advisors. 12 months later business won largest ever corporate contract worth eight figures.
• Ensured linked to operational and strategic objectives and performance measurements
• Part of team awarded O2’s 2008 team of the year, beating the… Show more

• Along with Acquisition Director, jointly led initial and ongoing engagement with organisation to develop relationship and differentiate from 30-year incumbent supplier. Led Bid content development for Data and Applications, engaging a multitude of advisors. 12 months later business won largest ever corporate contract worth eight figures.
• Ensured linked to operational and strategic objectives and performance measurements
• Part of team awarded O2’s 2008 team of the year, beating the iPhone team (which had recently launched)

A number of projects were carried out. This included being an advisor and programme coordinator as part of an overall deployment to 30,000 employees with high level of visibility to client CEO and CIO, and O2 UK Board. Activities ranged from change management, engagement with senior managers, meeting department heads to gathering requirements and mapping to their objectives.

One example sub-project involved consulting to address a need for efficiency and safety. This focused on current and required communication around Disruption Management, operational performance to meet targets and limit penalties. This also involved asset management requirements. Tools used to identify an eight figure potential savings and six figure productivity days business case reclaimed included:

• Field studies and workshops to build subjective and then validated requirements
• Identification of key challenges (e.g. cause and effect) to be addressed and development of programme KPIs
• Validated requirements
• Development of proposition and costing working with pre-sales and technical delivery team
• Structured approach to delivery following Prince II tools and techniques

Other projects included a review and proposed replacement of the key system for information provision from the client to Train Operating Companies, and replacing legacy technology with a future proofed technology platform, applications and hardware. Show less

• Led on development of relationship with one of the world’s largest liquid container manufacturers. Began with global Y2K upgrade. Followed by worldwide Application Management support contract to global packaging organisation (Elopak). Part of achieving successful rollout involved engaging with client subsidiaries across Europe and meeting Board level contacts. This involved regular travel and meeting with teams from Norway, Germany, Holland, Finland and Sweden. Case study… Show more

• Led on development of relationship with one of the world’s largest liquid container manufacturers. Began with global Y2K upgrade. Followed by worldwide Application Management support contract to global packaging organisation (Elopak). Part of achieving successful rollout involved engaging with client subsidiaries across Europe and meeting Board level contacts. This involved regular travel and meeting with teams from Norway, Germany, Holland, Finland and Sweden. Case study available.

“Richard was our commercial and relationship contact when implementing a support agreements/support organisation for our newly installed ERP system worldwide. Richard was involved throughout the whole process from requirement specification to a fully implemented support organisation and regular follow ups and reviews afterwards. He made a great effort to understand our business and tailor the support organisation to our needs. This was done by travelling to several subsidiaries across Europe to uncover their individual requirements. His work was performed in an orderly way and the results were outstanding.” Project lead (reported to Global IT Director).
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