Rob Ferry

Senior Clinical Operations and Business Manager. Overall day to day management of a full clinical facility and a multi-disciplinary team of 22 medical specialists; Complete management of the delivery of a first class clinical service, full budgetary control, people and stakeholders, risk, and business opportunities. As Senior Clinical Operations Manager I regularly conducted clinical site monitoring visits across a number of facilities and for multiple therapeutic areas, ensuring all clinical operations are conducted according to all applicable regulations and business processes. Ensures regulatory inspection readiness at assigned clinical sites. Responsible for assignments of greater complexity than the Clinical Operations Manager (i.e., greater number of sites, site participating in more complex clinical care pathways, sites requiring more oversight of operational issues). Complete management of stakeholder engagement, business readiness and ensuring clinical practices were at the highest possible level. • Optimised clinical services, established KPIs and quality standards, and conducted regular assessments to monitor performance • Managed the delivery of clinical governance training to 400+ personnel • Managed extensive facilities and had overall control of the full budget including £500K+ worth of equipment • Day to day management of the full clinical services ensuring that the team minimised risk; investigated accidents, monitored processes; managed Risk Register -Accountable to Director Level

Led the medical care across all ARU squads. Ensured that a limited budget was effectively distributed across all squads. Co-ordinated multiple overseas tours and training camps culminating in victory in the centennial Army v Navy match at Twickenham.

Senior Clinical Manager for a Regional Rehabilitation Unit providing exceptional clinical services to upwards of 20,000 patients. Complete management of the multi disciplinary team and facility tasked with: -Reviewing care planning and risk assessment documentation of the care pathways -Responsible for management of the team, including hiring, planning, assigning and directing work. -Writing and addressing performance review, whilst conducting training of current and new employees -Generating and coordinating training and VIP visits -Providing technical and medical expertise within internal and external departments -Developing and maintaining client relationships -Representing the UK Military within internal and external collaborations within research and academic organizations globally. Through effective and emotionally intelligent leadership I was able to drive continued improvements at the facility to deliver operational efficiency and improved compliance standards. Whilst holding operational responsibility for the management of activities, to ensure clinical care is on time and in within budget

Alongside the role of Physiotherapist I was employed as the Head of People. Complete management of the people operations within a deployable British Army Squadron tasked with: -Contributing to the development of the people strategy, driving continuous improvement and ensuring the right culture moving forward. -Practical involvement across key People priorities talent, performance, compensation and benefits, org design, org development, communications and engagement, and leading the People Team. -Managing the People strategy that helps the business achieve its objectives -Building simple, scalable processes and policies that ensure people from all backgrounds could succeed. -Utilised data and insights at the heart of our People operations and provided managers and leaders with the information they needed to make the right business decisions.

Senior Clinical Operations Manager - Officer In Command Complete management to ensure delivery of a world-class customer experience through innovations and operational excellence. Built effective and scalable mechanisms to support business growth including scoping and launching new clinical innovations, equipment management and building long lasting partnerships with internal or with outsourcing partners. Created an organisation culture where accountability, transparency and collaboration are the norm and rapid deep dives into root causes of defects is a standard operating practice. Hired, developed and inspired a high impactful team of future military leaders through a culture of empowerment.