Faculty

A senior finance professional with Board level experience in the private sector as well as within the NHS.

Following a successful career in Investment Banking, Martin spent eight years at Monitor/NHSI where he led the Regulation team responsible for financial turnaround, organisation change such as mergers and acquisitions, as well as leading programmes on innovative change such as the Vanguard programme and subsidiary companies.  He was responsible for the financial diagnostic work as well as driving change at a number of trusts including Barts and the Royal Free. He has also worked with Community and Mental Health Trusts.

Martin spent over a year as Financial Improvement Director at Barts Health, leading a multi-disciplinary team to address what was the largest underlying deficit in the NHS at the time.

Latterly Martin has worked as CFO in a two privately owned health tech companies where he led successful fundraising rounds.

Scott has over 20 years of experience leading health and care system transformation. Working across the UK, USA, Europe and Australia he has advised government leaders through to frontline staff on the development of integrated care models, and he specialises in turning strategy into positive, practical impact.

Giles has worked in and around the NHS for over 25 years with recent experience of both the emerging ICSs and leadership in an NHS Trust. He worked for 6 years as a Trust Board Director in his role as Director of Strategy and Partnerships at a large acute and tertiary provider in Surrey.

Giles led major service developments and was instrumental in the creation of a healthy more integrated local place-based system. This included the trust and local GPs (through a Federation), partnering to bid and win a tender to run community services and introduce new models of care. Giles led the Integrated Care Partnership (Place) in SW Surrey over 2 years and brought a diverse range of partners together in the ICP Board. Giles has practical experience of the big issues that primary care, wider places and ICBs face and learning new ways of working with multiple partners. In 2022-23 Giles spoke with nearly 300 PCN CDs across England to support their future plans and ambitions in another NAPC programme.

Paul is a strategy and system development specialist who supports leaders, teams and organisations in health and care systems to develop, agree and lead strategic change. Appreciated for his clear thinking, facilitative style, ability to distil complexity and support people to get things done, Paul works in partnership with health and care leaders to help them think and plan, navigate and lead change in complex environments.

Andy is an experienced facilitator, team coach and change leader. He has more than 30 years of experience facilitating change across both public, and private sectors. He works with teams, organisations and systems, to help them cut through the fog of complexity to find clarity, common ground and solutions, and to be the best they can be.  His focus for the last 20 years, has been on the health sector, but also has extensive experience of working with charities, public transport and manufacturing. Andy has been a member of the NAPC Faculty for 7 years.

Jack has more than 20 years development experience in Health and Social Care. He is a senior transformation and change expert, specialising in delivering value through effective leadership, management and engagement.

Jack has worked in both development and operational roles across all aspects of healthcare in both the NHS and Private sector including senior roles delivering complex integration projects – mergers, acquisitions, business process outsourcing and greenfield projects. He has delivered integrated partnerships at multiple health and care interfaces at ICB, Place and neighbourhood levels bringing acute, primary, community and voluntary pathways together.

Jack is passionate about the effective use of Healthcare resources both intellectually and physically and ensuring that the planning of improvements are viable within the organisational context.

Julia has an established record of leading and delivering strategic projects in the pharmaceutical industry, charity sector, business sector and NHS.  Julia was an executive board member in the Charity sector and was a non-executive director for Pennine Care NHS Foundation Trust where she was the Chair of the Quality committee and a member of the People and Workforce committee.

Julia’s work includes facilitation of strategy workshops, coaching, organisational, team and leadership development, quality improvement and service re-design.  Julia is accredited as an Affina Team Journey Coach; this is an assessment and development tool for team leaders to use with their teams.  For NAPC Julia developed the framework and toolkit to support the production of a population health informed clinical vision and service plan with a clear picture of estates requirements to support future delivery.  Julia brings experience and knowledge of the challenges leaders and teams face trying to drive and implement transformational change.

Pooja has had an accomplished 15-year portfolio career in healthcare. She is a practising General Practitioner in London and has previously taken roles in general practice turnaround, NHS commissioning and as a clinical advisor, alongside setting up a patient-facing healthcare business which was acquired 6 years later. Over the last five years Pooja has worked as a management consultant in EY’s healthcare practice, working with a breadth of clients across the NHS system, from hospitals and GP surgeries to national bodies and regulators.

She developed some of the national guidance on delivering population health systems, being rolled out across the NHS today, whilst on secondment to NHS England. Looking for a more entrepreneurial experience, Pooja helped set up the EY Ventures practice. She looked after a portfolio of health and social care ventures and developed corporate alliances. Through this she helped to coach founding teams, support disruptive business models and herself worked in a joint venture start up launching a workforce matching App in secondary care for nurses and doctors, taking on an array of scale-up activities.

Pooja is also a Director of a family business launching primary care and wider health services in India. She advises on clinical and digital services strategy. A decade ago, Pooja fostered her interest in health tech, knowing that over time it would become the bedrock of how patients all over the world would access and experience care. She has an MBA from Imperial Business School London specialising in digital health, gaining a research interest in the adoption challenges of health technologies in the UK. She is known for her energy, optimism, and self-starting nature and throughout her career has struck the balance between clinical expertise, commercial acumen, and business creativity. Pooja leads NAPC’s Digital Programme.

Joanna sits within the digital team on NAPC Faculty, bringing a wealth of experience and knowledge from an organisational, operational and project management perspective. With a background spanning many sectors from health/fitness and sports, hospitality, education, and a decade of insight from primary care. She currently writes and delivers national training programmes to PCNs for roles including but not limited to as, Leadership, Social Prescribing, Care Navigation, and many key users of the digital innovations entering the primary care landscape.

She has been instrumental in leading and delivering many projects and service re-design across the healthcare sector including migration of clinical system across a borough, merging of clinical systems across practices, and incorporation of PCNs. She continues to support PCNs and ICS/ICS across the country in matters such as PCN development and strategy, PCN Governance and business continuity, PCN service line design as well as workforce planning and workstream modelling, and digital adoption.

She has been involved in desktop research, end user qualitative evaluation, mobilisation for electronic consultations, early adoption of population health management tools, telephony systems, website design tools, she has spent the last two years specialising and supporting digital implementation, reviewing, and supporting developers with product design and challenging them on their ability to ensure features are fit for purpose and that products can demonstrate they deliver real world value and impact.

Joanna has supported the NAPC faculty on programmes of work such as marketplace analysis of online consultation providers framework, social prescribing link worker caseload management framework, and the implementation of long-term management tool for Hypertension across multiple ICS/ICBs.

Andrew Irvine is an experienced healthcare leader with over 30 years working across the UK NHS, the Australasian healthcare market, and global healthcare management consulting. His career spans Executive Director roles in both acute and community settings, giving him a deep and distinctive understanding of secondary care and the operational, strategic, and cultural factors that influence whole‑system performance.

Andrew has an extensive track record of working across complex health systems, supporting commissioners and providers on service reconfiguration, clinical strategies, operational excellence, and large‑scale transformational change. His experience includes successfully leading a national improvement programme for the Department of Health, bringing together his strengths in performance improvement, change delivery, and high‑impact collaboration.

In partnership with the NAPC, Andrew has played a significant role in the National Neighbourhood Improvement Programme, supporting local systems to develop neighbourhood-level models that strengthen integration, empower clinical and community teams, and improve population health outcomes. His work with NAPC also encompasses national quality improvement initiatives, leadership development, and capability‑building programmes designed to embed sustainable improvement across organisations.

Across his career, Andrew has championed a coaching‑oriented leadership style that grows capability, confidence, and resilience within teams. He is skilled in leadership development, coaching, training design and delivery, quality improvement methodologies, organisational development, and culture‑focused transformation. These skills have been shaped through decades of operational management experience across acute specialties, community services, and mental health organisations

Central to Andrew’s approach is a commitment to leaving a legacy—ensuring that organisations are not only supported to deliver immediate improvements, but are also equipped with the leadership, tools, and cultural alignment needed to sustain progress long after external support has concluded. He prioritises solutions that are culturally attuned to each organisation, ensuring change is meaningful, owned locally, and embedded in everyday practice.

Andrew holds an MA in Managing Healthcare Organisations from the University of Manchester’s Health Services Management Unit, alongside an undergraduate degree specialising in core quality improvement techniques and methodologies.

Sarah Reese is a versatile leader with two decades of experience spanning acute,community and mental health providers; commissioner; regulator; and system roles across the healthcare sector. Complementing her healthcare/NHS expertise, Sarah’s early career in private sector and local government roles, and more recent success as a consultant working with NHS, data, life sciences, VCSE and nature recovery clients, along with professional qualifications in marketing and business strategy,enables her to drive transformative change across diverse settings at a strategic level. She is known for building successful collaborations between national and local teams, peer and partner organisations, and communities.​

With extensive expertise in governance design, transformation leadership, and multi-sector programme delivery, Sarah has spearheaded initiatives ranging from cross-sector partnerships to digital transformation and system-wide efficiency improvements. She has successfully negotiated large-scale contracts, steered financially and politically sensitive macro environments, and led high-impact service redesigns, such as NHS military mental health networks and autism and learning disabilities services.​

Caroline is a GP practicing in Calderdale and the Calderdale GP clinical lead for mental health/LD/Autism and children/young people. Caroline believes firmly in the neighbourhood care model, described originally by NAPC. She is passionate about the need to improve wellbeing of those working in health and care. She is working on the innovative Calderdale Community Mental Health Transformation and, through NAPC, with other projects nationally which are also founded on the Community Health and Wellbeing Worker model.

Jag leads NAPC’s  evaluation and population analytics work. He specialises in the management and application of operational research, quantitative analysis and modelling techniques to support business decision-making.

He has substantial experience of the range of strategic and tactical analytical services to help healthcare teams understand the needs of their population, address health inequalities and evidence the value of whole workforce/population working. He is currently supporting over 200 different improvement projects covering over 10% of primary care.

Jeremy Martin worked in the NHS for 25 years, most recently as Director of Transformation at an acute hospital in the South West.  From 2013-2019 he was the Programme Director of the Symphony Programme in Somerset – an innovative and successful national Vanguard programme developing and implementing creative approaches to integrated neighbourhood teams and population health as well as building a new business model for GP practices in the area.  The programme was one of the first to develop a unified data-set, introduce health coaches in GP practices and create neighbourhood complex care teams.  Since then he has focussed on supporting organisations and systems to create successful approaches to population health and neighbourhood working.

Laura Sherburn has over 20 years NHS experience, ranging from frontline operations to strategic commissioning. She has worked at local, regional and national levels, in various executive and transformation roles, including specialised commissioning and emergency care.

She was previously the Chief Executive of Primary Care Doncaster, a GP Federation that she led from conception, growing the organisation to a multi-million pound turnover and developing a culture that was rooted in innovation and empowerment.

With a passion for unlocking potential in individuals, she has a special interest in the power of communities and supporting systems in harnessing this to transform health outcomes.

Siân trained as a nurse and has over 30 years’ experience in many areas of healthcare, both within the UK and internationally. These include the NHS, the Department of Health and Social Care, Voluntary sector organisations, Charities and Resuscitation Councils (UK and European). Siân joined the NAPC as a Faculty Member in April 2023 and has supported and delivered the National Care Navigation Programme and the NAPC CARE Programme.

Aimie is a partnership specialist and facilitator with 25 years’ experience across central government, international development, and health system transformation. Her work spans the full lifecycle of partnership development, from initial relationship building and co-production of shared purpose and vision, to developing partnership infrastructure, governance, strategy and action plans, and codesigning structural solutions and delivery models that enable organisations and communities to work together more effectively.

In recent years she has facilitated the development of over 30 partnerships, alliances and networks involving thousands of organisations across the NHS, local government and charity sector in the UK as well as internationally. She has a deep understanding of communities and the charity sector, and extensive experience supporting collaborative approaches at every level of health and care planning and delivery, from national policy through to neighborhoods and local communities. Alongside practical partnership facilitation, Aimie has directed research on a range of related topics including social prescribing, health inequalities, multiple health conditions, virtual ward development, the role of integrated care systems in social and economic development, data sharing, investment in partnership infrastructure and the need to collaborate to innovate in medical research.

A firm believer in the power of collaboration, Aimie combines strategic insight with a pragmatic understanding of the realities of change in overstretched public services. In all her work she aims to help people and places develop practical, sustainable solutions that harness the strengths of communities alongside public services to improve health and wellbeing.