About
A clinician who leads with kindness and delivers with rigour
I have been a doctor since 1996, and since 2008 a consultant in neuroanaesthesia and neurointensive care at Queen's Hospital, Romford, part of the Barking, Havering and Redbridge University Hospitals NHS Trust. For eighteen years I have looked after the sickest patients in the hospital, and spent just as much energy improving the systems and the people around them.
My path
I trained in London, Cambridge and Toronto, qualifying from Charing Cross & Westminster Medical School (Imperial College, University of London) and gaining my BSc in Neuroscience along the way. I became a Fellow of the Royal College of Anaesthetists in 2004 and a Foundation Fellow of the Faculty of Intensive Care Medicine in 2011, and was appointed as a consultant in 2008.
In 2010 I founded and became director of London ITU Limited, providing high-quality private critical care. Running my own company taught me to read a balance sheet and keep a budget balanced: commercial discipline that is rare among clinicians and central to how I think about board decisions.
What I'm building towards
I have completed all taught modules of a Trust-sponsored Executive MBA and am writing the dissertation. In 2026–27 I am also a Scholar of the Healthcare Leadership Academy. Together these give me a working command of strategy, finance, governance and clinical-negligence risk.
My strongest interest is the ethical, compassionate use of artificial intelligence in healthcare: making sure new technology genuinely serves patients and the people who care for them. It is the thread that connects my clinical work, my national committee roles and where I want to contribute next. Read more →
How I lead
Empathy and strategy are not a trade-off
Patients first
Every project I lead is judged by one test: does it make care safer or kinder? From bed expansion to bringing psychologists onto intensive care, the patient is the point.
People who deliver it
Sustainable care depends on a workforce that is supported and heard. I have rebuilt teams, mentored colleagues into consultant posts, and protected staff wellbeing as a strategic priority.
Evidence and numbers
Good intentions need hard delivery. I back decisions with data, publish my research, and measure impact, whether that is job-plan compliance or a £2m efficiency saving.
Want the detail?
See the leadership roles, national appointments and credentials behind the headlines.