1. Ian Legg BSc (hons), FIBMs, PGCE, Ch. Sci. Ch. Biol.
Key experiential points
 Currently Programme managing a number of projects across the Division of Surgery with a focus on
improving quality, increasing throughput, theatre, outpatient and bed utilisation. Developed a uniform
approach to project delivery with emphasis on consistency, good baseline and on-going data
monitoring. Extensive Data Mining and production of numeric evidence to facilitate change
 Interim Trauma and Orthopaedics Business Manager; Day to day operations management of this large,
complex department that is facing financial and waiting list problems. Worked as part of a wider team to
develop and implement a recovery plan. Developed a “dashboard” to track spend, activity and changes
that should happen as a result of the recovery plan. Involved with developing 18 week recovery plan.
Worked with OPD team to record and code missed activity.
 Breast Services Manager at Royal Bolton Hospital. Responsible for delivering Screening and
Symptomatic services, ensuring attainment of Cancer and waiting list targets, putting together a
financial plan for cost improvement, successfully delivered Peer Review.
 As a jointly appointed Health Integration Project Manager with North Yorkshire County Council and
Scarborough & Ryedale Clinical Commissioning Group, I have a good grasp of the advantages and
challenges of integrated working in the community.
 I previously ran a large department across a three hospital sites, delivering major change projects
including departmental rationalisation and creating shift and extended hours working
 Worked as Duty Manager in a large NHS Trust ensuring patient flow across all three hospitals and
making managerial decisions as required in all areas of the hospital.
 Developed an innovative workforce and development strategy that delivered an excellent workforce at
lower costs and improved quality. Developed and implemented new roles both in NHS and Local
Government
 Always achieve financial balance at year end in a financially challenged Trust and achieving financial
improvement / efficiency targets.
 Used Lean, 6 Sigma, BQF, TQM, CQI and other methodologies extensively to reduce costs and,
improve quality.
 Involvement writing and shaping strategy in different environments.
 Worked effectively to bring 3rd
sector into community health/care networks.
 Adaptable and able to quickly become effective delivering the organisation’s requirements. Analytical
and able to understand processes and able to facilitate staff improving these processes.
Qualifications and Courses:
• BSc (hons) Microbiology – University College Cardiff
• Fellow of Institute of Biomedical Scientists ( by examination; Master level)
• HCPC Registered Biomedical Scientist (BS22860)
• Certificate in Health Service Management (Distinction) – University of Hull
• CPD course in Financial Accounting – Teesside University
• Post Graduate Certificate of Education – Huddersfield University
• Registered PRINCE2 Practitioner (XF30954063), Studying for MSP on-line course.
Implementing Transformation and Change
I have developed a range of skills over my career that has been the product of working at a high level in my
profession. I have worked nationally and extensively with wide ranging groups of people to implement
changes in how work is delivered; In particular, I have had to develop skills in:
• Managing Successful Change and Implementing Organisational Transformation.
• Implementing LEAN / Six Sigma to reduce costs/ improve services
• Workforce Development, Skill-mix changes, Teaching and Training, Project Management,
Procurement and Process mapping.Financial Accounting and Budgetary Reduction. Analysis of
Spread sheets to find inefficiencies
• Health and Social Care Integration. Public Engagement; supported, talked at and delivered events

2. Employment History - Ian Legg
Interim Programme Manager Division of Surgery Aintree UniversityHospital. Dec 2014-Present
Working directly for the DCOO, and closely with the Business Managers, Clinical Leads, Divisional Finance
lead and Associate Director of Service Improvement to ensure the Divisions Cost Improvement / Service
Improvement Projects are delivered in a consistent way and using the Trust’s newly developed Project
Management tool (e-PMO). I have supported the Business managers, challenged, encouraged and cajoled
Cost Improvements to hit the Trust’s high expectation from a Division with significant opportunity to
generate more income. (There is substantial unmet need in Liverpool). I have been working as part of the
Divisions “Top team” and gained a very candid view of Surgery, it’s pitfalls and potential.
Interim Trauma & Orthopaedics Operational Manager, Royal Bolton Hospital. Sept - Oct 2014
Worked with a wider team to turnaround the position of T&O. A challenging department where I was able to
identify some of the core problems in the RTT pathway. I have been able to help with some of the changes
required and pulled together data from different sources to create a “Dashboard” which will help to track the
changes put in place and demonstrate improvements are being achieved. Put together a team from T&O
OPD and finance to code activity that was not being recorded (over £1m)
Interim Breast Services Manager, Royal Bolton Hospital – Aug – Sept 2014
Brought in at short notice to cover sickness, I have delivered a stable department delivering on the Cancer
/ Waiting List / Breast Screening Targets. Had to deliver Peer Review within a week. Worked closely with
Consultants and staff to look at new ways of delivering the service to cope with the increasing workload
and financial constraints. I was retained to give mentorship to the returning manager.
Health Coordination Project Manager, North Yorkshire County Council 2013 – July 2014
One of three project managers across the county working on joint Health and Social Care projects
designed to reduce the impact on statutory services. It was a joint appointment between North
Yorkshire County Council and Scarborough & Ryedale CCG
 Achieved multi-agency collaboration and implementation of person centred care model.
 Developed the Care Navigator role, job description, induction, training and KPIs
Operational Manager for Blood Sciences (Haematology and Biochemistry)
Mid Yorkshire Hospitals trust 2005 – 2012
Responsible for the managing of Blood Science (Haematology, & Biochemistry); Pinderfields (Wakefield),
Pontefract and Dewsbury hospital sites. 250 Staff.
 Successful merger of Biochemistry and Haematology to create Blood Sciences
 Reduced annual budget from £13m to £11m (achieved all cost improvement targets set) whilst
improving quality and increasing workload. (Introduced Band 4 BMS)
 Design and move to new laboratory and facilitated community Pathology
Operational Manager for Haematology Department at James Cook UniversityHospital, South Tees
Hospital Trust 1998 – 2005
 Successful change from “On Call” to Shifts and improved access to services
 Developed early networks for “TeesPath” that delivered Healthcare Science Foundation Degree in
Teesside and NVQ levels 2&3 for Healthcare Scientists (LATA)
Project Manager; Department of Health Healthcare Sciences Recruitment Resource Centre:2003 –
2004 (Secondment to Department of Health / Newcastle Tyne & Wear SHA)
 Developed recruitment literature and ambassador scheme used nationally
 Worked in Workforce Development Confederation, SHA and for NHS Chief Scientific Officer.
Earlier Posts; Scarborough General Hospital; Biomedical Scientist 2, Haematology/Transfusion ;
Newmarket Hospital; Senior MLSO, Haematology / Transfusion; Trainee and Basic Grade BMS
University Hospital of Wales