1. 1
Curriculum Vitae
Jacqui Peterson LLM MSc
Address: 17 Old Vicarage Close, Llanishen, Cardiff, CF14 5UZ
Tel: 02920 766127
Mobile: 07891 168889
Email: jacquicpeterson@gmail.com
Brief Summary
My management skills include strategic, operational and project management. My personal qualities
include innovative thinking, pro-activity, well researched planning skills at both strategic and
operational levels, effective communication and interpersonal skills with an ability to operate
successfully as part of a team or independently. My management expertise has been gained at
senior level in the NHS. I also have experience of working in Welsh Government having completed a
two year part time secondment to the national Institute for Social Care and Health Research
(NISCHR), dealing with UK and Welsh Government Ministers and Senior Officers and liaising with
external bodies at a senior level.
My knowledge of working in the Research environment started in 1999 when I joined the Research
& Commercial Office of the then University of Wales College of Medicine and later following the
merger with Cardiff University I joined the Research & Commercial Division. During this time I have
dealt with joint academic/NHS projects including clinical trials, which required a detailed knowledge
of research governance both academic and health, and ethics. I am also experienced in planning to
satisfy the requirements of regulatory bodies having been involved in the development of a Good
Manufacturing Practice (GMP) 1
facility within the Wales Research & Diagnostic Positron Emission
Technology Imaging (PETIC) Centre to gain Medicines & healthcare Products Regulatory Agency
(MHRA) 2
approval.
Knowledge, Skills and Experience
1 I have worked in Higher Education since 1999, starting in the University of Wales College
of Medicine (UWCM) and moving to Cardiff University (CU) as part of the merger in 2004.
During this period I have demonstrated the following:
2 Substantial Experience of Strategic and Operational Planning
- In my current role as Project Manager for both the Wales Gene Park (WGP) and the
Cancer Genetics Biomedical Research Unit (CGBRU.
- As part of the strategic and operational planning for both NISCHR funded
projects it is necessary to adapt planning aims and objectives to NISCHR
guidelines and performance targets;
- Instrumental in the formation of the Wales Gene Park Operational
Management Team (OMT) the members are the work package leads and the
OMT works together to develop, agree and implement the aims and
objectives for the Strategic Plan – 3-5 years, and a yearly Operational Plan to
1
https://www.gov.uk/good-manufacturing-practice-and-good-distribution...
2
https://www.gov.uk/government/organisations/medicines-and-healthcare-products-regulatory-agency

2. 2
maximise the benefits of access to NISCHR funding; The OMT monitors the
planning progress and suggests further progress and remedial action as
necessary ;
- During my time in the NHS I acted as:
- Director of Clinical Services Planning where my role was to develop and
implement strategic and operational planning through the analysis of need
and the setting of targets and improvement in the delivery of clinical
services;
3 Project Management skills
- I acted as Project Manager for the Wales Research & Diagnostic PET Imaging Centre
(PETIC) - A complex project which required negotiation, leadership, good
communication and people management skills with emphasis on the ability to liaise
directly with senior professionals from the key stakeholder organisations such as
Welsh Government, Economy & Transport and NHS, Cardiff University and the Cardiff
& Vale University Health Board (CVUHB) through to consulting engineers, on-site
clerks of works, contractors and foremen, including the delivery of :
 All relevant planning documentation, including staff and non-staff budget , in
line with the Welsh Government 5 Case Business Case model3
developed for
the planning of investment of public funds.
 Award of Welsh Government funding £16.5M .
 A budgeted business management model for the:
1. Organisational structures
2. Staffing plans including projections forward in time in response to
developments, both university and NHS
3. Capital and revenue budgets, projected forward 5 years
4. Roles, role profiles and Person Specifications
 PETIC has been fully operational since September 2010 delivering a clinical
PET diagnostic service to NHS patients in Wales, a pre-clinical and clinical
research tool, and a GMP production facility manufacturing Fludeoxyglucose
(18F) to support the clinical diagnostic facility
Further detail can be found on the website - http://medicine.cf.ac.uk/petic/
- CRC Cymru Co-ordinating Centre
Lead for the successful completion and submission of the tender to provide the
NISCHR CRC co-ordinating centre within the School of Medicine delivering the
following:
I. Award of circa £9M recurring. Project led by Cardiff University in
partnership with Velindre NHS Trust and the Wales Cancer Trials Unit.
II. The preparation and project planning included the discussion and
negotiation of budget allocations which involved detailed negotiations
with academic and healthcare providers across Wales.
III. CRC Cymru was the development of an all Wales network of HE
institutions including Swansea and Bangor; interfacing with Velindre
NHS Trust and the Wales Cancer Trials Network. As the contract
manager I was the first point of contact with NISCHR in relation to the
performance of the contract.
3
http://gov.wales/funding/wiipindex/5cmodel/?lang=en

3. 3
Further detail can be found at https://www.wales.nhs.uk/
4 Excellent analytical skills with proven ability to present results and strategic advice in
the most effective formats to inform policy decision-making and strategic planning
- The PETIC project required me to develop a working knowledge of PET and its
applications in order for me to be able to provide a range of strategic planning
project reports both verbal and written to a range of stakeholders including; senior
academics, senior NHS and senior Welsh Government officers;
- The completion of the PETIC 5 Case business case included a complete analysis of:
 the need and demand for PET technology in Wales and South Wales in
particular, both to provide access to a research technology and the provision
of a clinical service.
5 Proven ability to work effectively as a member of a team as well as to work on own
initiative
The following areas of experience could not have been achieved without the ability to
communicate and work effectively as a member of a team , with professional personnel
at all levels:
- Both PETIC and CRC Cymru projects required a proven ability to work as part of a
team or on my own initiative;
- During a secondment to NISCHR (WORD)I developed a working relationship with
English NHS IP Hubs, with Welsh and English Government representatives, leads of
national and international healthcare industries; as a representative of the Welsh
Government NISCHR on the Health Care Industry Task Force (HITF). A UK wide
Healthcare Industry Task Force, co-chaired by Lord Warner and Sir Christopher
O’Donnell including working group members from DoH, DTI, OST, Partnerships UK,
other Government agencies, major Biotech and Pharmaceutical companies resulting
in the publication of – ‘Better Healthcare through Partnership: a programme for
action’ Report published November 2004;
- represented NISCHR as a member of the Welsh Government Ministerial Task and
Finish Group – developing a working relationship with senior Welsh Government
Officers resulting in the production of the report the ‘The Knowledge Economy
Nexus’ published 2004;
6 High level oral and written communication skills with excellent interpersonal skills with
the ability to build successful working relationships across and within organisational
boundaries
- Demonstrated by the successful completion of collaborative projects which included
communicating with and developing working relationships with the Higher Education
sector, NHS, UK and Welsh Government Ministers and Officers, External construction
consultants, MHRA, Health and Safety Agencies and departments across the
university.
7 Evidence of initiative and creative-thinking with a proactive approach
- The complexity of the PETIC project necessitated dealing with problems as and when
they arose and having the ability to liaise directly with the external contractors to
resolve those problems to the benefit of the project. From time to time this involved
challenging senior staff decisions which would have adversely impacted on the
project. I was prepared to do this but always took advice from key staff on what I was
proposing prior to discussion, this was to ensure that I had correctly identified the

4. 4
risk and remedial action required and formulated a suitable solution. The decisions
were then ratified by the PETIC Project Board.
- My management roles within the NHS, included operating at a middle, senior
management and Director level. My duties at this time involved dealing with
incidents and issues which had the potential of developing into a major incident, this
included – dealing with bed management and the management of the transfer of
medical and surgical intake as required.
8 Experience of working in a higher Education environment
I joined Higher Education in 1999 and my roles have included the following:
2012 – to date Project Manager Wales Gene Park and Cancer Genetics Biomedical
Research Unit
2006 – 2012 Strategic Planning Manager – including the successful project
management of the Wales Research & Diagnostic PET Imaging Centre
2004 – 2006 Cardiff University – NHS Interface Manager REIS
1999 – 2004 University of Wales College of Medicine – Commercial Development
Manager
1999 – 2001 UWIC - Part Time Lecturer Healthcare Management
Previous experience
1996– 1998 North Glamorgan NHS Trust – Business and Planning
1994– 1996 University Hospital of Wales Healthcare NHS Trust – Clinical Services
Development Manager
1993-1994 Cardiff Royal Group – Director of Operational Management/Director
of Clinical Service Planning
1987–1993 Cardiff Dental Hospital – Assistant Unit General Manage
9 Post-graduate Qualifications
1998 Cardiff Law School LLM (Legal Aspects of Medical Practice)
1993 University of Glamorgan MSc Management Studies
1986 University of Aberdeen Certificate in Health Economics
(correspondence course)
10 References can be provided on request