1. RÉSUMÉ
Paul Dupée FCMA, CGMA, FCMI, B.Sc (Hons)
Well Cottage, Roke, Oxfordshire OX10 6JD
07596 536 282
paul.dupee@btinternet.com
PERSONAL PROFILE
Accomplished Main Board “C” Grade Executive, with BD, CTO and CFO director positions in Plc.’s and
International Corporations equipped with a commanding track record over the past twenty five years of
bringing sound judgement and a strong commercial perspective to the full business lifecycle from start-ups,
investments, mergers, acquisition and disposals. Growth Agendas in organic organisations has produced a
demonstrable list of achievements in areas of Capital Value and Business Improvement. Change
Management, BD, Governance, IT, Compliance and Quality have been key components to success of all
associated ventures and consultancy assignments. Career Background in high value Health, IT, Engineering,
Infrastructure, R&D, Manufacturing, Technology, Medical/Pharma, Defense, Estates, Aerospace and Rail
Transport environments.
.
Developed great versatility from dealing with diverse businesses and cultures, nationally and internationally,
and acquired significant experience working with rapidly expanding SME growth ventures with missions to be
AIM-quoted.. He has also worked with the Public /Private Sector across £22 billion of transactions in PPP joint
venture type deals of which £13 billion have been personally won for Consortiums.
Paul has had high profile assignments in SCS Grade 1 positions for HMG in developing NDPB’s with growth
agenda mandates and also leading on pathfinder transformations in the “Health Agenda for Change”.
Departments have included UKTI, Health, Transport, Defence, Home Office, Local and County Councils and
PUK. Paul has also held NED positions for major City Institutions.
An expert in corporate business, governance, compliance and risk management; enjoying and challenging the
status quo and providing independent advice to boards and mentoring teams whilst maintaining sound
judgment, impartiality and integrity. Possessing exceptional networking and communication skills and the
credibility to liaise effectively with the major city investment institutions, stakeholders, lawyers, brokers and Big
4 auditors. Willing to travel globally as required.
An extremely wide network across International Markets and Higher Government Authorities.
KEY SKILLS
Strategy: Provided business-critical input to strategy bringing commercial clarity, acumen and common
sense to situations where management teams cannot always see the way ahead. A recognised business
‘guru’ in the Public and Private sector relationships with a record demonstrating outstanding expertise in
taking UK and international companies up to listing, mergers acquisitions and sale.
Leadership: Skilled as an ambassador and democratic team leader stepping into sensitive management/
shareholder / government agency and UK Gov. Departments in situations to support the leadership and
underpin or help improve management skills and business understanding. Prepared to recommend or make
tough decisions to improve the business performance and profitability, when necessary. A strong
communicator and speaker at Public Meetings and Consultations to lead on vision, strategy and Development
.
Business Development & Support: A proven track record ranging from taking a start-up in FS business
to £30m Turnover, Community Health Venture to breakeven in 10 months, Defence MBO to Exit at £30m and
setting up International Consortiums for Bidding and Engineering Sales of £2 million and Country Sales in the
Middle East £0.5 million. Closed Deals on London Underground PPP and Serco Defence with MOD Navy.
International Experience: Gained substantial experience as CEO and BD Divisional Director of
international companies from Middle East, America, Africa, South America, Japan and Europe which have
major Plc’s and Corporations. Understand how to work with different cultures and businesses. Experienced in

2. securing their management’s appreciation of the need to adapt to different cultures and working in
international markets.
Quoted Companies. I have a corporate background in servicing quoted companies such as Letraset
International, BOC and First Group to comply with Regulatory Bodies and the London Stock Exchange on all
matters relating to setting Board Standards and Directives for the public market.
Financial Advice & Management: An expert in all aspects of corporate and financial directives
governance, legal, EU Procurement and major Bidding and Contracting.
RECENT EXPERIENCE
HMG Appointments have been long term fixed which have been with Gov.UK Departments running for 10 to
15 years and NDPB‘s which have run for three years. Paul has taken a sabbatical since 2011 to complete a
further B.Sc. (Hons) Life Sciences qualification at Oxford Brookes, awarded by OU in 2014. He has also been
advising NHS England and Foundation Trusts during this time on major procurements and bids in GP
Commissioning Offender Health Commissioning and Specialised Services and Medicines.
Recommendations to DH on a major restructuring which became adopted changes to the HMG
Comprehensive Spending Review NHS Estates in 2011.
Paul is currently working on a Multi Solution Package to redesign Urgent Care Models leading to
Transformation. Working with a collegiate of experts that are at the front line in leading the Changes
sponsored by CCG’s. The outcome will be a revamp and streamlining of a New Model in UC to tackle Winter
and continuing pressures in A&E.
ACHIEVEMENTS:
 Appointed by HMIT / PUK as Adviser / Sponsor to DHSSNI in Northern Ireland to work with Ministers,
Perm.Secs and 26 CEO’s on Strategy, Development and Reform with specific responsibility for Health
but involved the development of E-Systems across 12 Gov.NI Departments and IT Development in e-
Health Systems sponsoring £1 billion of Health Projects
 Senior Roles in Public / Private Transactions amounting to £22 billion of which £3 billion are in Health
and £13 billion have been personal achievements working for Private Sector Consortiums.
 Appointed by the CEO to Lockheed Martin UK to take over from the Director General on 3 major MOD
Surveillance Projects amounting to £100m taking direct responsibility for 100 Technical Staff and 3
Direct Reports and International Contractors. Took these projects through Systems Integration, Testing
and Customer Acceptance.
 Senior Responsible Officer (SRO) and Pathfinder Leader on the “Health Agenda for Change” to
develop over 35 Business Cases of which 15 amounted to £3 billion in Health Services, Infrastructure
and IT Systems
 Held Engineering Development Board positions at First Group Plc. and London Underground reporting
to Main Board Directors.
 At London Underground took a £3 billion new Jubilee Line through Systems Integration, Testing,
Sourcing and Mobilisation through major Contractors for O&M, Comms and Systems.
CAREER HIGHLIGHTS
CEO of TMG International Limited (May, 1990 - to date)
Interim and Consultancy roles within major Plc.’s , International Corporations , Contractor Bidding Consortiums
and most Government Departments from 1990 to date. Clients include Serco, Lockheed Martin, BAe, WS
Atkins, Bechtel, PUK, First Group, McQuarrie Airwave, LSE, WNDC Urban Development, Strategic Investment
Board NI, Metronet and Mouchel Metro.
Public Sector include City PCT’s , Acute Foundation Trusts, Mental Health, DH, SHA’s covering 35
Assignments and covered £2 billion of new NHS Services.
Key Roles: Strategic Planning
Mentoring Boards and NED
Transformation
Commercial and BD

3. PMO / PD
CTO
Procurement & Bid Director
Estates Director
Specialisms:
 Strategic Leader on interpreting National Policy and Guidance to Local Plans across the Health
Economy applying knowledge to specific health objectives environments and conditions requiring
redesign and improvement.
 Strategic and Operational Planning in developing the Five Year Forward View
 Clinical and operational Audits such as CQC, and Royal College Physicians JAG.
 Portfolio of Initiatives and best practice with ability to bring in other Pathfinder Projects and
Benchmarks where New Models, Technology and Patient Behaviour are enabling change.
 Ability to Re-Model and apply Big Data to analyse the “As IS” and “To Be” Scenarios considering
Workforce, Algorithms Risk, Stratification and OD inputs.
 Developing Programmes of New Models of Care, Redesign, Evidence Based Change and
Implementation.
 Whole Systems approach having worked End-to-End in Teaching, General and Local Acute,
Community, Women and Children. Mental Health, Health Centres, GP and specialist Provider settings
across Southern, Middle England and Northern Ireland.
 Mentor and Leadership inside and CCG Client Teams, Front Line Services and Social Care developing
an Analytical and Thought Approach to thinking in both Clinical, Patient and Business environments
 Leader of Pathfinder and National Programmes since 2002 in “Agenda for Change” covering Primary
Access, Out of Hospital, Acute Systems, Service and Facility Strategies, CQC, Service Line Strategies.
 New Developments being Implemented: Urgent Care Transformation, Primary Care Access Integration
with Social Care and Better Care initiatives.
 Strong emphasis on Quality Systems, Quality Assurance and Clinical Governance
 Benchmarking with evidence based working solutions to improving Performance, Outputs and Patient
Outcomes.
 A balanced approached to Turnarounds without sacrifices to clinical quality safety and patient
satisfaction.
 Ability to manage both major and small PMO using PRINCE11 Methodology, Data, Knowledge and
Research System Warehousing with a “Think Tank Basement Room” facility for meetings.
 System Facilities for Community and Stakeholder Consultations with expert analysis of results in
Independent Reports.
 The NHS Patient - requiring a New Paradigm of Response in obtaining Access to Treatment at the
Right Time , in the Right Place with Integrated and Joined up Services.
 “Working knowledge of Hospital Systems from Legacy to Cerner, Workforce Roster. Community
System One, EMIS and e-Referral.
(Separate Sector Portfolios for Chronological History of over 50 Assignments in Interim and Consultancy)
Specific Roles as Example of Assignments:
Aug 2009 – Feb 2010 Stoke on Trent PCT
PCT Strategic and Commissioning Plans
Interim Consultant
 Reporting to Chief Nurse & Commissioning Director & CEO. Community Investment Asset Management
Strategy (CIAMS). Development and Commissioning of several new Health Centres. Development of the
Strategic Asset Management for Estate and Services to identify the long term Service Strategy.
Commissioning Gap Analysis and Facility Strategy requirements for the PCT. Reviewing Community
Health Care Planning & Needs Analysis and determined potential Savings and Benefits. Detailed Service
Community Planning in Catchments.

4. Achievements
 Prepared the PCT Services Strategy.
 Prepared the PCT Estate Strategy.
 Commissioning and Service Plans (CIAMS)
 Identified QIPP Opportunities
 GP Planning & LES
 World Class Commissioning Review of GP Achievements
 Access and Equality Plans
 Redesign and Organisation of Community Services in Stoke.
 Redesign of Sexual Health and Women’s Services.
 Peer Reviews for FD.
 Business Cases for Community Hubs and Spokes (Shelton, Cobridge, Tunstall, Meir.
 Commissioning of the Community Haywood Hospital.
 Integration Strategies for Mental Health and Social Care
Feb 2009 – Apr 2009 NHS South Birmingham PCT
PCT Service and Commissioning Strategy
Consultant
 To Review the Provider Property Portfolio and to prepare a Five Year Provider Strategic Service
Development Plan to specify New Service Requirements, Utilisation, Capacity Constraints and Re-
Configurations from Primary and Secondary Care. Peer review of Estate Strategy. This extended across
three PCT’s in Birmingham and involved the reconfiguration of Social Services with the LA.
Achievements
 Board Reports
 Prepared PCT Service Strategy across Wider Birmingham.
 Peer review of Estate Strategy
 Peer review of QIPP Programmes and deliverables.
 Peer review of National Dental Hospital Business Case.
 Re-organisation of Mental Health and Social Care Services
Aug 2008 – Oct 2008 Northampton Teaching Primary Care Trust
PCT Programme Director for Service Development
 Preparation of the Strategic Service Development Plans for Commissioning. (Transfer of responsibility
from McKinseys)
 Mobilisation of United Health 3 Year FESC Contract. Development of the Commissioning 5 Year Strategy
for submission to the Strategic Health Authority. Commissioning & Procurement of the Out of Hours (OOH)
and redesign of OOH Services. Evaluation and Strategy for Provider Services Separation
Achievements
 Reporting SSDP to SHA
 AWP – Out of Hours
 QIPP – Darzi and Long Term Condition Strategies.
 Infection Control Strategies
 Managing Private Sector Health Contracts and Supply Chains Managing FESC Contracts with CIP of
£10m pa.
Feb 2005 – May 2006 West Northampton Urban Development Corporation
Director of Planning and Strategy (County Wide) ODPM
 Founding Director of Planning and Strategy moving to Director of Projects and Development in the
transition to full staffing. Responsible for the development of strategy and the delivery programme for the
growth agenda in Northampton in the East Midlands. The West Northampton Urban Development
Corporation is a new organisation set up by the Office of the Deputy Prime Minister to deliver the growth
agenda for housing, employment and sustainable community infrastructure. It has an initial capital budget

5. of £45m over 3 years and substantial stakeholder funds to implement the delivery. The UDC has been
given Development Control Powers over the region. Strategic advice to Northampton General Hospital and
LIFT Programmes.
 Have set up several multi-million development projects and prepared programme for £2bn of Local and
Strategic Infrastructure and have initiated introductions for Private Sector City funding.
Achievements
 Planning for 50.000 Houses & Social Housing. Infrastructure.
 Peer review for Re-Provision of the Northampton Hospital, assistance with Planning and identification of
Access and suitable Sites.
 Stakeholder engagement with Social Services and Education on Strategy and Planning.
M&A/Business Start-Ups (Jun 1991-Aug 1991)
Intermediary in raising finance and negotiation of MBO’s; MBI's. Successful business start-up of
Interdependence Limited. MBI – Glover Webb – Defence Equipment of Vehicles.
S.M. (Holdings) Ltd (Apr 1987-May 1991)
MBI - Retail Entertainment Products Position: Acting Managing Director
Foreign & Colonial Bank /Venture Link Investors (Jul 1986-Mar 1987)
NED/FD Roles Position: Main Board Director of Regisbrook (electronics) & Spottiswood (software)
Teleflex Inc. (USA) - Warne Franklin Group plc. (Jan 1982-Jun 1986)
Medical Devices MBI Sponsored by CINVEN and CITICORP. General Director for Middle East Markets.
Position: Main Board Director / Finance Director/Div. Managing Director
BOC Group – (Jul 1981-Dec 1981)
Gas Distribution Position: Interim Finance Manager Position reporting to the Group Chief Accountant.
International Paper (USA) - C. R. Bard Inc. – International Div. (Sep 1978-Jul 1981)
Position: International Financial Controller/Business Planning Manager
English China Clays Plc. /TransCanada Resources Inc. (Jul 1976-Aug 1978) International Drilling Fluids
(IDF) Oil Exploration and Production in the North Sea and International Markets Position: International
Financial Controller with Operational responsibilities.
Letraset International Plc. (Dec 1972-Jun 1976) Graphic Art Materials Position: Financial Accountant /
Group Management Accountant/Corporate Accountant
GEC Marconi Plc. (Jun 1968-Nov 1972)
Defence Electronics Div. Position: Divisional Accountant reporting to Group CFO (Mentor)
PERSONAL INTERESTS
Mountain Craft Leader, RIB Sailing, Rugby, Francophile, Fight Klub, Arts and Drama, Sports, Swimming,
International Cultures and Language skills.