David has been working with the public sector for over 15 years, building technology based partnerships focused on client and citizen value. He's experienced in the challenges of IT transformation. David was previously Director of Health at SAS UK, focusing on how SAS can enable improved health outcomes and reduce costs across the NHS. His responsibilities included solution development, demand creation, development of go-to-market strategy and building proof of value and strategic partnerships. His role has been expanded to manage a team who focus on helping Central Government within the UK understand the value of the data it holds together with how to gain intelligent insight for informed decision making. David has a detailed understanding of the challenges across health and government and how analytics can transform citizen and patients.
In a world that never stands still, especially in the post-Brexit whirlwind the UK will soon be entering, it’s imperative that government is agile and responsive. More importantly, how can this capability be arrived at without breaking the bank? The UK Government recently released its Transformation Strategy 2017 to 2020.
Citizens served by the government are increasingly the same digital savvy consumers that market disruptors in banking, retail and utilities are attracting with sophisticated, data-driven online experiences. It’s a mutually beneficial arrangement; consumers get to buy services in ways that suit them while businesses get the efficiencies they want, wrestling
In recent healthcare blogs I’ve looked at the need to drive more value from the UK’s National Health Service (NHS) and how this relies upon the ability to make decisions based on robust, data-driven insights. But what value will these decisions have if they're not founded on a mature data
The UK’s National Health Service (NHS) Confederation has done lots of great research on how to enhance decision making so that every decision delivers greater value to patients (in terms of clinical outcome) and to health care organisations (in terms of operational effectiveness). In its most recent report on this
Right now, National Health Service (NHS) managers and clinicians in the UK are under phenomenal pressure to find big efficiency savings while improving the value of services to patients. Many in the NHS see integrated care as the answer. But the first step is finding innovative ways to increase the
