Interim Manager NHS Healthcare

Interim Manager NHS Healthcare

Interim managers are a proven effective management resourcing tool for bringing about enduring efficiency changes in the NHS and Healthcare. 

New Government initiatives such as Practice Based Commissioning (PBC) are designed to target financial drivers towards primary care. PBC is about engaging practices and other primary care professionals with the NHS commissioning of services.

Interim managers are well placed to help healthcare professionals bring about the necessary changes.


A large number of  Interimconnect  members have direct interim experience of working in the NHS and the Healthcare sector.

As a guide skills and experience in the network using the search facility and the keyword:


Around 350 interims profiles are listed with “NHS” or " Healthcare" as a core skill are displayed.

Our members have undertaken complex interim assignments in NHS Trusts, PCT's across the country.

Their skills range from Finance, IT, HR, Programme and Project Management through  to PCT Commissioning.

Interimconnect  through it's 1600 + membershipprovides a rapid, free, search and selection process to engage an interim manager.

To find out more about  how the INTERIMCONNECT Network can help or to talk through an interim management assignment call David Bryan, Director, confidentially on 44 (0)20 3858 7267 or please use the website contact form.

An example of an interim NHS assignment, by one of our members, is shown.

NHS Interim Case Study - ROI

Interim Finance Director with extensive NHS experience

 Interim Finance Director and Interimconnect Member

Description of the project:

I am a Healtcare specialist Turnround Director and I have worked at five PCTs in 5 years and at one NHS Hospital.  I am usually asked to get involved when the PCT or Hospital Directors see that the costs are overrunning and a serious overspend has or will occur.  My task is usually to identify ways of cutting costs with the minimum reduction in useful health services. I work with the PCT directors, managers, staff, and the GPs that will be working at and guiding the PCT on health issues.  I never make a cost cut – I explain what could be done, and that is up to them to choose what suits local needs and the best way to do it and when.  I avoid suggesting cutting services or reducing useful patient appointments.  In my opinion there is plenty of money allocated to do all that NEEDS to be done if the waste is cut out.

Full-time or part time:

I am usually 3-4 days a week for about 9-12 months.  I find that full time does not help as after so many previous experiences I can throw them more cost savings projects than they can process or implement.

Benefits arising:

I cannot really set out here in any detail either some of the waste that I have seen and succeeded (or not) in reducing, or what actual results were obtained from different actions as these are Confidential to my clients. I would say that over 50% of the waste I see – probably hundreds of millions across the country - is endemic in the NHS system and cannot be removed at local level (eg weak employment and service contracts for staff  - GPS – Consultants - PFI hospitals  etc,  and prices for some hospital activities that are frankly far too high in many cases and still based on cost plus).

 The other largest area of saving comes from getting more appointments done with less staff.  In many community areas I find that the actual time spent with patients by carers and nurses can be well less than 1.25 days a week, and with time and effort that can be raised to 2.5 days a week thus leading to less nurses and carers needed and far better patient care.  Staff sickness has been widely reported in the press as an issue, and indeed work in that area can be fruitful especially as the costs of temps to replace staff that do not come to work at short notice can be very high.

 Addressing these sorts  issues in specific areas with agreement of the local GPS, nurses and staff takes time, but has been shown by me and several other specialists to produce huge savings – though far more are possible. 

ROI calculation

My average cost is about £100k each assignment either direct to me or through an agent who adds a commission.

I have never failed to show at least £10million of savings in a full year, this being measured for example by the expected deficit forecast when I joined compared to what happened, or by a list of actioned or agreed savings projects. I chose £10million as that was actually kindly mentioned in my last reference and what was in the savings we developed.

So the ROI is at least 1000% in the first full year.


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