Practice Management Conference 2024

Michael studied pharmacy at Cardiff University and trained as a pharmacist at Guys & St Thomas’ hospital in London. After working as a cancer specialist pharmacist at Torbay hospital for a number of years, Michael moved to Boston to study for an MBA with a specialisation in healthcare. On his return from the USA, he worked as an operations manager in the oncology department at Addenbrookes hospital, before taking over the running the of Cambridge Cancer Trials Centre. After six years in clinical research, Michael moved to Beds & Herts LMC as a director, and became the co-CEO in 2020.

Robert is an associate in the corporate commercial team who specialises in advising primary and community care providers.

He has worked in-house within the NHS including at a community trust, a large-scale GP practice, and an urgent care provider, and has built a practice advising practitioners on developing working at scale services including GP federations, Primary Care Networks (PCNs) and practice mergers.

Clare is a practising GP in West Sussex , and also a mediator, CEO of The Well-led Practice, and a dabbler in medico-politics.The Well-Led Practice helps practices and PCNs to develop their leadership with diagnostic assessments and improvement exercises, whilst providing enough evidence to achieve CQC ‘well-led’

Clare also runs General Practice Mediation, which provides mediation services to GP partnerships, practices, PCNs and federations. She has successfully mediated many difficult conflicts, saving time, money, and relationships for her clients.

Shaama is a multi-specialist organisation and executive development consultant and coach of over 25 years, working across a wide range of sectors,  most particularly, primary care, ICNs, ICB top teams, and NHS trusts (including those in special measures or subject to significant organisational uncertainly and ‘turbulence’). Her assignments have focussed on supporting boards and senior leadership teams to strengthen governance accountabilities and performance, culture transformation, and facilitate strategic clarity and engagement for new collaborative working. She was a coach for the NHS Looking After You service for primary care until it ended earlier this year and is a member of the core team working with Trusts across England to improve the leadership and culture in perinatal services.

 With a professional journey that began as a teacher and trainer, Jan then dedicated 27 years to working primarily as the General Manager of an inner-city GMS practice. This, together with her extensive committee work and foray into a plethora of complementary disciples, enabled her to gain invaluable experience and insights into both the technical and psychological wellbeing of organisations and individuals. For the last 7 years Jan has worked on a consultancy basis, mainly with General Practices. 

Her interest in the NHS Pension was sparked by the realisation that many members were receiving incorrect or sub-optimal pensions. To address this issue, she now provides comprehensive pension training for administrators and members, as well as a bespoke pension review service. 

I qualified from UCL in 2003, and completed my GP training in north London in 2008 having held national negotiating roles for GP Registrars and junior doctors at the British Medical Association (BMA).

I was a partner in a GMS practice until I was invited to become a medical director for Londonwide LMCs in 2016. I joined Cambs LMC in 2018 before taking on the role of Chief Executive in 2019. I have continued to work as a GP throughout, albeit nowadays I practise in a low volume capacity, close to home in Hertfordshire.

Alongside my role leading Cambs LMC, I am currently seconded to the BMA, as the Chair of England’s GP Committee, responsible for negotiating the GMS contract annually, since I was elected in August 2023. Whilst my brain is engaged at BMA House, my heart remains firmly rooted at Cambs LMC.

I worked in primary care commissioning in the NHS in London and Cambridgeshire for almost 20 years and bring detailed knowledge of contracting, commissioning, policy and strategy.

The current ask of general practice is huge – not just in respect of patient demand and growing need, but from a health service that requires its front door to handle more and more without the additional resources to match.

Supporting general practice to find ways to reconfigure services, employ workforce, and maximise job satisfaction is what motivates me each day.

Armed with detailed knowledge of the contracts, regulations, governance and financial flows, and passion for ensuring the strength and future resilience of general practice, I ensure the input I bring to the LMC is accurate and up to date.