Background
"Ian Gray worked for Mayday Healthcare NHS Trust as “Turnaround” Director for the period March to November 2006. Ian was a co-opted Director of the Board.
At the beginning of the 05-06 financial year the Trust had a substantial deficit and after extensive executive recruiting Ian was appointed to head the financial turnaround of the Trust."

Reasons for appointing Ian Gray
"NHS Trusts are complex multi-layered organisations with often competing internal cultures and part of the reason for selecting Ian for this post was his impressive CV which covered a broad spectrum of organisations equally as complex as the NHS. They included a premiership football club, theatres and the private sector. Ian also offered experience as Chief Executive, Chairman and Turnaround/Finance Director. It was felt this exposure to diverse roles and organisations evidenced an ability to assimilate steep learning curves quickly."

From deficit to surplus
"Ian did not fail in this respect and set down solid foundation stones to change the financial culture within Mayday hospital. The Trust ended the financial year 06-07 with a small surplus which has become a significant surplus in the financial year 07-08."

Delivering strategic objectives and performance improvements
"Ian focused the Board and senior management on delivering strategic & financial objectives without sacrificing values or clinical outcomes. He was able to effectively demonstrate to Clinicians how service improvements could achieve strategic objectives, improve the “bottom line” and aid further service improvements to the benefit of patients. This was a crucial achievement in a value driven organisation providing services free at the point of delivery.

Ian developed and refined the process of identifying, managing and delivering Cost Improvement plans as well as introducing a system to manage performance which is still in use."

Managing Stakeholders
"I was impressed with Ian's personal skills displayed at all levels of the organisation. He was able to adapt his questioning to the level of his audience and had the ability to draw information, knowledge or advice from the most junior to the most senior members of staff. Ian challenged the Board and me in a calm, controlled yet robust way that encouraged and supported but never threatened.

Ian offered a discreet and confidential sounding board for me at a time of several senior executive changes."

Skills transfer
"One of the criteria set when offering the role to Ian was that he would transfer skills to members of staff under his tutelage. This was managed successfully and I am pleased they have each progressed to more senior posts in either this or other Trusts."

Recommendation
"I would have absolutely no hesitation in employing Ian again should the situation demand and I have no reservations in recommending Ian as suitable for a Board appointment."