Her role involved coaching members of our executive team, including our Chief Executive Officer and Medical Director of the time as well as managing the programme itself. She also had a hands on approach with our individual projects as required and organised, directed and facilitated our project boards involving General Managers and Clinical Directors.  She was invaluable when our individual projects needed issues escalating to executive level and was heavily involved in problem solving exercises that the Lean Practitioners needed consultation on.  She was responsible for the tendering process to our executive teams between each phase of the programme and I was touched by the amount of commitment she showed at this time by truly understanding the challenges that we faced in trying to move projects on.  Although she spent a lot of time with our executive team she also made time to engage with our middle management as well front line workers.  This was key in addressing some of the cultural challenges that we faced. 

Our organisation had several major changes during the period the Excellence Programme ran which were beyond the trusts control and so the focus of our tasking altered.  Deborah embraced this and supported us through some extremely challenging times. I would go as far as to say that the extra hours, commitment and dedication shown by Deborah during this period and the complete focus on trying to facilitate positive change was humbling.  I believe that the insight and depth of Deborah’s skills are an incredible commodity and her professionalism is inspiring. I have sorely missed her input since her departure.

Transformation team member, NHS (name and details supplied)