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From Microscope to Management: My Journey as CEO of Heart of England NHS

Join Dr. Mark Newbold, CEO of Heart of England NHS FT, as he shares insights from his remarkable journey from a medical graduate in pathology to the forefront of healthcare management. This presentation reflects on his career trajectory, including key roles and experiences that shaped his leadership perspective. Dr. Newbold addresses current challenges in the healthcare landscape, such as health inequalities, financial pressures, and the future of pathology services. Discover valuable lessons on management, mentorship, and transforming healthcare delivery in this engaging discussion.

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From Microscope to Management: My Journey as CEO of Heart of England NHS

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  1. “From microscope to management” • Dr Mark Newbold • CEO, Heart of England NHS FT web: www.marknewbold.co.uk twitter: @drmarknewbold 1

  2. today... • my journey into management • CEO perspective on pathology and future • questions / discussion

  3. my journey - training • 1983 - graduated from Birmingham Uni • 1984 - house jobs - Dudley Rd Hosp & QEH • 1985 - SHO pathology - General & Childrens • 1986 - Reg in Histopathology - Warwick Hosp • 1986-91 - Lecturer in Pathology, Med Sch • 1991 - Consultant at Warwick Hospital 1989 MRCPath 1991 MD

  4. my journey - post-training • 1991 - 1999 Consultant at Warwick Hospital • Head of Cytology / Postgraduate Clinical Tutor / Clinical Director of Pathology • ISM Mgt training / Dip. BA at Warwick Business School • 1999 - 2007 Consultant at Walsgrave / UHCW • Clinical Director of Pathology / Head of Division / Associate Medical Director • Managing Director, Rugby St Cross Hospital • Led Cov & Warks Acute Services Review for SHA • Aspiring CEO programme, West MIdlands SHA • 2007 - left clinical work for CEO post Board post

  5. some reflections... • build skills base in your own specialty • moving outside pathology is a key step • take lots of advice - mentor / coach / or just ask! • delegate - encourage, support, don’t always do! • there is no ‘black book’ • it’s all about people • don’t try to conform to management stereotype - understand what is needed and deliver it your way

  6. The real challenges! • persisting health inequalities • care quality - especially elderly care • variable / poor clinical outcomes • money - (£20bn) Nicholson challenge • outmoded approach to chronic illness • politics, esp. around ‘local’ services

  7. key issues for provider CEO? • clinical outcomes • patient satisfaction • targets - performance and quality • financial balance • governors / local issues • QIPP / £20bn challenge • shift from hospital to community / home care

  8. what would CEOs like from you? • guidance and advice • clear clinical planning / strategy • creation of clinical consensus • constructive involvement in ‘real world’ debate on resource / constraints • leadership on outcomes and quality

  9. future of pathology… • Nicholson challenge / economic outlook • Future of smaller hospitals / specialist services • Carter report - £500m efficiencies via rationalising? • GP direct access c50% work for most labs, with significant surplus – ie it subsidises hospital lab service • No real issues re quality / service standards

  10. predictions... • Split of hospital and GP/direct access pathology • Some reconfiguration of hospital services as result • Centralised processing for Cellular Path? • What about the consultants?? • Specialist clinical services • Telepathology • Where / How will bright young people like yourselves want to work?

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