Homecare, extra care, reablement and crisis support were procured through fragmented, inconsistent routes — with regulated and non-regulated services sitting outside a single compliant model.

Championed the design and launch of a Pseudo Dynamic Purchasing System unifying all care categories, with a 12-year scalable roadmap offering multiple compliant tender routes.

A £4.2 billion, 12-year system delivering an estimated 5% additional service capacity, with cost efficiencies fed straight back into service expansion.

Ealing Council faced a large, fragmented tail spend, low value, high volume purchases spread across many suppliers, which was time consuming to manage, offered poor visibility, and left savings and income opportunities untapped.

Designed a Neutral Vendor model, a single, OJEU compliant framework capable of managing the full range of tail spend through one route, improving control and transparency while opening up new commercial value.

Led the end to end creation of the Ealing Procurement Framework (EPF), from concept and compliance through to structuring the commercial model to deliver both cost savings and recurring income, an early example of the KPI driven thinking that has shaped my approach ever since.

Delivered a framework supporting £45.5 million in annual spend, with an expected 10 to 20% annual saving of £4.5 to £9.1 million (£36 to £72.8 million over its lifetime), alongside an expected 1% recurring income of £400k to £1 million. The model has since been developed further by delivery partner Matrix.

Delivered a framework supporting £45.5 million in annual spend, with an expected 10 to 20% annual saving of £4.5 to £9.1 million (£36 to £72.8 million over its lifetime), alongside an expected 1% recurring income of £400k to £1 million. The framework has since been adopted and developed further by Ealing's official delivery partner, and continues to operate today as a live route to market for public sector organisations.

Adult homecare across the alliance needed a compliant, flexible route to market under the Light Touch Regime that could scale across boroughs.

Designed and led a Dynamic Purchasing System for adult homecare, standardising onboarding and pricing while keeping the market open to new providers.

35% (£4.2 million) annual savings and £16.8 million saved over four years.

Southwark Council needed to procure a new, London wide Violence Against Women & Girls support service, and believed the groundwork for this was largely in place. On engaging as a specialist consultant, closer review identified significant gaps between the intended service model and what could practically be delivered, including unresolved questions around premises and service delivery format, all against a significant programme deadline.

I brought structure and clarity to the procurement by running a Competitive Dialogue process, allowing the council to work iteratively with bidders to resolve open questions around delivery model and premises while maintaining a compliant, defensible procurement route, allowing both the council and the bidders to go into depth on the requirement increasing understanding of the project, its challenges and risks.

I led the end to end procurement, developing all documentation and templates from scratch, and aligning finance, legal and technical stakeholders around a new tactical partnership contract model. I also designed and built in KPI reviews at year 3, allowing additional contract and social value commitments to be developed and tested ahead of formal implementation in year 4, allowing additional value to be added to the contract as it matures and ensuring any risks identified can be dealt with early.

Delivered a sector leading contract, structured as an initial 4-year term valued at £3.2 million with options to extend for a further 6 years, taking total contract value up to £8.4 million over 10 years. Secured £30k of Social Value contributions across the first 4 years, with a mechanism in place to compound social value further from year 5 onwards, creating a triple-fold impact across the life of the contract.