There’s a quiet moment, just after the email lands, when the weight of a new role begins to settle in. Being appointed Clinical Director through a competitive process isn’t just a personal milestone — it’s a chance to serve. It marks the transition from contributing as an individual to empowering a whole team.
For many consultant surgeons, leadership might seem like something that happens in committee rooms or board meetings — somewhere outside the day-to-day rhythm of clinics and theatres. But when you take on a Clinical Director role, particularly through a transparent and open application process, you realise: real change begins with us. With clinicians. With people who understand the nuances of the work and the potential of the people doing it.
The Path to Leadership: Why I Applied
What drew me to apply wasn’t a desire to “take over” — it was a desire to help unlock.
Our orthopaedic department is home to some of the most skilled, experienced, and dedicated professionals I’ve had the privilege of working with. I’ve seen firsthand the clinical excellence, the innovation, and the mentorship happening across our theatres and clinics. But like many teams in the NHS, we face challenges — not due to lack of effort, but due to systemic hurdles, competing pressures, and a constantly evolving landscape.
My goal as Clinical Director is to facilitate rather than dictate. I want to create the conditions in which my colleagues can do their best work, unencumbered by unnecessary barriers — whether that’s streamlining administrative pathways, improving how we use data, or rethinking how we share responsibilities across trauma and elective care.
Much of my career has been rooted in digital transformation and education. From building scalable learning platforms like the PGVLE to designing triage tools that improve clinical workflows, I’ve always believed in using technology and teamwork to reduce friction and elevate performance. This role is a natural extension of that — a way to bring people together, align our goals, and translate our collective potential into consistent impact.
The Application Process: Strategy Meets Service
The interview and application process was refreshingly robust. It challenged me to articulate a clear vision, not just for the department’s future, but for how to get there with my colleagues — not in front of them.
I focused on:
- Culture: Proposing ways to nurture a more connected, supportive departmental identity.
- Productivity: Offering data-informed plans to help balance workload equitably.
- Communication: Making sure every member of the team feels heard and informed.
- Wellbeing: Recognising that sustainable care starts with sustainable clinicians.
This wasn’t about showcasing personal ambition. It was about presenting a credible plan to support the team and steward our shared values.
From Colleague to Clinical Director: A Shift in Lens
What changes when you become Clinical Director? Your lens widens. Every rota gap, every clinic delay, every unspoken frustration — they now feel like your responsibility. But the flip side is powerful: every improvement, every innovation, every colleague who feels more supported — you’re part of that too.
Early lessons:
- Facilitation over control — leadership is about removing obstacles, not adding rules.
- Trust the team — our strength lies in the depth and diversity of experience around us.
- Communicate openly — transparency builds momentum and reduces friction.
- Keep your clinical roots — they’re your compass and your connection.
Why Competitive Appointments Matter
Open, competitive selection processes raise the bar for leadership. They encourage reflection, fairness, and intentionality. They remind us that leadership roles aren’t automatic or assumed — they’re earned through trust, credibility, and ideas.
Being appointed through such a process gave me clarity and accountability. But more than anything, it gave me a mandate to lead inclusively, listen actively, and support generously.
Final Thoughts: Leadership is Service
Becoming Clinical Director isn’t an endpoint. It’s a platform — one I hope to use to lift others.
In the months ahead, I aim to listen more than I speak, support more than I steer, and ensure our department reflects the brilliance of the people within it. Leadership is about legacy, yes — but more importantly, it’s about the daily actions that help your colleagues thrive.