Turning complex health and care challenges into change that lasts
Specialists in digital innovation, AI, automation and human connection.
FOREWORD FROM OUR CEO
Hello, and welcome to the tmpm website.
I founded TMPM because I believe I am good at helping people make sense of complicated situations.
The honest version is that I have spent much of my career working with organisations where people are working incredibly hard, but the way forward is not always clear. Programmes can become overwhelmed by meetings, governance, competing priorities and pressure. Good ideas get stuck, decisions take too long, and the people who rely on services do not always feel the benefit of all that activity. That is where TMPM can help.
My connection to public services is personal. I grew up on a council estate in Sheffield, surrounded by ordinary working people who quietly served their communities. My dad worked for Royal Mail, my mum spent much of her career in care, my eldest brother joined the RAF, and my other brother fostered many looked-after children.
Through my own family, I have also experienced health, maternity, neonatal, mental health and adult social care services - not as a consultant, but as a son, brother, husband and dad. Those experiences have shaped how I see transformation. Strategies, structures and performance measures matter, but ultimately public services are about people. When services work well, people feel it. When communication, coordination or decision-making break down, they feel that too.
Over the last two decades, I have led and supported complex change across the NHS, local government, social care and wider public services. My work has included preparing adult social care services for CQC assurance; overseeing a £43 million Better Care Fund programme; leading all-age mental health crisis transformation following a serious system-wide challenge; redesigning community, primary care and social care pathways; strengthening governance and programme assurance; and delivering improvement programmes across continuing healthcare, learning disabilities, mental health, substance use, urgent care and prevention.
I have helped establish community-led support models that reduced costs while improving access, supported programmes that exceeded significant efficiency targets, safely transitioned GP out-of-hours services across multiple locations, and contributed to national health and social care blueprints. I have also developed trauma-informed service models for survivors of modern slavery and worked with councils, NHS organisations, commissioners, providers, communities and voluntary-sector partners across the country.
Although the subject matter varies, the challenges are often remarkably similar: unclear accountability, fragmented pathways, difficult relationships, inconsistent information and too much activity without enough progress.
I have learned that the hardest part of transformation is rarely writing the plan. It is building trust, creating clarity, navigating different professional opinions, making difficult decisions and maintaining momentum when change becomes uncomfortable.
That is why TMPM offers more than traditional project management. We bring strategic leadership, structure, governance and delivery discipline, but we also focus on relationships, culture and what will work in practice. We listen before prescribing solutions. We work alongside teams, build internal capability and tailor our approach to the organisation rather than forcing every client through the same model.
Through TMPM, I am building a trusted team and network of experienced associates and partners who share that approach. Together, we can provide additional capacity, specialist expertise and practical support-from rapid diagnostics and programme recovery to large-scale transformation, assurance, commissioning, pathway redesign and implementation.
We are not here to parachute in, create more noise and leave behind another presentation.
We are here to help organisations understand the real problem, make clearer decisions and turn ambition into measurable progress. We want the people delivering services -and the people relying on them-to experience the difference.
Less noise. More grip. Better relationships. Clearer decisions. Progress people can actually feel.
That is why TMPM exists, and it is the work I want us to be known for.
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