As part of the cancer performance team I was responsible for managing the colorectal cancer pathways, ensuring that patients were diagnosed within 28 days and treated within 62 days.

My role was key to the provision of cancer care and the collation and flow of information, which required coordination of the surgical teams, medical secretary's, imaging departments, pathology teams and oncology departments across multiple trusts.

Conducting weekly multidisciplinary team meetings was the most challenging and fast paced element of the role. This involved reviewing patient results, documenting the clinical discussions and ensuring next steps were actioned following the meetings.

Colorectal was a failing service before my appointment, with a 16% performance achievement with an over inflated wait list of 900+ patients. By challenging processes and promoting positive change, I managed to increase our performance to 63% and reduced the wait list to fewer than 300 patients; meaning the trust was on track to be fully compliant by April 2020.

I also brought structure to the role by developing best practices, process maps and handover documentation. These, along with the other systems/ process I developed and implemented were recognised by the senior leadership team, with some of these being rolled out across other areas of the trust.