What We Do

Unique Health Solutions Limited is a newly formed company with an approach based on the current and future challenges in healthcare. It is comprised of five Chief Executives with outstanding backgrounds of strategic and operational delivery within the NHS and Internationally. The five collectively have experience of working at department, system and organisational level.
We are different in that we offer not only experience, understanding and analysis but critically we know how to successfully implement and make things work. Our experience ranges from policy to practice in the fields of health and social care provision, public health and academic health science.


  • We can support, or on an interim basis replace, existing senior leaders
  • We can work alongside the in-house teams to arrest the deterioration of performance
  • We can develop clinical involvement to enable safe and improving services
  • We can utilise our extensive networks to transfer proven systems and processes.

Integration / Reconfiguration

  • We can develop and support organisations in;
  • Health and social care integration
  • Mergers and acquisitions
  • Healthcare groups
  • Academic health alliances.

Supporting change in organisational form

Huge combined knowledge of healthcare systems and an extensive skill set and range of practical experience in:
  • building high performing Boards and teams;
  • establishing effective Board and organisational governance;
  • leadership and organisational development;
  • engaging staff in transformational change;
  • developing and engaging clinical leaders;
  • leading service redesign and remodelling;
  • delivering high performance in quality, operational and financial performance;
  • leading and supporting organisations through merger, acquisition, and dissolution.

Strategy / Whole System Re-design

  • We have extensive, multi sectoral experience of system re-design
  • We offer practical, sustainable solutions to existing and future challenges
  • We offer a unique approach to system-wide engagement, stakeholder management and subsequent strategic ownership.

Organisational Development

  • We can support sustainable delivery through organisational development, leadership and culture
  • Public Health policy and practice
  • Use of informatics to drive improvement
  • Importing international best practice.

Supporting merger or acquisition

UHS can provide practical advice, support and facilitation based on recent engagement in the M & A process in:
  • Supporting Trust Boards to establish clarity in the aims of merger and the spirit in which they want the relationships between leaders and staff to be conducted.
  • The leadership, cultural and staff engagement dynamics involved in the merger process;
  • Developing successful relationships between Boards, senior leadership teams, clinical and non-clinical teams in the M & A process;
  • Advice on the deployment of clinical leads to successfully support clinical service strategy development and building the engagement of clinical teams;
  • The duties and powers of the Board and Council of Governors in supporting and approving M & A transactions and advice on handling;
  • Matters relating to legal form between an FT and a non-FT;
  • Trust engagement with the Competition and Markets Authority;
  • Managing relationships with NHSI and associated funding issues;
  • Engaging with and managing relationships with CQC, CCGs, STP and other external stakeholders.

Supporting change in organisational form – specific experience

  • Diane Whittingham – led the successful merger of two healthcare organisations to form the Calderdale and Huddersfield Hospitals NHSFT; advisor to the TSA and executive team in the dissolution of Mid Staffordshire; and, more recently as former interim CEO supported the early stages of the merger of University Hospitals of South Manchester with Central Manchester University Hospitals.
  • Peter Herring – as former interim CEO of Sherwood Forest Hospitals NHSFT (SFH), led the Trust through the recent proposed merger of SFH with Nottingham University Hospitals NHST to practical completion before the merger was terminated by NHSI due to concerns regarding NUH’s operational performance.
  • Alan Yates – successfully supported Mid Staffordshire NHS Foundation Trust to sustain its services through dissolution;  supported a number of health economies and an FT in developing integrated care; developed changes in organisational form and new strategic direction for Southern Health; knowledge and engagement in local STP as former NHSI Improvement Director for Norfolk and Suffolk NHSFT.