Allan Johnson

My interest in leadership started at sea. I left school and travelled, working on sailing yachts, I crossed the Atlantic twice and worked in the Caribbean, Mediterranean and Saudi Arabia. Three weeks on a small yacht with a new crew brings the skills of the Skipper to the fore and I was fortunate enough to crew for and learn from a range of amazing, skilled, and inspirational leaders.

I then attended the Royal Military Academy Sandhurst and trained to be an army officer. On commissioning I joined an infantry regiment and had the privilege to learn from and lead soldiers in Hong Kong, the USA, Canada, and Northern Ireland. All the roles I have done since leaving the military have been in leadership positions, all built on that base of knowledge gained from soldiers and the sea.

My MBA at Henley Management College focused on leadership, the dissertation used data from over 300 retail store managers to examine the relationship between leadership and performance.

Working for a US based operational improvement consultancy for four and a half years was an ideal way of translating what I had learnt in the military into business. We worked alongside management teams to help them improve their performance, reduce costs, improve quality and productivity, and increase sales. The context of most of these engagements was usually in the run up to or just after a change in ownership.

I was trained to coach managers and executives, became a project director, and then moved into a business development role overseeing projects. 

My transition from consultant to executive led me to retail, healthcare and multi-site operations management and I have spent the last 22 years as an Operations Director, COO and my last 3 roles as CEO. 

Following on from my consultancy experience these have all been in businesses requiring significant change and turnaround. The change has always involved cultural as well as operational and strategic change. It has also always required engagement with external stakeholders and investors as well as the employees of the business.

As part of the consultancy team we operated across a range of industries and I completed projects in manufacturing, transport, catering, food production, retail, and healthcare. 

Moving into my executive roles they have been focused more on multi-site, complex operational structures, usually heavily regulated and dependent on a qualified, talented, and motivated workforce who were often in short supply. While executive leadership has been in retail and outdoor education my main experience has been in healthcare. 

I have worked with Optometrists, Dentists, Ophthalmologists, GPs, and Consultant Dermatologists. These have been both in the private sector and as independent sector providers to the NHS.

Reputation management is important when working with regulated bodies and contracting with the NHS. I sat on the governing council of the National Association of Primary Care, a board member of the NHS Partners Network and a member of the Nuffield Trust GP learning network. I was invited to a healthcare business breakfast with the Prime Minister and subsequently asked to be an advisor to the Prime Ministers Challenge Fund supporting change initiatives in healthcare.

I have presented or been asked to join panels at a range of events, both public and private sector.

Most of my executive career has been working with Private Equity investors. I have turned around a failing business, refinanced it and sold it to a significantly larger healthcare business. Been part of a successful mezzanine funding round during the last financial crisis. Was contracted to complete due diligence on a platform acquisition and then engaged as the founding CEO of the newly created company.

I have originated, completed, and integrated a range of acquisitions as part of business growth strategies and for the same reason I have opened new clinics, launched new business streams, and bid for public sector contracts.

 A Governor at Oxford Health NHS Trust, a Trustee to a military museum, a non-executive Director to a military charity and a long-time supporter of The Howard League for penal reform.