Academic collaborators

Samer Faraj

Canada Research Chair in Technology, Management, and Healthcare, McGill University

Samer worked in a variety of IS and technology consulting roles prior to his doctorate in MIS from Boston University. His current research interests include: how IT transforms work and the provision of health care, the coordination of expertise in settings such as trauma care and software development teams, and the participation dynamics of online knowledge communities and is working with Michael Barrett.

Find out more about Samer

Bob Hinings


Bob Hinings is a Professor Emeritus at the University of Alberta. He is a Fellow of the Royal Society of Canada, a Fellow of the US Academy of Management and an Honorary Member of the European Group for Organization Studies. He has carried out long-term research on the restructuring of healthcare in Canada and was a Board Member of SEARCH Canada, a healthcare knowledge transfer organisation. Bob is working on knowledge exchange and service innovation with Dr Michael Barrett and Dr Eivor Oborn.

Find out more about Bob

Shervanthi Homer-Vanniasinkam

Visiting Fellow in Marketing

Professor Shervanthi Homer-Vanniasinkam is a consultant vascular surgeon and Professor of Translational Vascular Medicine at the Leeds Vascular Institute and the Leeds Institute of Genetics, Health & Therapeutics (LIGHT).

Find out more about Shervanthi

Ludwig Kuntz

Chair of the Department for Business Administration and Health Care Management, University of Cologne

Professor Kuntz’s primary research interest is in hospital management. Prior to his academic career, Ludwig spent over ten years as a practicing manager, including seven years as Head of Controlling of the University Hospital Hamburg. Professor Kuntz has joined forces with Stefan Scholtes to establish a research programme in operations strategy for health care providers.

Find out more about Ludwig

Michael Freeman

Assistant Professor of Technology and Operations Management, INSEAD

Michael Freeman is an Assistant Professor of Technology and Operations Management at INSEAD. He received his MPhil and PhD in Management Science and Operations from the University of Cambridge, and his BSc and MSc in Mathematics, Operations Research, Statistics, and Economics from the University of Warwick.

Find out more about Michael

Lawrence Huan

Health Care Consultant

Dr Lawrence Huan is a practising internal medicine physician and industrial engineer with experience in value-based care process design at Stanford Clinical Excellence Research Center and Evolent Health.

Rajiv Kohli

John N Dalton Memorial Professor of Business, Raymond A Mason School of Business, The College of William & Mary

Rajiv Kohli has worked in healthcare, telecommunications and manufacturing with research interests including Business Value of Information Technology, Healthcare Information Systems, and Managing Innovation with Information Technologies.

Find out more about Rajiv

Fellows in Health Management

Jag Ahluwalia

Fellow in Health Management

Director of Digital, Cambridge University Hospitals NHS Foundation Trust

Dr Jag Ahluwalia graduated in medicine having studied as an undergraduate at the University of Cambridge and in London. He initially trained in general practice but then developed an interest in paediatrics and in particular in newborn intensive care. Following postgraduate clinical and research training in neonatology in Cambridge and Melbourne he was appointed to the consultant staff at Addenbrookes and the Rosie in 1996 within the regional neonatal intensive care unit.

Alongside his clinical practice Jag became increasingly involved in clinical management as unit director, then associate medical director for the trust and then Executive Medical Director, a role he held for nearly 10 years. During his time as Medical Director he has served as Co-Chief Operating Officer, Director of Infection Prevention and Control, Executive lead for Research, Executive Lead for Medical Education and Executive Lead for IT. He also served for many years as clinical lead for the Norfolk, Suffolk and Cambridgeshire neonatal network and as a senior officer of the British Association of Perinatal Medicine for six years. National and regional management roles have included serving as Vice-Chair for NHS Employers’ Consultant Contract Negotiation Team, Chair of Monitor’s Medical Director Advisory Group and as Chair of the East of England Medical Directors’ Forum. Latterly he has served on the National Consultant Clinical Excellence Awards Committee as well as various other invited advisory roles.

His published research interests have included neonatal ventilation, the use of nitric oxide in newborns, ethical dilemmas in neonatology and long-term follow-up. He has lectured extensively on these topics as well as in the area of clinical management and leadership and directs or co-directs major training programmes in clinical leadership. He is now the Director of Digital at Cambridge University Hospitals and a Trustee at Macmillan Cancer Support. He graduated with an MBA from Cambridge Judge Business School in 2017 (Cambrigde Executive MBA, class of 2015).

Lisa Drakeman

Fellow in Health Management

Vice Chair, Zucker Institute for Innovation Commercialization

Lisa is the Vice Chair of the Zucker Institute for Innovation Commercialization, the technology transfer arm of the leading biomedical research institution in South Carolina, where she works with entrepreneurs and researchers to develop new medical products and technologies.

She is a co-author of the book ‘From Breakthrough to Blockbuster: The Business of Biotechnology’, a Financial Times Top Business Title, and co-author of the forthcoming book ‘Tackling the Innovation/Affordability Conundrum: How Entrepreneurs are Making Medicine More Innovative, Accessible and Affordable’.

Lisa was the founding CEO of Genmab, a Danish biotech company that created FDA-approved medicines for cancer and Multiple Sclerosis. Awards include Scrip’s Biotech Company of the Year, and the Watson Helix Award for leadership in innovation and citizenship. Lisa pioneered a Women’s Walking and Weight Loss Wellness program when she was Chair of Volunteers in Medicine, a large free clinic for the underserved. Seeing that >90% of the women patients had heart disease risk factors, Lisa designed a programme combining health education, pedometers, modest incentives, peer support, and a focus on patient accomplishments to build self-esteem.

Anoop Maini

Fellow in Health Management

CEO, Excite Ventures

Don Drakeman

Fellow in Health Management

Venture Partner, Advent Ventures Life Sciences, Advent Venture Partners

Don Drakeman is an entrepreneur, executive, and educator who co-founded two leading biotech companies, Medarex and Genmab. Under his two decades of leadership as CEO, Medarex raised over a billion dollars, formed alliances with many pharmaceutical companies, developed therapeutic products, and spun-off Genmab, which completed Europe’s largest biotech IPO. He is currently a Venture Partner with Advent Venture Partners, a London-based venture capital firm. Don is working with a team of Cambridge Judge Business School academics to develop a research agenda on new product development and R&D productivity in the pharmaceutical industry.

Find out more about Don

Pam Garside

Fellow in Health Management

Consultant, Newhealth

Pam Garside has her own management consultancy, Newhealth, specialising in organisational strategy and development in healthcare. She works extensively with boards of a wide range of healthcare organisations on strategy, governance and leadership issues and advises new entrants to the UK health market including digital and startup companies. Pam founded and co-chairs The Cambridge Health Network, a membership group of senior players in UK health, both private and public sector, and is a board member of Whizz-Kidz charity, Cambridge Angels, ZPB and Punchdrunk theatre company. She is a member of the Investment Committee of Cambridge Enterprise, the technology transfer company of the University of Cambridge. She also sits on a number of advisory boards and is an angel investor.

Pam began her professional life in management in the NHS and subsequently spent many years studying and working internationally based in the USA. She holds a BSc from the University of Durham and a masters degree in Hospital and Health Care Administration from the University of Minnesota.

Find out more about Pam

Richard Mason

Fellow in Health Management

CEO, Apollo Therapeutics

Dr Richard Mason is Apollo Therapeutics’ chief executive officer. Richard has over 20 years’ experience in the biopharmaceutical industry, including leading Johnson & Johnson Innovation in Europe. Before this, he was CEO of novel anticoagulant antibody company XO1 until the company was acquired by Janssen in March 2015. Previously, Richard was the executive leadership team member responsible for strategy and business development at listed companies BTG Plc and Cambridge Antibody Technology Plc where he led numerous M&A and partnering transactions. Richard received degrees in medicine from St Bartholomew’s Hospital Medical College and immunology from University College London and trained in internal medicine in London. During 2020, he served on active duty with the British Army as part of the UK government’s pandemic response, including as a member of the UK Vaccines Task Force.

NHS/PHE Fellows

Matthew Casey

Operations Director, Suffolk GP Federation

Matthew has worked with the Suffolk GP Federation since October 2019, and oversee the operational aspects of its 12 healthcare services. He is fortunate to have had a varied career, which includes ten years of service in the British Army, an MBA in London and a year in Canary Wharf in financial services.

Matthew’s project

Matthew’s project aims to model the patient demand, workforce and financial aspects of running an Urgent Treatment Centre in Ipswich, in order to identify the most efficient operating practices. The UTC will treat various urgent but non-life-threatening conditions, freeing up capacity in the hospital’s Emergency Department. The project offers a unique opportunity to review the planning assumptions of the UTC following the recent operational and workforce disruptions of Covid 19 and Brexit. It also aims to address some of the local health inequalities.

The project focuses on studying local patient and clinician demographics, the manner in which patients present and clinical demand data from the local area to create an UTC patient demand model. It will inform clinical teams about what conditions are likely to present, in what quantities and when. The accuracy of this initial model is vital, as it will feed into the UTC’s workforce and financial modelling.

Charlotte Sturges

Senior Strategic Analyst, Mid and South Essex NHS Foundation Trust Strategy Unit

Charlotte has over eight years of experience working within the NHS. She has extensive analytical experience and uses predictive modelling capabilities and evidence reviews of healthcare datasets to drive transformational change.

She is passionate about improving healthcare service user outcomes by inspiring organisational collaboration and innovative digital solutions.

Charlotte graduated top of her class with an MSc in Professional Science from the Open University, and holds a first class BSc (Hons) degree in Biomedical science, bringing together combined business management and science expertise.

During her career, Charlotte has worked closely with clinicians, operational managers and data scientists across the health and care partnership, to inform clinical redesign with data insights. Charlotte provides strategic analysis for insight into performance, areas of service variation, identifying areas for value and health gain, and evidence to support decision making.

Charlotte’s project

Critical care units treat the most seriously ill or injured patients who require comprehensive care and constant monitoring. Despite their specialist facilities, these units are entirely reactive, often treating a larger number of emergency (non-elective) patients and struggling to plan space in their units for patients who require planned (elective) post-operative critical care support following major surgery. Lack of planning impacts elective surgical patients detrimentally; cancelled operations, poor patient experience and risks to clinical outcomes.

For her project, Charlotte aims to create a predictive model to identify when critical care capacity is likely to be available in order to book elective patients for surgery who require post-operative critical care support. To do this, the model will identify the relative impact of clinical risk factors and surgical procedures on elective length of stay, and then couple this with a predictive non-elective activity model in order to forecast required bed and staff resources.

Liam Fitzpatrick

Senior Epidemiologist, Suffolk County Council

Liam is an infectious disease epidemiologist, but is relatively new to the world of human public health and local government authorities, having joined Suffolk County Council in late 2020. Since starting, he has been mostly working on the COVID-19 response, providing epidemiological and data support to outbreak management, targeted vaccination campaigns and trying to reduce the inequalities of the direct impact of COVID-19. Liam recently completed his PhD in wildlife infectious disease ecology and epidemiology, using a range of statistical modelling techniques to quantify potential pathogen transmission risk. He is looking forward to working with colleagues across Public Health England, Cambridge Judge Business School and NHS England to develop his project and learn more about how modelling can inform action in public health.

Liam’s project

Over the course of the COVID-19 pandemic to date, lockdowns and physical distancing measures have meant that access to healthcare has, at times, been limited. This has created a backlog of “unmet need”, where people would usually have accessed health systems for screening, diagnosis and treatment, but were unable to do so because of the pandemic. We already know that the impact of the pandemic so far has not been equal across society, as people living in more deprived areas have suffered higher numbers of cases, hospitalisations and deaths than those living in more affluent areas and there have been inequalities with regards to age, sex and ethnicity. There are concerns that those already most affected directly by COVID-19 will continue to be the groups of people that are most affected indirectly going forwards and that these groups form a disproportionately large share of the “unmet need”.

Liam’s project aims to understand the level of this unmet need in the East of England and how it has been shaped by existing health inequalities, using statistical modelling techniques to quantify the impact of COVID-19 on diagnoses and treatment of certain diseases. In particular, Liam wants to identify populations that are at the highest risk of poor health outcomes because they could not access the healthcare they required due to COVID-19, to use models to project how the health needs of these groups of people will change in the next few years and how they could be supported to mitigate the worst impacts.

Will Yuill

Principal Public Health Analyst, Hertfordshire County Council

Will is Principal Public Health Analyst at Hertfordshire County Council (HCC) and was previously a Senior Information Analyst Fellow at Public Health England. He leads a team specialising in using data science to understand the distribution and determinants of health and wellbeing and to support evidence-based decision making to improve outcomes. Will has led on the introduction and development of R within Hertfordshire during the COVID-19 pandemic, with the team creating tools, dashboards, and analytics to enable senior leaders to understand and respond to the virus’ impact and spread. Will and the team are now starting to apply R to a wide array of public health topics.

Will’s project

During this fellowship Will aims to explore how System Dynamics models can be used to guide system organisation and prevention activities within local systems. System Dynamics models allow for the effect of interventions to be understood within complex systems. In order for systems to use System Dynamics models, models must be able to be developed in accessible software such as R and the results need to be spatially, temporally, and contextually relevant to decision makers. To develop these models Will plans to focus on understanding the effect of interventions to reduce the impact of falls on the system, through prevention, treatment, and system design.