Our people

Chris O’Gorman, Director


Chris O’Gorman, MA (Oxon.), MA (London), owns Eight Ninths Ltd.   He is a widely  experienced senior health and social care manager, having worked in the voluntary, statutory and private sectors, and as a provider and a commissioner.

Born in Shropshire, he studied theology at Pembroke College, Oxford, where he gained a prize-winning first class degree.  He later obtained a distinction in his MA in the psychology of religion (Heythrop College, London).  He also holds a diploma in individual and organisational dynamics from WPF (formerly the Westminster Pastoral Foundation).

Chris’s first roles were in the voluntary sector, and he was chief officer of both a council for voluntary service and of an inner city local Mind association.  He worked in a number of very challenging situations and organisations, and began to build up his experience of strategic development, stakeholder engagement and service change.  In 1999, he moved to the public sector and from then until he established Eight Ninths Ltd he worked in the NHS, most recently as a director in a large primary care trust and as a senior manager in a very large acute hospital trust.  Many of his appointments covered joint work between an NHS organisation and a local authority.

Chris’s interests are

  • Strategic thinking: how to formulate the best means for an organisation to achieve its vision, live its values, and operate within the resources that it has available and how to do this in a way that involves everyone who needs to be involved, inside and outside organisational boundaries.  This includes making sense of complex data, and working in an environment where finance and resource is a critical driver for change
  • Service integration: how services, teams and whole organisations can work together, formally or informally, to improve services for users, and make optimal use of finances and skills
  • Service change: how organisations and individual services come to recognise the need to change, and how they go about planning and implement change, and what vital components of change programmes are needed to make change work
  • Service review: how individual services and groups of services need to change, perhaps to improve the quality and compassion of care they offer, perhaps to make better use of the resources available to them, often both
  • Relationship management: how organisations are dependent on the quality of their relationships with customers and users, staff and external stakeholders, and how that quality is often dependent on trust and confidence, which are themselves dependent on assurance (data) and people (integrity)

Chris has had a longstanding interest in the psychodynamics of organisations and he brings this additional perspective to his work with clients.  He finds it a valuable corrective to overemphasis on technical and transactional dimensions of organisations, which sometimes seem to imply the perfect organisation is a machine, not a continuous set of complex interactions amongst people.

Away from Eight Ninths Ltd, Chris also works for the Cheshire and Wirral CCGs and local authorities as the chair of independent arbitration panels for NHS continuing healthcare.  He is also independent chair of Bury Local Care Organisation, an integrated care system.

Chris is married to Michelle, who is a senior NHS manager.  He is a musician, studying organ under Professor David Baker; a keen walker in the UK and Europe; and he is passionate about animals and wildlife conservation.  He is a Fellow of the Zoological Society of London.

Our associates

Eight Ninths Ltd has a team of associates who have specific skills and experience to enable us to offer the optimum package of support to organisations.  Details of some of our associates are as follows:

Rebecca Davis

Rebecca Davis BA (Oxon.), MA (York), CPFA,  is managing director of Saliency Ltd.  She has many years experience of working in the health and voluntary sectors at a senior level.  She is a member of the Chartered Institute of  Public Finance and Accountancy.  Until March 2013 she was a member of the Department of Health’s expert reference panel on mental health payment by results.14

Rebecca’s interests and areas of expertise include:

  • Strategic planning
  • Business case appraisal
  • Programme management
  • Testing clinical evidence and stakeholder support for change
  • Payment by results and tariffs

She is currently undertaking postgraduate study in philosophy and ethics.  Read more about Saliency Ltd at www.saliency.co.uk

Anne Flanagan

Anne Flanagan, BA (Middlesex), CQSW, has 30 years’ operational and strategic experience in health and social care in both the statutory and voluntary sectors.  Anne started her career as a social worker primarily with children, families, and with drug users, before becoming a commissioner across NHS and local government in 2003.  Known for her drive to deliver, problem solving and decisiveness, Anne is a strategic thinker who is able to help to turn ideas into action.


Key areas of interest and expertise include:

  • Strategic planning
  • Partnerships and integration
  • Change management
  • Service review and re-design
  • Organisational systems and process

Anne is Director of ERIN Solutions Limited and a keen power walker, having completed a number of marathons to fund raise for breast cancer charities.

Charlotte Hill

Charlotte is an organisational psychologist and coach with over 10 years’ experience supporting organisations’ best asset – its people.  She holds a BSc (Hons) degree in applied psychology, an MSc in occupational psychology, and a masters-level qualification in coaching.  Charlotte specialises in providing coaching and workshops for people undergoing change in the workplace.  You can read more about Charlotte at www.worklifeconsultancy.co.uk

Charlotte Hill picKey areas of interest and expertise include:

  • Change management
  • Stress and work life balance
  • Outplacement support
  • Career change / role change

Maureen Goddard

Maureen Goddard BSc (Hons), MSc, CPsychol., AFBPsS, MCIPD, is a registered and charterted MGoccupational psychologist, OD consultant, coach and workforce/HR specialist.   She has 30 years’ operational, business and strategic experience in the NHS, gathered across roles up to and including Board level in mental health, community, acute, commissioning and commissioning support services.

She is passionate about developing potential in others and facilitating individuals, teams and organisations to be the best they can be.

Key areas of interest and expertise include:

  • OD consultancy:  diagnostics, design, interventions/delivery and evaluation including culture changeDeveloping and embedding organisational values:  (values into practice/behavior)
  • Selection and assessment:  assessment centre design and delivery, use of psychometrics (ability and aptitude, personality and motives/values) for the purpose of individual assessment
  • Development centres:  design and delivery
  • Coaching and coaching supervision: individual and team/group
  • Developing high performing teams and team development/cohesion
  • Performance development systems (including appraisal) – baseline assessment, design and delivery

Maureen is director of Pinnacle Performance Development Ltd and is a keen hill walker, cyclist and fundraiser.

Simon Wootton

Simon Wootton, BSc (Hons), MBA, commenced his career in the NHS as a biochemist working at Halifax Infirmary before becoming a General Management Trainee at Birch Hill Hospital before working in a GP fundholding practice in Rochdale.  Simon was recently Chief Officer at NHS Heywood, Middleton and Rochdale CCG.

He was the Greater Manchester (GM) CCG lead on estates, and GM CCG lead on elective care.  He has in his previous role as Chief Operating Officer of North Manchester CCG successfully established, and was the executive lead for, the Manchester integrated care gateway across the 3 Manchester CCGs and Manchester City Council.  He led on the establishment of a joint health and social care discharge team in the local hospital.  He has also led the integration of CCG and local authority staff to form a strategic commissioning function as part of GM Devolution plans.

He has previously been chief executive of an independent mental health services provider and prior to this was a healthcare consultant, a regional manager and an NHS business unit manager in the pharmaceutical Industry.  He has written and had published books on strategic planning, brain training and managing public services and he organises each year, a children’s support holiday for type 1 diabetic children, for Diabetes UK.

Our network

We also work with a network of other individuals and companies who may be able to assist clients with specific issues, including

  • Organisational development and employee relations
  • Executive coaching
  • Career coaching
  • Board and leadership development
  • Programme management

We can provide you with details as required.