CV Issue 2 2018

8 CORPORATE VISION / Issue 2 2018 , scrutiny, and Mike notes how this is not necessarily a problem, as he has never felt the need to hide away, something he is keen to highlight. This is just one of the key attributes that makes Mike Moran an award-winning business leader. “From a personal perspective, I like to hide out in the open and tackle things head on. Business leaders today require clear vision, strategic thinking, stamina, courage, the ability to build a multi-disciplinary team and the determination to succeed. “Honestly, I think that what makes me stand out as a business leader is my passion for what I am doing, my drive to deliver and my ability to inspire others to do the same. It is all very well having a big vision, however, if you can’t translate it and then inspire others to get behind it, you will never succeed. “Leading by example, I am also always driven to do the right thing and I ensure that those who work for me do things right, the two aspects sit well together and support a culture of excellence. I don’t like a culture of blame where people point the finger. If things go wrong, we must take corporate responsibility, identify the lessons and learn from them. I am a believer that failure often shapes success which is why I do not have a fear of failure and I try to instil that into my team.” Having spoken about his leadership style, his role and his success, alongside the attributes which make him a successful CEO, Mike offers advice to others who are looking to achieve what he has done within the corporate world, mentioning that people should not get wrapped up in the detail. “Regarding what guidance I could possibly give to others, the best advice that I can give anybody is to ‘think clearly and act deliberately’. Two very different disciplines which may not come naturally to some but are key to success. Clarity of thought is a mindset which takes time to perfect. I am a great believer that schools should teach our young people how to think not what to think. This simple process, taught early, will prepare young people for the workplace and allow them to be much more effective from the outset. “Often, people get wrapped up in the detail, they over think and develop complex plans based on single source intelligence or wild assumptions. They then compound this by not acting decisively enough or not being agile enough to adapt to the unplanned event that inevitably arises. In military parlance; no plan survives contact with the enemy. In business, the enemy is more often about time and money than competitors. “In business, it is critical to act deliberately, to decide what it is you are going to do and then put all your resources behind achieving it. At Proton Partners International, one of my mantras is to ‘make better decisions quicker’. For me, this is achieved through the combination of thinking clearly and acting deliberately.” Looking ahead, there are exciting times on the horizon for Proton Partners International. There are a number of challenges which the firm will have to deal with but these are not seen as insurmountable, however it will take a lot of due care and attention in making sure that these objectives and issues are overcome, which Mike is excited to comment on. “Having now completed our first Rutherford Cancer Centre in Newport, South Wales and with two more in the final stages of build, we have accumulated a great deal of knowledge, know- how, IP and intelligence. We are now in the position to leverage this knowledge to reduce construction lead-time and to ensure that all of our projects are delivered on time and on budget. We have recently signed a partnering agreement with our design team at JDDK, DESCO and Fairhurst. This has enabled us to ensure that we design out cost while maintaining quality, it also reduces significant time at the front end of the project which allows more time for the construction phase. “Plus, we are in the final stages of tendering out for the construction of our next four centres. We anticipate contracting out the first phase of this build programme in December 2017 and the additional three centres throughout 2018. This will make Proton Partners International the world’s largest operator of high energy proton beam therapy centres which, from a standing start in February 2015, is a significant achievement. We will continue to build centres to grow our influence in the marketplace and to provide a world-class service to our patients. “In all our Rutherford Cancer Centres, we are installing technical equipment with very complex mechanical and engineering requirements, in a timeframe never achieved anywhere in the world. In addition to managing several new market entries at one time, we are also bringing new innovative treatments to the UK healthcare market which, while they have significant clinical buy-in, the health economics are not so well understood, across a range of stakeholders including the politicians, clinical professions, the insurers and most importantly the patient. We intend to change that by contributing positively to the global research effort and by becoming thought leaders in the oncology space.” Going into more detail about the challenges that Proton Partners International face, Mike talks about the ever increasing expectations of clients, and the demands which the client will have to meet. The company will be at the forefront of any potential developments, with Mike outlining the future ambitions of the company, discussing other prospective developments. “Ultimately, the most significant challenge that we will face over the next decade however, is keeping up with the demand for high energy proton beam therapy. As the clinical evidence reads out, there will be more patient demand which will require the development of more operational centres. Proton Partners International will be at the forefront of the growth. It is our ambition to have a Rutherford Cancer Centre within 90 minutes of the front door of 75% of the UK population by 2021. “Alongside our Rutherford Cancer Centres, the company has a number of exciting developments in the pipeline, which will help it to continue to grow and develop a global reputation. For instance, Proton Partners International will undertake a major genomics research programme at the Life Sciences Accelerator building in Liverpool (the building is the first part of a ‘health campus’ that is set to surround the £335m new Royal Liverpool Hospital). The company is also working with the University of Liverpool’s Physics Department on a genomics programme to collate, analyse and distribute data from its treatment centres. “In addition to this, Proton Partners International has announced a two-year collaborative research project with The University of Liverpool to develop a new measurement system, known as a 3D Water Phantom, which will further improve the accuracy of proton beam therapy treatment.” In his concluding comments, Mike signs off by stating how he will guarantee that the company will stay committed to innovation. Creating additional companies are exciting additions to the firm’s portfolio, and Proton Partners International will be able to establish itself at the top of the industry, particularly with Mike at the helm. “Lastly, to ensure that we stay committed to innovation in cancer research and thought leadership, we have recently created two subsidiary companies, Rutherford Innovations Ltd and Rutherford Diagnostics Ltd, which will allow us to contribute more positively on the research effort without disrupting cancer services.” Company: Proton Partners International Contact: Mike Moran Contact Email: [email protected] Address: 3 Assembly Square, Cardiff, CF10 4PL, UK Phone: 2077100020 Website: