Chief Executive Officer

Royal College of Anaesthetists

About the Organisation

Royal College of Anaesthetists (RCoA) is the professional body and registered charity responsible for the speciality of anaesthesia throughout the UK, and ensures the quality of patient care through the maintenance of standards in anaesthesia, intensive care, pain medicine, and perioperative care. Anaesthetists are specialist doctors who have undergone at least seven years of specialist postgraduate training. Anaesthesia is the largest single hospital speciality in the NHS, and we are the third largest medical royal college in the UK, with a combined membership of more than 24,000 fellows and members.

Our employees and volunteers deliver a wide portfolio of education, training, assessment, clinical quality improvement, research, and support. Our members are at different stages of their careers, and we are guided by their needs and those of the patients they care for. We aim to strengthen our connection with members across the UK, ensuring every fellow and member feels heard, valued, and represented.

We will remain open and responsive, making sure our work reflects the realities of modern practice and the evolving expectations of professional bodies. A full review of our membership offer is underway, and our primary aim is to ensure membership remains relevant, accessible, and good value for all anaesthetists. We will also continue to strengthen our voice externally, influencing the national conversation on the issues that matter to our members and to patients, while staying true to our charitable purpose and values. We aim to ensure the future of the anaesthetic workforce through evidence-based policy, research, and advocacy, and to be a leading voice for our specialities.

In doing this, we must manage our resources with care to ensure we are equipped to deliver our strategy, now and in the future. In a shifting policy landscape, we will continue to advocate for our members and patients, including by providing evidence to national reviews on medical training and the future of the NHS. The 10 Year Health Plan sets out the government’s vision for the future direction of healthcare in England. Our work supports the “three shifts” from hospital to community, from analogue to digital, and from sickness to prevention. Our members play a leading role in patient care before, during, and after surgery. There is strong evidence that perioperative approaches such as prehabilitation, shared decision-making, and early discharge planning improve patient outcomes and NHS efficiency.

The shift from hospital to community-based care offers an opportunity to embed these approaches more widely, provided services are adequately resourced and integrated with hospital care. The commitment to a single patient record is also a welcome step towards enabling better perioperative care. We have already highlighted the impact of workforce shortages and the opportunities to improve perioperative care. Our efforts helped secure additional anaesthetic training places in Northern Ireland and influenced new perioperative measures in the Elective Reform Plan. Yet significant challenges remain. Our latest workforce census, completed this year, provides data to support our case for change from workforce planning to improving members' working lives. 

About the role

The Chief Executive Officer (CEO) is responsible for strategic and operational leadership of the RCoA, ensuring that it is a thriving and valued professional membership body. Reporting to the elected President and accountable to the Board of Trustees, the CEO’s key responsibilities include ensuring that the RCoA fulfils its charitable objectives and purposes as outlined in our charitable regulations, whilst leading on the development of a future strategy that grows membership, reputation, and standing.

The CEO is responsible for promoting a positive and values-led culture of the organisation, with a focus on ensuring a productive, friendly, and caring working environment for our employees. The CEO actively champions equity, diversity, and Inclusion within the RCoA and supports College Officers to promote these values within the medical profession

Responsibilities

Strategic planning, development, and leadership: The efficient and effective implementation of strategy, policy, objectives, and decisions set by the Board of Trustees. Supporting the President and Board of Trustees by providing leadership on the development and delivery of a future strategy 2027–2032 and operational plan with measurable impacts. Provide inspirational leadership and coordination of the Executive Team and support all employees to deliver the College’s objectives and strategic aims.

• Lead on the development of the College’s strategic vision, mission, and values with Trustees and Council Members, with the engagement of College employees, ensuring it is aligned to the needs of our fellows and members and contributes to the long-term viability and impact of the College.
• Lead on the annual business plan to reflect the strategic objectives of the College.
• Ensure that the College has an appropriate leadership and management structure to fulfil its strategic objectives and carry out its work effectively.
• Ensure the College’s values and policies are relevant, fair, and consistently implemented and that management policies and decisions support the agreed objectives and strategic priorities of the organisation.
• Monitor the progress of the College in achieving its strategy, policies, and objectives and implement decisions to advance these.
• Identify and develop opportunities for generating new income.
• Ensure the delivery of the Strategic Plan through effective and coherent organisational design, planning, and resourcing.
• Consult with and make appropriate recommendations to the President, Vice Presidents, Board of Trustees, and Council in a timely and effective manner on strategic issues that may have wider implications for the status and reputation of the organisation.
• Lead on organisational development in the College team and continuous improvements to the administration of the College’s activities.
• Identify and monitor Key Performance Indicators for the College, ensuring organisational health, anticipating future needs and risks, and scenario-planning where required.
• Ensure equity, diversity, and inclusion are embedded in College governance, strategic plans, operational activities, and human resources.

Membership transformation and external stakeholder engagement: Developing transformational services and support for members to enhance the College’s impact and profile across the sector, from prospective examination candidates to longstanding fellows and members.

• Foster strong relationships with our members, ensuring they have the necessary infrastructure to support and promote all aspects of patient care and provide excellent anaesthetic and perioperative care for everyone.
• Identify and implement a transformational approach to member experience that is innovative, empathetic, and aligned with the College’s values and enables its strategic goals.
• Be a catalyst for change, to design and implement a programme of member transformation that positions the College as a stronger customer-focused organisation.
• Build strong relationships with external stakeholders, including medical royal colleges, NHS leadership, and other professional bodies, to ensure that the RCoA’s values and interests are effectively represented.
• Act as an ambassador to enhance the RCoA’s public profile, seeking opportunities to promote its work and expand its offering.
• Identify and pursue appropriate new business opportunities, advising officers on their implementation and potential impact.

Financial resilience and sustainability: Maintain financial stability and achieve income growth through the management of the effective deployment of resources, with a particular emphasis on identifying opportunities for diversifying and creating new
income streams, while balancing this with the charitable purpose of the College.

• Ensure that the College operates within an agreed budget and achieves the financial performance indicators as agreed.
• Be responsible overall for the management of the financial health of the College and ensure that appropriate financial and auditing systems are in place to guard the assets of the organisation, to run it efficiently and effectively, and to monitor
• and control all financial and other assets.
• Ensure the provision of regular financial and business reports to the Board of Trustees, ensuring all legal and statutory obligations relating to the operation of the College are discharged.
• Ensure that the College has a sustainable business model which develops and evolves as the external environment
• changes.
• Ensure the College risk register is maintained, taking appropriate and timely action.
• Ensure that College activity is delivered within agreed budgets and within the parameters of the Scheme of Delegation.
• Ensure that effective financial and auditing systems guard the assets of the College.
• Ensure College investments are managed and monitored effectively.

Governance and collaboration with the Board of Trustees: Foster strong relationships with the Board of Trustees and Council through open communication, enabling informed and consistent decision-making.

• Support the Board of Trustees in fulfilling its duties and responsibilities for the proper governance of the College.
• Develop the work of the College in accordance with its Royal Charter, Ordinances, and Regulations by being fully familiar with all.
• Ensure that the major risks to which the College is exposed are reviewed regularly, and systems are established to mitigate these threats. This includes reviewing the external environment for changes which may impact the College.
• Ensure that employees understand and support the governance roles of the Board of Trustees and of Council.
• Ensure that the President, Board of Trustees, and Council receive sufficient and timely information and advice in order to make informed decisions, including introductory summaries to include a definition of purpose, key issues, and policy implications where necessary.
• Work closely with the Board of Trustees to ensure that Trustees have the necessary skills to govern the College and access to relevant external professional advice and expertise. Ensure Trustees and Council members receive good and appropriate induction.
• Monitor the fitness for purpose of the College Charter, Ordinances, and Regulations, advising on compliance and recommending changes to Trustees where required.
• Oversee the effective delivery of the election to Council, the election of the President and Vice Presidents, and the election of Trustees from
• Council to the Board, election to Devolved Nation Boards, and the appointment of Lay Trustees.

Organisational development, people leadership, and values-led culture: Build and maintain a high-performing executive leadership team responsible for developing and delivering organisational strategy. Embed a culture of taking care,
learning, and being collaborative across the organisation.

• Be proactive in creating a culture that embraces equity, diversity, and inclusion, where employees and members can be themselves, are valued for their differences, and supported to be at their best.
• Build a high-performing team that is aligned with the organisation’s values, supported by a strong focus on engagement and wellbeing, and motivated to pursue excellence.
• Foster positive and respectful engagement between employees, members, fellows, and volunteers.
• Fully support the development and empowerment of employees to reach their potential.
• Ensure the Executive and Senior Management Teams take an appropriate cross-College approach to ensure coherent operational planning, fairness of approach, and effective use of the College’s resources.
• Develop and maintain a balanced and effective workforce, ensuring robust systems for recruitment and personal development for employees and membership voluntary roles.
• Ensure that the RCoA is compliant with employment law and best practice, promoting diversity, inclusion, and equal opportunities throughout all policies and practices.
• Provide leadership in employee wellbeing and professional development, ensuring that the organisation attracts, retains, and nurtures talent.

Skills, Competencies & Experience

Experience:

• A proven track record of success in a senior leadership capacity, ideally as a CEO, gained within a comparably complex, multi-stakeholder organisation.
• Significant experience in charity governance and law, ideally in a membership organisation or similar complex matrix organisation such as charity, healthcare, or not-for-profit sector that includes interactions with boards and committees.
• Demonstrable experience of delivering the highest levels of governance and probity.
• Significant knowledge of the healthcare sector with a strong appreciation for the work of the NHS and the complexities of the sector.
• A proven track record of success in leading transformational impact in the quality of service to members.
• Substantial experience in successful strategic thinking, planning, and delivery of organisational strategic plans.
• Evidence of financial and commercial acumen, including complex budgetary accountability and an understanding of income diversification and sustainability

Skills & Personal Qualities:

• Ability to have immediate credibility driven by high emotional intelligence. Can demonstrate gravitas and earn respect from fellows, officers, employees, and external audiences.
• Politically astute, with the ability to navigate complexity and represent the College’s interests with credibility and care.
• Ability to provide inspirational, reflective, and enabling leadership for senior management and employees, while making a major contribution to the leadership of the College as a whole.
• Ability to be proactive and to identify and drive quality improvement, organisational efficiency, and innovation, ensuring continuous learning and modernisation.
• A collaborative and consultative approach, with the confidence and ability to hold open and honest conversations, including when issues are sensitive or challenging.
• Ability to meet multiple and competing deadlines and thrives under pressure, prioritising effectively and maintaining sound judgement in a fast-moving environment

Leadership Style & Behaviours:

• A values-driven leader who is authentic, visible, and open to challenge.
• Proven team player who sets and achieves high standards of excellence.
• Strong sense of transparency and fairness. A demonstrable and personal commitment to equity, diversity, and an inclusive and empathetic approach to relationships and work culture.
• Personally committed to the College’s purpose of improving patient outcomes through excellence in anaesthesia, intensive care, pain medicine, and perioperative care.
• Provide clear, confident, and consistent leadership.

Compensation & Benefits

Family Friendly:

• Enhanced maternity, paternity, and adoption pay

Health & Wellbeing:

• Benenden Healthcare after 6 months of service
• Annual flu vaccinations
• Annual eye test and/or glasses allowance
• Employee Assistance Programme
• Cycle to work scheme
• Weekly wellness hour

Holiday:

• 34 days of annual leave

Probationary Period:

• Six months

Notice Period:

• Six months

Personal Accident Cover:

• All employees are covered under the College’s Personal Accident Policy, which provides up to 4 x salary (dependent on issue).

Training & Development:

• Professional Development Scheme is available to support employees through relevant professional qualifications and training, in providing financial and time commitment.
• Up to five days of study leave for training relevant to an employee’s role is also available.

Pension Saul:

• Auto-enrolment of Employer 15% 
• Employee 6% for the first 3 years
• Increasing to Employer 19% 
• Employee 6% thereafter

Season Ticket Loan:

• An interest-free season ticket loan is available to employees
• Upon satisfactory completion of their probationary period.

Working locations

• Hybrid (40% attendance a month), combining office and homeworking.

How to apply

• To make an application, please apply online with the following prepared:
  • Your CV (no more than three sides).
  • A supporting statement (no more than two sides) that sets out why you think this role is the right move for you and how you meet the person specification.
• We would also be grateful if you would complete the Equality and Diversity monitoring form on the online application process. This form is for monitoring purposes only and is not treated as part of your application.
• All RCoA appointments are subject to satisfactory references

Interviews

• Psychometric profiling: Upon confirmation of the shortlist
• Preliminary interviews: w/c 26th January 2026
• Key Stakeholder meet and greet: Monday 16th February 2026
• Final Panel interviews: Friday 20th February 2026

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