Paul Mizow

• As the business owner, I raised €4.5 million in private equity and debt funding to build seven luxury houses in Dublin 2 with a finial GDV of €7 million
• Developed a comprehensive Investment Memorandum to attract private equity partners and to demonstrate evaluation and feasibility of the selected development site.
• Developed schedules for projects and managed all processes to obtain Dublin City Council permits and approvals.
• Coordinated bid and qualifications processes to select architects, engineers, professional consultants and contractors for the project.
• Planned, led, organized, reviewed and controlled all facets of the development in conjunction with both the development and design teams
• Extensive negotiations with internal and external stakeholders, including financiers, the Council, Insurers, utilities providers, sales agents purchasers and tenants

White Smile Dental operates in three cities and is one of Ireland's leading dental brand names.

• As the business owner, I spearheaded the company's business development and growth strategies, establishing six dental practices (14 surgeries) over a thirteen year period
• Strategically Identified potential dental clinics and projected growth and profitability forecasts before committing to leases.
• Procured all equipment and IT infrastructure and fit out all dental clinics to a very high specification.
• Managed and personally recruited over 80 Dental, Medical, Nursing, Admin and support staff
• Planned, led, budgeted and controlled all facets of White Smile Dental's extensive marketing and advertising campaigns
• Established and led governance and transformation policies including, inter alia, recruitment and retention, clinical governance, OHS&W and staff and patient complaints procedures, to ensure regulatory compliance and to deliver benefits aligned with company resources.
• Continuously implemented performance management and process improvement structures to improve safety and patient care frameworks to ultimately strengthen results.
• Recorded and produced quarterly and yearly financial data for growth modelling and end of year reporting
• Achieved consistent year on year financial growth with annual business turnover reaching €1.9 million

Designation: 18 staff

• Development of healthcare governance over five hospital sites through key components of risk management, information and data evaluation, clinical audit and research; patient / user care and public involvement
• Named lead to investigate serious complaints and responsible for drafting local complaints policy, quarterly complaints review data, quarterly and half-yearly performance reports and annual report
• Coordinated all Local Resolution Meetings, Independent reviews, Strategic Health Authority, CHI and Ombudsman investigations
• Facilitated quarterly clinical and admin risk assessments and compliance reported on nursing clinical standards and OHS&W benchmarks
• Formed steering / working groups to evaluate, formulate and implement directorate strategic and operational goals
• Responsible for developing and collating information from, inter alia, patient and staff surveys, patient pathway planning, process mapping and observations of care initiatives
• Memberships: Cardiac and Renal Board, Cardiac and Renal operational groups, Improving Working Lives committee, Clinical Governance & Quality Development committee, Complaints working group

• Supporting the Corporate Manager, provided credit and risk management assessments to Head Office for a portfolio of corporate business clients
• Analyzed financial and accounting data and provided expert commentary on micro and macroeconomic market factors
• Evaluated Merger & Acquisition proposals from risk analysis and risk management frameworks

As a Ready Reserve Soldier, I conducted one year of full time service. I then returned to my university studies whilst conducting three years of part time service.