David Frith
  • David works within organisations - with Boards, front-line teams, collaborative partnerships - to develop a richer understanding of their internal and external environments and to implement more effective and sustainable responses. He is particularly interested in supporting both the structural and relational aspects of partnership development and collaborative working, within or between organisations.

    David is a naturally strategic thinker, and a trusted advisor who works with both what is on the surface and what lies underneath organisational dynamics, challenges, and opportunities. Clients value his calm, clear thinking in enabling them to define choices and drive progress in complex or difficult situations. His focus is on supporting the development of effective strategies aligned to the effective structures and dynamics for delivering them.

    He trained at the Tavistock and Portman NHS Trust in the systems psychodynamic approach to consulting and leading in organisations and has an MBA with distinction in Strategic Management (with published research in scenario planning). In addition to degrees in history and theology, he is also a qualified teacher and scenario planning practitioner.

    • Futures thinking
    • Learning and development
    • Strategy development
  • David has worked in the NHS since 2008, including roles in commissioning, major programme management and strategic planning in the acute sector. He has led on the development of multi-partner strategies at regional and national level.

    He previously worked for 18 years in local communities through pastoral, leadership and governance roles in church and charitable bodies. David is an experienced charity trustee and board director.

    In recent years, David’s focus has increasingly been on the alignment of strategy and organisational development, including the establishment of new system and place mechanisms. He provides well-contained time and space to work through what groups are experiencing together so they can drive a better outcome from it - space to think, to listen, to explore different perspectives, to surface and work with conflicting interests, and to decide how they want to act differently.

    Within the Strategy Unit he acts as Head of Unit Management and Development, leading on budgeting and finance, strategy and planning, people, and governance.

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