Big story UnitedHealth Group. In his new position he would manage international operations, growth and M&A in 123 countries worldwide, more than half the globe. From the beginning of his employment as president of the Global Health Division to his departure, UnitedHealth group almost doubled its yearly revenue from $71.5 billion to $130.4 billion. Whatever opinions of Stevens' previous actions one might have, nobody can disagree that to manage and thrive in such a position requires a level of dedication and administrative skill that few possess. During Stevens' latter years of employment by UnitedHealth he also spoke on behalf of the Alliance For Healthcare Competitiveness, a Transatlantic Trade and Investment Partnership lobby group. In one of his representations for the group, he stated that "The worldwide need for health care in ageing populations will lead to a demand for goods and services that can drive sales of American insurance, medical devices and record-keeping technology". Whilst it is undeniable that in his capacity as president of the Global Health Division Stevens focus was on furthering the expansion of private health care companies and their entrance to new markets, it would be untrue to say he performed his role without consideration for patients' wellbeing and quality of care. In the same speech as the previous quote, he commented "This is about making it easier for patients around the world to benefit from things that have demonstrably worked", a way of thinking that had served Stevens throughout his life, data over sentiment. After 10 years in the front seats of one of America's largest health providers, Stevens finally returned to the old familiar NHS, though in a markedly different position. Simon Stevens, at the time not a knight, was to replace Sir David Nicholson on April 1st 2014. Said to be chosen for his years of experience in healthcare globally and familiarity with the NHS's values by Sir Malcolm Grant, another former NHS chief, the stage was set for what will be remembered as one of the most turbulent
other leading NHS staff. The decision came with the intention to be closer to ministers and other national health bodies, a contrast with his predecessor, who opted to spend most of his time in the administrative headquarters in Leeds. However, before even entering the offices he had agreed to take a voluntary pay cut of 10% in light of "NHS spending pressures", an attempt to show that he was in the same boat as everybody else now. A gesture that did little to calm the fears of those who had marked him as an agent of privatisation. periods in the NHS for decades. One of Stevens' first moves was to commission office spaces in NHS bases in London for himself and several
❛❛ If the NHS's response to the pandemic has been exemplary, then it has been in no small part due to Sir Simon Stevens's influence ❜❜
32
For his first major act as the head of the NHS, Stevens released the Five Year Forward View in October 2014, a policy document that laid out clear plans for the future of the NHS. Key among these plans was to majorly increase government financing of the NHS, the report made it clear that the government would have to increase funding by £8 billion by 2020, a target that would allow £22 billion in annual savings by 2021. The call for a higher level of funding was celebrated by all, other than politicians,
