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UpgradeOne Perspective is our Q&A series where the people shaping One Health’s future discuss the issues that directly affect the health and surgical care sector. In this instalment, we sit down with Mr Shantanu Shahane, our CMO, who discusses his career, his upcoming retirement and his hopes for the healthcare profession.
Shantanu, looking back on your time with One Health, what are you most proud of having achieved?
I joined One Health at its very inception as an orthopaedic surgeon. At that time, we were just four surgeons based in a room in an independent hospital. To have played a part in growing the organisation into what it is today, with more than 80 surgeons providing their services across over forty community-based outreach clinics and fourteen surgical operating locations and a dedicated surgical hub in development, is something I am incredibly proud of. It has been a remarkable journey, made possible by an exceptional team who shared the same vision.
I am also very proud of my seven years as Chief Medical Director – especially as I helped guide One Health through the challenges of the COVID-19 pandemic while strengthening our clinical governance framework. Knowing that we built solid foundations for the future is a source of great satisfaction.
You joined as a Consultant Orthopaedic Surgeon in 2005 and later became CMO. How has the organisation evolved during that time, and what has it been like to be part of that journey?
One Health has evolved tremendously in every respect. We now have many more surgeons providing services over a widening geography across a greater number of independent hospitals, and the development of our surgical hub in Scunthorpe represents another exciting milestone.
Our listing on the London Stock Exchange has brought greater investment and opportunities for growth, while also introducing new levels of accountability and scrutiny. Throughout that journey, we have built a strong Board and an outstanding executive and non-executive leadership team. Together, we have developed robust clinical, financial and operational structures that enable us to provide an excellent service to our local NHS population.
Throughout your career, you've balanced clinical practice with medical leadership. What have you enjoyed most about combining those two roles?
Balancing clinical practice with medical leadership has been both rewarding and challenging. Surgery is what I trained to do, whereas leadership was something I had to learn over time through experience, formal training, self-development and the support and guidance of others.
My clinical background and strong medical ethics have always guided my decision-making as a leader, ensuring that patient care remained at the heart of every decision. The greatest challenge was managing the demands of both roles, but with careful planning, organisation and the support of those around me, I was able to find a balance that allowed me to contribute effectively in both areas.
Clinical governance and quality have been central to your work. Why are these areas soimportant to delivering excellent patient care?
Strong clinical governance is fundamental to delivering safe, high-quality patient care. Without it, we cannot consistently achieve the standards our NHS patients deserve. One Health's ethos has always been to provide the best possible NHS care in the shortest possible time, with experienced consultants leading every patient's treatment. I have always believed strongly in these principles and have tried to reflect them in my own clinical practice. I also believe it is important to lead by example, so that colleagues can see that the standards we promote are the standards we follow ourselves.
What have been some of the biggest challenges you've faced in healthcare leadership, and what have they taught you?
The greatest challenges have been managing my time effectively, developing leadership skills and ensuring safe, high-quality clinical care within the sources available.
I was fortunate to have tremendous support from my wife, whose encouragement made balancing these responsibilities much easier. I also invested in numerous medical management courses and learned a great deal from experienced colleagues, senior executives and the wider management team. Their guidance strengthened my understanding of leadership and finance, helping me make balanced decisions that always prioritised safe patient care while recognising the realities of available resources.
Developingand promoting clinical leadership has been a key focus for you. What qualities do you believe make an effective clinical leader?
For me, the most important quality of an effective clinical leader is leading by example. If colleagues do not see their leaders practising the same standards they expect of others, leadership quickly loses credibility.
Effective time management is equally important, as it enables more to be achieved without compromising quality. Good leaders also know when to delegate appropriately and when to provide support and supervision.
Finally, I believe a clinical leader must first and foremost be an excellent clinician. Leadership should complement clinical excellence, not replace it. People are far more likely to follow someone they respect both professionally and personally.
One Health's success relies on strong partnerships across surgeons, anaesthetists, physiotherapists, clinics and hospitals. What have you learned about building effective collaboration?
Successful collaboration begins with ensuring that everyone has a voice. Every member of the organisation should have the opportunity to share ideas, raise concerns and contribute to improving patient care. That sense of inclusion creates stronger engagement and better outcomes.
Multidisciplinary team (MDT) meetings have also been invaluable. Bringing together different professional perspectives allows us to manage complex cases more effectively and consistently deliver the best possible care for our patients.
What advice would you give to the next generation of clinicians who are considering taking on leadership responsibilities alongside their clinical work?
My first piece of advice would be to make sure your motivation is genuine. Leadership should always be about making a positive difference for patients, colleagues and the organisation. It is also important to have sufficient clinical experience to earn the respect of your peers. Leadership requires a significant commitment of time and energy, so you need to be prepared for that responsibility. Finally, surround yourself with a strong team. No leader succeeds alone, and the support of trusted colleagues is essential.
As you prepare for retirement, what are your hopes for the future of One Health and the healthcare profession more broadly?
I hope One Health continues to go from strength to strength and remains true to its founding principles of delivering outstanding patient care. And I hope the organisation continues to be a place where people enjoy coming to work, feel valued and take genuine pride in being part of One Health. If colleagues continue to see it as a badge of honour to work here, then I believe the future will be very bright.
One Health Group utilises specialist consultants and healthcare managers working together to provide the best possible diagnosis and treatment for our patients.
