New Hall Hospital has entered a new chapter with a refreshed Senior Leadership Team (SLT) bringing energy, experience, and a shared commitment to strengthening clinical quality, patient experience, and community presence. Head of Clinical Services Alessio (Alex) Biagini, Head of Operations Amy Andrews, and Head of Finance Tasawar (Tas) Hussain each bring distinct expertise, but their ambitions align: to build a resilient, patient centred hospital that continues to deliver outstanding care for both private and NHS patients.
A Hospital with Strong Foundations and Untapped Potential
New Hall Hospital is a striking Victorian manor house with five separate buildings set in beautiful grounds. It is known for high-quality care, strong clinical outcomes and friendly staff. The hospital holds a Good CQC rating with notable praise for staff culture and safety.
Recent substantial investment has refreshed New Hall Hospital’s historic manor house and grounds, enhancing the environment for patients, visitors, and staff. Seven patient rooms have been fully refurbished, with modern interiors and newly installed air conditioning that has been especially valued during recent heatwaves. These improvements build on the hospital’s reputation for comfort, privacy, and a welcoming setting.
Alongside these upgrades, New Hall maintains a strong record of clinical compliance and quality. The hospital submits 100% of eligible procedures to the National Joint Registry, holds a renewed JAG accreditation for endoscopy services, and has achieved Silver accreditation in Aseptic Non Touch Technique (ANTT) from The Association for Safe Aseptic Practice. These achievements reflect the hospital’s commitment to safe practice, robust infection control, and consistently high standards of care.
Clinical Ambitions: Data Driven, Patient Focused, and Future Ready
Having been at New Hall Hospital for five years, Alex has already witnessed significant change across the site and its services. He emphasises that New Hall is “clinically safe with good outcomes and a transparent, open culture.” He sees clear opportunity to build on these strengths through data driven improvement and closer collaboration with consultants, partners, and the local community.
Alex sees opportunities to expand training pathways, such as Operating Department Practitioner (ODP) apprenticeships to support HCAs to progress into nursing roles and enhancing specialist skills across the workforce. He also highlights key clinical priorities, including replacing the hospital’s MRI scanner to support its significant spinal surgery workload and exploring new technologies such as robotics and aquablation for benign prostate conditions.
With spinal surgery accounting for around 40% of New Hall’s activity, and strong services in urology, gynaecology, and orthopaedics, the SLT aims to build on what the hospital already does exceptionally well.
Operational Excellence: Making Access Easier and Experience Exceptional
Amy Andrews brings 12 years of Ramsay experience and a deep understanding of spinal services, patient flow, and operational efficiency. Her focus is clear, to make New Hall Hospital easier to access, easier to navigate, and easier to choose.She is strengthening the hospital’s “digital front door” by improving online booking availability, expanding clinic capacity, and hopes to enhance social media presence. Recent changes have already increased private patient activity, with more timely appointment slots now available.
Amy is also championing community engagement. Plans include patient education events, consultant led talks, GP practice visits, and a September open day inviting the public to explore the grounds, meet clinicians, and learn about services. She emphasises that New Hall’s staff are known for their friendliness and long service, with one colleague recently celebrating 35 years at the hospital, a testament to its culture and stability.
Financial Stewardship: Investing in People, Innovation, and Growth
As the newest member of the SLT, Tas Hussain brings a fresh perspective and a strong commitment to ensuring long-term sustainability for New Hall Hospital. After just two months in post, he says he has been struck by the commitment and positivity of the staff at New Hall, noting how strongly the workforce is aligned around delivering excellent patient care.
Tas describes New Hall as a beautiful listed site with enormous potential to attract more private patients, both self-pay and those with private medical insurance. He is committed to building a culture of collaboration and openness, where consultants and staff feel supported, informed, and part of the hospital’s future direction. This includes expanding the hospital’s core specialist services such as spinal surgery and physiotherapy, investing in theatre equipment and innovation, supporting staff development, improving marketing and local outreach, and strengthening partnerships with GP practices and local stakeholders. Tas emphasises that every financial decision must ultimately support safe, high quality care.
A Shared Vision: Growth, Quality, and Community Connection
Across all three leaders, a consistent theme emerges: New Hall Hospital is ready to grow, and it will do so by strengthening what matters most: clinical quality, patient experience, staff development, and community engagement.
Their combined aspirations include:
- expanding private patient services whilst supporting NHS patients
- improving digital access and booking pathways
- enhancing marketing and local visibility
- investing in clinical technology and infrastructure
- building an open and collaborative culture where consultants and staff feel valued, informed, and part of the hospital’s future
New Hall Hospital’s new SLT is united in its belief that the hospital’s next chapter will be defined by collaboration, innovation, and a renewed connection with the community it serves.