Executive Director of the College of Intensive Care Medicine

We are therefore looking for an Executive Director who has successfully led organisations through significant transformation; who understands how to build financial sustainability and diversify income; and who can bring people with them through complex and meaningful change.

You will bring the strategic and financial credibility to earn the confidence of our Trustees and partners at the RCoA, alongside the emotional intelligence and collaborative leadership needed to unite staff, members and the wider clinical community behind the College's future.

This is a rare opportunity to shape a new professional College at the moment of its creation: establishing its identity, culture and operating model while building the foundations for long-term independence and impact., Please note we're not responsible for the content of job ads, as they're posted by the recruiter. We'll aim to resolve the reported issue and we'll use your feedback to improve the quality of our ads.

In July 2026, following almost two and a half years of work and nearly two decades as a Faculty, we became the College of Intensive Care Medicine: an independent charity with our own Board of Trustees, governance and voice. Reaching this point has been a significant achievement. Now comes the next chapter: building an organisation that is genuinely independent, financially sustainable and equipped to lead the specialty for the future.

This role sits at the heart of that transformation.

Organisationally, we are creating a College from what was previously a faculty function - establishing our own culture, values, policies, systems and operating model while managing a careful and constructive separation from the Royal College of Anaesthetists (RCoA), our long-standing host and continuing close partner.

Financially, we begin with an established income base, derived predominantly from subscriptions and examinations. The Executive Director will lead the development of a more diverse and resilient financial model, strengthening income and ensuring long-term sustainability without compromising our charitable purpose, governance or commitment to members.

For our people, we need to build our own workforce and operating model while supporting colleagues through a genuine change in employer and organisational identity. This will require clarity, empathy and strong leadership - alongside an unwavering focus on maintaining the services that almost 5,000 members rely on.