Advisor, CEO and Non-Executive Director with over 20 years consulting, line management and boardroom experience.
Stephen works with leading industrial and healthcare businesses to transform corporate performance and productivity in a dramatic, tangible and sustainable way.
Stephen has created over $10bn in value via corporate turnarounds and operational improvement, while also saving thousands of industrial jobs. He has improved the quality of healthcare for millions, saving >80,000 years of life, doubling the performance of entire healthcare systems and generating >$5bn in value for national economies.
A leading thinker on how management practice drives corporate performance, his tools have been deployed in over 19,000 organisations across 35 countries. He is an international expert and author on management practice, productivity, and performance in both industrial and healthcare organisations.
For 30 years Stephen has worked with a range of charities focused upon improving the quality of life for the most vulnerable in society. He has received >20 awards and honours for his contributions to Engineering, Manufacturing, and Management Practice, including a knighthood for his charitable work.
Eur Ing Dr Stephen Dorgan GCHS BE ALM PhD CEng FIET FIoD FRAMI Chartered Engineer, Chartered Electrical Engineer, Dip IoD
Postgraduate
2015-2016
Graduate Certificate, Strategic Management
Harvard University
Postgraduate
2014-2016
Master of Liberal Arts (A.L.M.), Management
Harvard University
Postgraduate
2014-Present
Fellow
Institute of Directors
Postgraduate
2013-2013
Company Direction & Governance
Institute of Directors
Postgraduate
2012-Present
Fellow
The Institution of Engineering and Technology
Postgraduate
2003-Present
Fellow
Royal Academy of Medicine in Ireland
Postgraduate
2001-Present
European Engineer
FEANI
Postgraduate
2000-Present
Chartered Engineer
The Engineering Council
Doctoral
1997-1997
Doctor of Philosophy (Ph.D.), Electronic Engineering and Biomedical Engineering
University College Dublin
Lower Undergraduate
1989-1993
Bachelor of Engineering (B.E.), Electronic Engineering
University College Dublin
Research Academic
London School of Hygiene and Tropical Medicine, U. of London
2021-Present
Senior Partner
Partners in Performance
2019-2020
Board Trustee
The Russell Trust
2019-2022
Non Executive Board Member
Tullis Russell - Security & Speciality Coating
2017-2022
CEO & Advisory Board Member
BINZ Ambulance und Umwelttechnik
2015-2018
Board Member UCD Foundation
University College Dublin
2013-Present
Advisory Board Member
WYSE International
2013-2014
CEO
McKinsey & Company
2012-2013
Partner, Senior Advisor & External Faculty
McKinsey & Company
1999-Present
Marie Sklodowska Curie Fellow
Technical University Munich
1997-1999
Research Engineer
University College Dublin
1993-1997
Engineer
Automated Assemblies Corporation
1993-1993
Design Engineer
Siemens Nixdorf AG
1991-1991
A model for an artificially activated musculoskeletal system
A nonlinear mathematical model of electrically stimulated skeletal muscle
Marie Curie Fellowships and European-funded research training
A mathematical model for skeletal muscle activated by N-let pulse trains
Mathematical modelling and control of human skeletal dynamics
A model for human skin impedance during surface functional neuromuscular stimulation
Better UK productivity: An inside job
How good management raises productivity.(Current Research)
Management practices: The impact on company performance
Management practices across firms and nations
Who should–and shouldn’t–run the family business
The link between management and productivity
Management practice and productivity: why they matter. McKinsey & Company Operations Extranet
Management practice and productivity
Management practice and productivity: Why they matter
A healthier health care system for the United Kingdom
No holds barred in management battle
Management in Healthcare: why good practice really matters
Management in healthcare: why good practice really matters
Why hospital management matters
In brief: Hospital performance: the impact of good management