My CUH Story - Mahad Nur

Tell us about your background and how you came to work for the NHS?

I began my NHS journey at CUH as a trainee after gaining a degree in Biomedical Sciences. Since then, I have achieved state registration with the Health and Care Professions Council and now work in the East Genomics Laboratory Hub (GLH), based at CUH. My interest in this field started over seven years ago when I became fascinated by how genetic information can be used to diagnose, inform, predict, and treat illnesses.

I was drawn to CUH because of its expertise in healthcare innovation, particularly in genomics, which contributes to national healthcare progress.

What are your current role and responsibilities at CUH?

Currently, I work as a healthcare scientist in the East GLH, leading the pharmacogenomics dihydropyrimidine dehydrogenase (DPYD) services outlined in the NHSE genomics directory. This service is essential for screening patients before chemotherapy and delivering personalised treatment based on their genetic data. Genomics is the study of our DNA, and in my role I identify pathogenic variants that prevent patients from breaking down fluoropyrimidine-based chemotherapy, which can lead to severe side effects.

In my day-to-day responsibilities, I manage referrals for specific clinical indications, provide specialist expertise to our genomic services, and play a key role in analysing, interpreting, and reporting results. My work bridges the gap between the technical teams performing the lab work and the clinicians caring for patients. It's an ever-evolving field, and I feel incredibly privileged to be part of a team that makes a real difference in patients' lives.

What motivated you to become a staff governor, and how has your perspective on the hospitals’ operations evolved over the past few years?

I was elected as a staff governor to the Council of Governors in July 2022, and I wanted to use my experience as a healthcare scientist to represent both staff and patients. I saw it as an opportunity to be an approachable point of contact and ensure the board understood the realities staff face. Since becoming a governor, I’ve served on several Trust committees, including the Audit Committee, Addenbrooke’s Futures Committee, and the Council of Governors meeting.

My perspective on hospital operations has evolved significantly. I’ve seen firsthand how executive-level decisions impact daily operations and patient care, and I’m proud to play a role in ensuring that staff voices are heard in those discussions.

What does a typical day look like for you?

My days are incredibly varied, which is one of the aspects I enjoy most about my job. One moment, I might be answering questions from colleagues at CUH about genetic analyses, and the next, I could be analysing patient results and creating genetic reports. I collaborate with scientists and clinicians across CUH and the East of England to ensure our testing is accurate and helps guide patient care.

Another key part of my role is service improvement. I focus on enhancing patient outcomes, which can range from improving daily processes to leveraging digital platforms to streamline genomic testing at CUH and East GLH.

How do you balance your responsibilities as a governor with your primary role within CUH?

As a staff governor, it’s my job to ensure staff concerns are heard, which involves regular conversations with colleagues, attending Council of Governors meetings, and participating in staff network groups.

In the lab, I coordinate testing, analysis, and reporting, which requires organisation and prioritisation. I share responsibilities with my team and schedule my governor duties around my lab work. It can be challenging at times.

As a governor, how do you stay connected with the staff members you represent to ensure their voices are heard, and in what ways do you address their feedback?

I stay connected with staff through various channels, such as the Open Minds, Purple, and Reach Networks, where I hear directly from colleagues about their experiences. We also hold staff governor discussion sessions, which are open to all staff, providing a space for sharing concerns and feedback. This feedback is presented at Council of Governors meetings, where we work with non-executive directors to address these issues.

Whether advocating for better facilities or discussing on-site food costs, it’s important for governors to ensure that staff voices are heard and that our working environment supports us in providing the best care for our patients.

What would you say are the most surprising skills you've developed since becoming a governor?

One of the most surprising skills I’ve developed as a governor is the ability to take a more strategic view of problems. In my daily work, I focus on the technical details and hands-on aspects of the patient care pathway.

What advice would you give to a staff member considering becoming a governor?

If you're considering becoming a governor, I’d say go for it. It’s a great opportunity for personal growth, as you'll learn about governance, strategy, and the operational side of healthcare in ways that are very different from your everyday role. Most importantly, it’s an opportunity to ensure your colleagues' voices are heard, and that’s something truly meaningful.