Stephen Dorgan
Education
Postgraduate
2015 – 2016
Graduate Certificate, Strategic Management
Harvard University
Postgraduate
2014 – Present
Fellow
Institute of Directors
Postgraduate
2014 – 2016
Master of Liberal Arts (A.L.M.), Management
Harvard University
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
Experience
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
Publications
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