After missionary work overseas, coming out of the training deanery environment and having children, I first started as a locally employed doctor. I didn’t have dedicated office space, a laptop, administration support or a study leave budget. A SAS contract allowed me to focus on my development and still be a valuable part of the team.

As I became more established in my trust, this opened more routes to connect with local priorities and projects and provided teaching and learning opportunities. I was also able to join the LNC, which increased my local profile. From there, I became involved in regional BMA meetings and developed my clinical niche at the same time.

As I wasn’t involved in a formal training programme, this really enabled me to find my area of interest as I didn’t have to follow the usual criteria and I could work across departments. I could also form my own patient cohort, from surgery and treatment room procedures and create pathways of care within the required narrow timeframes.

My current role

I don’t just have one job; my role now is divided across endoscopy, co-leading polyp MDT, leading the minor surgery services and serving as SAS Advocate. The procedures I carry out require me to lead a team, and to be an effective leader – I needed to develop my communication skills and learn my own leadership style.

When I first joined the NHS, it was an eye-opener, as my previous training did not involve the team training experience that you find here; it was a lot more hierarchical. When I was offered to lead inbuilding a pilot Surgical Assessment Unit project, I was also given a specialty contract which involved completing a local leadership programme. This taught me about communication styles, personality types and negoatiation skills. Through this, I could explore how to be myself while leading others. This was just the start of my SAS career and leadership.

After the initial pilot project, my main aim was to improve the patient experience and reduce the need on theatres for the minor surgical procedures. I built up the ‘Lumps and Bumps’ service and now manage a team with in-depth knowledge of the procedures, equipment, patient safety, all while being an approachable clinical lead.

Representing SAS doctors

Now that there are more SAS doctors in the NHS, it’s more important than ever that SAS doctors have effective representation at LNC level. We really have to thank some outstanding Associate Specialists from the past who fought for our recognition and introduced many of us to the concept of LNC after 2008. In previous years, lots of discussion at LNC focused on consultant issues only, but it was important that I – we- continued the SAS representation, which has allowed us to work on matters important to our colleagues.

I’ve enjoyed becoming more involved in my regional committee meetings, probably because I was always made to feel so welcome. When I attended the BMA SAS conference for the first time, it was amazing to meet SAS doctors from different regions and nations and hear their diverse experiences. I was then able to build on my knowledge of contractual rights and use that to support colleagues.

Advice to my younger self

The most important thing I would say is that a SAS career is not failure. I spent the first few years outside training (and on an LED contract) grieving for the pathway I thought I would follow – but now that I have been a SAS doctor for well over a decade, I would choose that route again.

When I was offered a specialty doctor contract, I didn’t know much about the SAS grade. Now, I know it’s a great way to take charge and build you own career, outside of the typical training moulds. It’s allowed me to work across specialties, to balance my life outside work and become a wiser person because of it. I look forward to further expanding my own career and my service.

Susanne Reinoehl is a specialty doctor and chair of the northern region SASC