There was a moment last week, while masquerading as the Finance Director of a beleaguered and fictional (but certainly realistic) Foundation Trust, that my lack of knowledge about NHS governance became painfully obvious. During an enlightening simulation designed to highlight the fractious interactions that can exist between Trusts, CCGs and politicians, I was disheartened at my own naivety about the NHS I have spent the last two years learning and working in. My colleagues were also perplexed that this knowledge hadn’t been presented earlier.