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 <div data-pmr-editable="" class="medium-editor-insert-plugin">For<a href="https://www.leadersgb.co.uk/members/paul-bowley"> Paul Bowley</a>, CEO of <a href="https://www.abbeycarefoundation.com/">Abbeycare Group</a>, perseverance, resilience, and an unwavering commitment to personal and professional growth are core aspects of his career journey.<a href="https://www.linkedin.com/in/paul-bowley-723056101/?originalSubdomain=uk">Reflecting on his early years</a>, Paul candidly shares, "My school life was interesting because I was in the top set for everything, but focus was a big problem for me." This struggle with focus, as it turned out, was due to undiagnosed ADHD, a revelation that came just a few months ago.But it was a heartfelt conversation with his grandfather that truly set him on his path. Sitting on a park bench, his grandfather impressed upon him the importance of education for a successful career. This support, rather than judgement, galvanised Paul to work harder, resulting in him passing all his GCSEs and subsequently excelling in his National and Higher National Diplomas.Paul’s first significant career opportunity arose through a recommendation from his college tutor, leading to a six-month contract. His initial encounter with leadership came here, where a major mistake on a project taught him the value of owning up to errors and the importance of supportive leadership. "I think this was possibly my first encounter with a good leader and the importance of learning from positive qualities in others," he notes. The fact that he owned up to the mistake immediately was a part of the reason his temporary contract was made permanent.Paul then moved on to work with David Jones, a role that spanned nearly a decade. By 2014, as Jones began to semi-retire, Paul entered a period of transition that led to his involvement with Abbeycare Group. Appointed as Managing Director in October 2015, he was tasked with turning around a company burdened with substantial debts and operational challenges. "We had to just roll our sleeves up," he says of those early, arduous days. Through sheer determination and a collaborative team effort, he led the company from the brink of collapse to a stable, thriving enterprise.Paul’s ability to be such a leader stems from his ability to use his extensive and varied past experiences. Learning to effectively communicate with high-level individuals was a crucial lesson he took from this early period. "You have to take a pragmatic approach with things now and again," Paul asserts. This pragmatism was particularly needed during a major relocation in 2021 when Abbeycare moved from North Lanarkshire to Renfrewshire within a tight nine-week deadline.Paul recalls the daunting challenge, but his approach was methodical and organised. “I reminded people that there will be certain things that are out of our control. If they're out of our control, there's nothing we can do about that. But what we can do is make sure that everything in our control is done."By instilling this mindset in his team, Paul ensured that the relocation was a success. He emphasises the importance of calmness and clarity during high-pressure situations, a lesson drawn from his past professional encounters. "You've got to pass that mindset on. If something doesn't happen and it's not down to us, there's nothing we can do about it. Let's get all the things we can do done, and hopefully everything else will fall into place."Transforming Lives Through RehabilitationAbbeycare Group, one of the longest established addiction treatment companies in the UK, is set to celebrate its 20th anniversary this October. Under the leadership of CEO Paul, Abbeycare has grown into a significant provider in the field of addiction treatment, employing around 100 staff and assisting over 500 individuals each year to begin their recovery journey.The organisation prides itself on delivering an exceptional evidence-based addiction treatment programme within a private, confidential, and safe environment. Paul underscores the importance of their approach: "We provide a chance for people to heal and recover." The impact of Abbeycare's approach is vividly illustrated through the stories of its clients. Paul shares the transformative journey of Emma, a former client whose life was on the brink of collapse. "But after coming to Abbeycare, she's now 16 months sober, has her children back, and volunteers for us," Bowley recounts.Abbeycare's success is built not only on its structured programs but also on the deep empathy and understanding of its staff. The team collectively holds 700 years of lived experience, with many members having walked the same paths as their clients. One compelling example of this is a staff member who, after completing Abbeycare's program, has returned to work in a senior position within the business. "It has gone full circle for him," Paul states, highlighting the powerful cycle of recovery and giving back that Abbeycare fosters.Paul's Call to ActionPaul is passionate about making rehabilitation more accessible to those in need. As he sees it, increasing accessibility to rehab services is crucial for addressing the ongoing addiction crisis, particularly in Scotland, where addiction is a key issue."In January 2021, the Scottish Government pledged £250m to improve and increase services for those affected by drug addiction," Bowley notes. This funding, set for a five-year term, aims to combat the high rates of drug-related deaths and provide much-needed support for addiction treatment. However, Bowley believes that more needs to be done. "We need to have more funding available and give more people access to treatment," he asserts.Paul’s call to action for policymakers is clear: ensure that rehab services are sufficiently funded and accessible to everyone who needs them, which, as Paul points out, ensures the effectiveness of programs. The existing funding, while significant, is not enough to meet the growing demand for addiction treatment. By allocating more resources to rehab services, policymakers can help save lives and give individuals the opportunity to recover and reintegrate into society.The need for increased funding and accessibility is not just about immediate treatment but also about long-term recovery and societal reintegration. "It's important to remember that harm reduction and stabilisation services play a vital role in keeping people safe, but for many people that should be seen as the foundation for long-term abstinence based recovery,” Paul explains.Reflecting on Paul’s LegacyAs Paul looks on his journey with Abbeycare, his thoughts on legacy are both humble and profound. He candidly shares that envisioning his current role was never part of his plan.One of the most rewarding aspects of his journey is witnessing the transformations that take place at Abbeycare. "I can go to work and watch people turning their lives around in front of my eyes," he shares. But Paul is quick to acknowledge that the critical work is done by his dedicated team. "I don't do the important work that gets done by my team," he says modestly, "but I make sure they've got everything they need to allow them to work to the best of their ability." September, designated as International Recovery Month, is a particularly special time for Bowley and Abbeycare. "We have two recovery gatherings which will be attended by between five and six hundred people, and they’re our former clients," Paul explains. These gatherings are filled with moments of joy and celebration, where former clients, now in recovery, reunite with the staff and each other. As Paul puts it, “these are by far the best days of the year because it validates the exceptional work my team does on a daily basis.”Reflecting on his legacy, Bowley is both proud and grateful. The institution he firstly saved and then helped build is not just a centre for treatment but a personification of hope and transformation. While Paul did not foresee himself in this role, his impact on the lives of those struggling with addiction is immeasurable.</div>

Discover Paul Bowley's journey from overcoming undiagnosed ADHD to becoming the CEO of Abbeycare Group. Through perseverance and resilience, Paul turned Abbeycare into a leading addiction treatment provider, helping hundreds start their recovery journey each year. Read about his inspiring leadership, the importance of accessible rehabilitation, and the transformative impact on clients' lives.

Paul Bowley: Transforming Lives with Abbeycare Group

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">In the bustling legal landscape of London, <a href="https://www.leadersgb.co.uk/members/susie-barter">Susie Barter</a> exemplifies expertise and innovation in family law.&nbsp;"I've been a lawyer for 25 years and I trained in the City in family law. Looking back, I think I was fascinated with the interactions of people,” Susie states. This fascination led her to navigate through prestigious roles in London's prominent family law teams and serving as a judicial assistant at the Court of Appeal—an experience that provided invaluable insights into judicial processes.However, it was the intersection of her career and personal life that marked a significant turning point. Establishing her own firm, Personal Rose and Co Limited, <a href="https://www.linkedin.com/in/susie-barter-114b48249/?originalSubdomain=uk">Susie</a> embraced a modern approach, serving clients globally from her base in Kent—a pioneering move well ahead of the remote work trend accelerated by COVID-19.The time came for Susie to contemplate taking a temporary step back from professional responsibilities. "After 25 years, I gave myself a year off," she shares, highlighting a pivotal moment of reflection. "But I was too young to retire," she laughs, her determination evident. This resolve brought her back to London, where an opportunity at <a href="https://www.childandchild.co.uk/">Child &amp; Child</a>, a venerable institution tracing its roots back to 1850, beckoned—an opportunity to build and lead a family law team as Head of Family Law."By heading the team at Child &amp; Child," Susie explains, her enthusiasm palpable, "I had the opportunity to build a team with the people I liked, and with the approach that I liked. It was an opportunity too good to miss."In her role, Susie has steered the firm through a transformative period under new ownership. "Child &amp; Child was bought in November 2022 by Adrian Biles and his family," Susie explains. His vision is to create a private client firm that services the full spectrum of private client needs," she continues, underscoring the firm's commitment to trust, integrity, and excellence as guiding principles. These values resonate deeply with Susie, aligning seamlessly with her own approach to client care—a philosophy rooted in holistic support rather than mere transactional service."My role also extends beyond overseeing the Family Law team," Susie explains. “It’s about integrating our expertise across disciplines to ensure our clients receive comprehensive support." She adds, "For me, it's vital to foster a team-based approach where every member understands the importance of exceptional client service." Susie’s LeadershipDrawing from her experience of running her own practice, she emphasises responsiveness, transparency and empowerment as pillars of client relationships. "If a client calls, you call them back that day," she says.Beyond the technical aspects of law, Susie underscores the human connection, a trait that has endeared her to clients who appreciate her accessibility and unwavering commitment. "Trust works both ways," Susie reflects warmly. "Whether I'm taking a call while riding a horse or ensuring a client in Dubai receives consistent care, it's about mutual respect and understanding."Navigating the intricate world of family law is no small feat, and Susie’s career is defined by facing and overcoming challenges with resilience and resourcefulness. As she reflects on her journey, she acknowledges that her transition from practitioner to entrepreneur brought its own set of hurdles. "There are challenges in learning to run a business when you’re a lawyer.” This dual role demanded not only legal acumen but also business savviness, a balance she embraced with determination. The weight of responsibility is a constant companion, especially when confronted with intricate legal matters and the high stakes of client representation. From compliance issues to complex litigation strategies, the buck stops with her. "There'll be times when there is nobody else to ask and it's my client and me."Yet, Susie's approach remained steadfast, relying on her own expertise while leveraging professional networks and external resources when needed. "You learn to have confidence in your own abilities to look things up and get it right," she asserts, echoing the blend of self-reliance and strategic collaboration that defines her practice.Personifying the “Ideal Leader” in the Legal SectorAt Child and Child, Susie embodies a blend of respect, empowerment, and a relentless pursuit of excellence. For Susie, respect is not just a token gesture, it's earned through leading by example and fostering a culture where mutual respect thrives. "Respect is earned by behaving in a way that you want your team to behave," she affirms.Central to Susie’s approach is empowering her team to grow by sharing knowledge and fostering a collaborative environment. "Your team will grow if you take the time to teach them," she notes, bringing to the fore her commitment to nurturing professional development within her team. This supportive approach allows team members to thrive, knowing they have the space to learn and excel under her guidance.While demanding excellence, she also believes in setting clear expectations and providing rationale behind decisions. "As a leader, it’s important to be prepared to take the decisions that need to be taken and to give direction," she explains. Transparency and communication are key, ensuring that everyone understands not just what needs to be done, but why it matters.Susie also underscores the importance of resilience and learning from setbacks—a principle that is championed at the independent prep school where she is Chair of Governors. “Our pupils are taught that you have to be prepared to fail in order to learn" she asserts, “We can all remind ourselves of that”. Envisioning a Legacy for the FutureApproaching the end of the conversation, Susie’s reflections on her legacy encapsulate a profound commitment to excellence and meaningful impact, both in her personal endeavours and within Child &amp; Child. "I would like to look back and know that what I did, I did well," Susie muses, underlining her dedication to performing her duties to the best of her ability. This principle, instilled in her own children as well, reflects her belief that any task worth doing is worth doing well, a perspective she carries into her leadership at Child &amp; Child.Her journey from running her own practice to leading at Child &amp; Child has reinforced valuable lessons in decision-making and adaptability. Taking on new roles, such as Chair of Governors at her children's former school, Susie has applied her skills in new contexts, demonstrating a versatility that underscores her belief that experience and knowledge is valuable in every setting "you will not find out if your skills are transferable unless you take opportunities as they arise" she states.Susie Barter's legacy, therefore, is not just about personal achievements but also fostering a culture of excellence, integrity, and client-centred service that permeates both her professional endeavours and the institutions she influences.&nbsp;</div>

As Head of Family Law at Child & Child, Susie Barter builds and leads a dedicated team, emphasising a client-first approach and interdisciplinary integration. Under new ownership, Susie drives the firm's commitment to trust, integrity, and excellence, ensuring comprehensive support for clients. 

Susie Barter, Head of Family Law at Child  and  Child

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/lortegad/?locale=en_US">Leo Ortega’s</a> career demonstrates the dynamic nature of the information technology industry and the power of continuous learning.&nbsp;From his early days in Mexico, where he studied IT and business administration at university, Leo has dedicated his professional life to the ever-evolving world of IT.Today, Leo stands at the helm of his own business, <a href="https://www.ppeak.com/">Peak &amp; Peak</a>, “we focus on IT software development and software implementations," he explains. This role marks a significant milestone in his career, allowing him to leverage his vast experience and drive innovation within the industry.His perspective on the IT sector is deeply informed by his hands-on experience. The rapid pace of technological advancements is a recurring theme in his career, one that he has embraced rather than resisted. This constant flux necessitates a proactive approach to staying current. "You need to keep an eye on what's coming up," Ortega advises. He underscores the importance of maintaining connections within one's sub-sector and never succumbing to complacency. Reflecting on his journey, Leo breaks down his experiences into two main categories: personal growth and the evolution of his current business. Upon arriving in the UK, Ortega had to build his network from scratch and learn how to navigate the complexities of a new business environment.Despite these obstacles, Leo found the UK to be an ideal setting for his ventures. "The UK is the most advanced country amongst the large economies in Europe when it comes to tech and digital initiatives. I think I landed in the right place."From a business perspective, Ortega’s current company thrives in an industry characterised by continuous innovation. "We are in an industry that never stops evolving," he says. "Companies come to us for solutions, advisory, help, and support. His partnership with a German firm also adds a unique dimension to his leadership role, necessitating constant adaptation to different business cultures. As such, Leo’s approach to these experiences is one of learning and growth. "Every experience is a good experience, even if it's not what you were expecting," he asserts. Embracing the role of a perpetual learner, he adds, "My wife describes me as a constant tourist. I enjoy everything, no matter where I am." This mindset has been crucial in his interactions with his German colleagues. "For me, it’s about learning how they react to certain situations and how they do things. Everything is a learning situation for me."Peak &amp; Peak: Driving Innovation in Software ImplementationAt the core of Leo’s success lies the company itself, Peak &amp; Peak. The company specialises in implementing CRM solutions primarily for commercial and marketing teams within large companies. While the agency serves a variety of industries, it has carved out a niche in the consumer goods sector. "We do have clients in other industries, but most of our clients belong to the consumer goods industry." This focus has allowed Peak &amp; Peak to develop a deep understanding of the specific needs and challenges faced by consumer goods companies, enabling them to deliver tailored solutions that drive significant value.Founded in Germany a decade ago, Peak &amp; Peak has gradually expanded its footprint across Europe. Ortega spearheaded the opening of the UK branch about a year and a half ago, although the company had presence prior to this. In addition to its operations in Germany and the UK, Peak &amp; Peak recently expanded to Portugal, where they have established an office and serve clients. The agency also has a presence in Spain and Central Europe, further broadening its reach and impact.With the COVID-19 pandemic significantly transforming the way businesses operate, Peak &amp; Peak has been at the forefront of this shift. "The world discovered that everyone can work from home," Ortega states. This realisation has allowed Peak &amp; Peak to tap into a global talent pool without the constraints of a physical office, "you can hire people from anywhere in the world, and you don't need to have an office.” Ortega’s vision for Peak &amp; Peak aligns with these broader trends. By embracing remote work and supporting tech hubs in smaller cities, Peak &amp; Peak is not only contributing to the growth of the IT sector but also driving socio-economic change. "You're giving opportunity to other parts of the population to boost growth across the country," Ortega concludes. The Essence of Leadership: Guiding, Learning, and PurposeFor Leo, the concept of an ideal leader is multifaceted, blending a mix of attributes that transcend traditional views of leadership. A cornerstone of Leo’s leadership philosophy is the willingness to guide rather than demand, as well as maintaining an open mind and being receptive to new ideas. This approach fosters an environment where team members feel supported and valued, rather than merely being given orders, and is key in bringing together various elements of talent to create a rounded structure.Beyond these qualities, Leo admires leaders who are driven by more than just financial success and recognise the importance of being purpose-driven. "The people that I admire the most have very little to do with making money," he shares. For Ortega, the true measure of a leader lies in their mission, vision, and contribution to their field. "I like to follow people who don't put revenue and profits as the first two goals, and instead are trying to achieve things other than just the commercial side," he concludes. As Leo looks ahead, his ambitions for Peak &amp; Peak are clear and ambitious. "In terms of the business, we are on a mission to become the number one digital agency for providing solutions in this space," he declares. This vision entails establishing Peak &amp; Peak as the go-to agency for consumer goods companies in need of software solutions for their commercial and marketing departments. "If a company in the consumer goods industry needs a software solution for their commercial force in their marketing departments, we want them to immediately think of Peak &amp; Peak."In achieving this goal, Leo’s philosophy underscores the power of small, positive changes. "Sometimes, you don't have to change the whole country or the whole city," he reflects. "You just change someone's life, and that probably will be enough." This perspective highlights his belief in the significance of individual impact and the ripple effect that one positive action can have.His own envisioned legacy is not about grand gestures but about creating a lasting and positive influence on those around him. "All it needs is that little spark," he concludes. This humble yet profound approach to leadership and legacy illustrates Ortega’s deep commitment to both personal and professional growth, aiming to inspire and uplift others along the way.Through his work at Peak &amp; Peak and his broader vision for the future, Leo strives to blend business success with meaningful, personal impact, leaving a legacy defined by positive change and continuous innovation.</div>

From studying IT and business in Mexico to founding Peak & Peak, a leading software development company, Leo Ortega's career exemplifies adaptability and growth, the fundamental pillars of the industry he operates in. Read how his experiences drive his company's success in the consumer goods sector. 

Leo Ortega: Navigating the Ever-Changing IT Landscape at Peak  and  Peak

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/dan-burke-2a815a47/?originalSubdomain=uk">Dan Burke</a>, the CEO of the <a href="https://youngharrowfoundation.org/">Young Harrow Foundation</a>, has a career trajectory that defies convention. As a young man, Dan aspired to achieve a professional sports career, but a severe knee injury prevented these plans from coming to fruition. Undeterred, he turned to DJing, discovering success in the music scene at a time when electronic dance music was starting to dominate the airwaves. Yet, despite the financial rewards, he grappled with a sense of guilt—getting paid well for participating in a culture he didn’t truly connect with.It was a local church that changed the course of Dan’s life. They offered him an opportunity to engage with troubled youth, including a young man causing havoc in their community. Dan’s approach was straightforward: he would teach DJing and provide positive guidance, but only if the young man committed to change. The transformation was gradual but impactful, and Dan fell in love with youth work.His journey continued as he helped establish Ignite Trust, a charity addressing youth violence and supporting marginalised young people. Dan’s leadership skills evolved, emphasising empowerment, support, and boundaries. No longer just a DJ, he became a driving force in creating positive change for those on the fringe of society.Dan Burke’s LeadershipReflecting on his leadership philosophy, Dan highlights the importance of balancing people and processes. He believes that being a great leader means not only inspiring vision and motivation in others but also enabling them to achieve greatness independently. This balance also involves implementing processes that reduce the risk of mistakes and ensure smooth operations, and thus real freedom. The challenge as a leader, Dan notes, is to maintain this delicate balance, especially as a leader. He reflects on his time at Ignite, where he realised that solving problems for his team didn’t help them grow. "I started taking on their problems and helping them solve this thing," he recalls, but this approach led to recurring issues. At Young Harrow, he shifted his strategy, seeking people who were entrepreneurial and eager for responsibility, giving them the freedom to succeed or fail within a clear framework.Dan’s own background significantly shapes his leadership style. Dyslexic and struggling academically, he excelled in sports and as a DJ. These experiences, he believes, were crucial in developing his teamwork and leadership skills. "If someone asks what is the best way for a young person to really learn teamwork? It's sport," he asserts, highlighting the lessons in responsibility and perseverance sports teach.As a DJ, Dan learned the art of communication and engagement. He loved the dynamic nature of DJing, where reading the room and adapting to the audience was essential. "The aim is to build an amazing environment for people to truly enjoy themselves," he explains, drawing parallels between these skills and his current role.A Community-Centred FoundationDan went on to set up Young Harrow Foundation in 2015, which introduced a new place-based model of support for the wider CYP voluntary sector in Harrow. In 2024 it has over 280 organisations locally in the network and is helping the charity sector locally to thrive and offer vital services to local families. Dan’s vision for YHF is multi-faceted, focusing on three core areas: unlocking funding, development, and fostering collaborations. He describes how the foundation has significantly scaled its impact in recent years. Initially, they distributed modest grants of about £30,000 annually to local charities. Now, they manage to unlock and distribute approximately £1.4 million each year. This growth, he explains, is largely due to their ability to instil confidence in government councils, corporates, donors, and foundations that their funds will be used effectively to create substantial changes in young people’s lives.Unlocking funding, however, is not just about distributing money. The foundation also plays a crucial role in facilitating partnerships, particularly in the early stages. Dan emphasises the challenges inherent in partnerships, especially when money is involved, but highlights the importance of these collaborations in achieving meaningful impact. By not directly handling the money, the foundation can provide unbiased support to ensure that all parties involved understand their roles and objectives, helping to navigate and resolve any potential conflicts.The second area of focus, development, involves extensive training programs designed to equip youth workers with the skills needed to address complex issues. Dan points out that modern youth workers, such as football coaches, need to be prepared for a range of issues beyond their primary role, from mental health to domestic violence to gang involvement. The foundation’s training programs aim to prepare these individuals to understand their roles in identifying and addressing such issues and knowing when and how to refer to specialists.The final area, collaborations and connections, draws on Dan’s love for networking, a skill honed during his days as a DJ. The foundation works closely with councils, government bodies, the NHS, and its 270 member organisations. A significant part of his role involves linking these various entities together, facilitating communication and cooperation to enhance the collective impact. “My biggest thing is to listen,” he says, stressing the importance of understanding why certain groups or organisations are not working together and finding ways to bridge those gaps.Reflecting on his decade-long journey with the YHF, Dan shares the satisfaction of seeing the organisation’s influence grow. He describes the pride he feels when others speak highly of the charity and its impact. The foundation’s approach centres on putting young people and their families first, striving to work collaboratively to ensure that they thrive. This often means allowing other groups to take the lead in providing the right support or adapting their roles as necessary to best meet the needs of the community. Vision for the FutureApproaching the end of the conversation, Dan reflects on his legacy with a focus on trust, effective leadership, and fostering the next generation of leaders. He highlights the importance of creating environments where people love their work and thrive, without micromanagement. His quest as a leader is to ensure that those he manages are supported and trusted to do their jobs effectively.Dan values the trust he has built throughout his career, acknowledging how fragile it can be: “It takes a lifetime to build trust and a moment to break it.” This principle guides his interactions with everyone, from funders to council leaders. He strives for open and honest conversations based on mutual trust, ensuring that his actions are always aligned with the best interests of the community rather than personal gain.A significant concern for Dan is preparing young people to become great leaders. He worries that social media and contemporary culture often promote short-term success and instant gratification over long-term commitment and hard work. On this, he believes in the value of investing time and effort to create real change, citing the concept of 10,000 hours to master a skill. He stresses the importance of guiding the next generation to understand that true leadership and expertise come from dedication and experience, rather than immediate results.Overall, Dan’s legacy is rooted in fostering trust, effective management, and nurturing future leaders. His dedication to these principles shapes his approach to leadership and his vision for the Young Harrow Foundation, aiming to create lasting, positive change in the Harrow community and for future generations.</div>

Dan Burke, CEO of Young Harrow Foundation, found his true calling in youth work at a local church before revolutionising youth support in Harrow. Read about his unique leadership philosophy that balances empowerment and process, aiming to foster future leaders and build trust. 

Dan Burke: From DJ to Social Change Leader

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/jamie-searls-7a113b1b3/?originalSubdomain=uk">Jamie Searls</a>, the dynamic Managing Director at <a href="https://tileyardeducation.co.uk/">Tileyard Education</a>, has carved an impressive career path from his early aspirations in performance to leading one of the most innovative education facilities in the music industry.&nbsp;"I studied psychology in Ireland and then moved over to the UK when I was around 20," Searls recounts.&nbsp;At the time, postgraduate student funding was not available to those who wanted to study at that level, so Jamie had to focus on auditioning. His perseverance paid off as he landed roles in two West End shows, including one as a leading male, followed by extensive touring in his mid-20s.Jamie’s journey took a pivotal turn when he ventured into songwriting and started collaborating with producers at Tileyard. "I released my debut EP and then began doing backing vocals for Adele and Elton John, which was very exciting," he shares. Transitioning to music supervision, Jamie pitched music for TV and film ads before securing an internship at Tileyard seven years ago. "I started working part-time in the education facility in A&amp;R and admissions, a very sales-based role," he explains. His dedication and talent were soon recognised, and he was instrumental in building the A&amp;R team and launching post-graduate courses.As the company grew, so did Jamie’s responsibilities. "In February 2023, I was promoted to Managing Director" he recalls. Now Jamie finds himself managing a diverse team, describing his role as "a sort of baptism by fire, but absolutely wonderful."Navigating the challenges of leadership has been a significant part of Jamie’s journey as at Tileyard. He emphasises the importance of honest and open communication,"once people see your output, you have to earn your employees' respect," he adds. Leading by democracy is a cornerstone of Searls' management style. "I like my team to be very involved in decision-making," he explains. Such an inclusive approach contrasts with the more autocratic leadership styles he has encountered in the past. By valuing input from all age groups, Jamie leverages the expertise of older team members and the innovative ideas of the younger generation, who connect closely with their Gen Z audience. This balance has helped foster a respectful and productive working environment. "While they might not always agree with my thought processes or the way I do things, I think there's a fundamental respect because they know I work hard and also respect them," Jamie states.Transforming Music EducationFounded 13 years ago, Tileyard, the world's largest professional music community, is a thriving hub located in the heart of King's Cross, just a short walk from the central station. Jamie describes it as " an impressive place for those who are serious about a career in music," and with good reason. Home to over 1,500 working professionals and around 250 music and entertainment businesses, Tileyard is a vibrant ecosystem featuring more than 115 recording studios, record labels, publishing companies, management teams, digital agencies, and radio pluggers.Tileyard Music, the in-house record label, manages prominent artists like Sigala, Joel Corry, and Ella Eyre. The community also houses major agencies and distributors such as Apple Music and Believe Digital, and key production music merchandising firms like Karen Emanuel's Key Production.The educational arm of Tileyard was established seven years ago, creating a unique space where education meets the heart of the music industry. This innovative approach has yielded impressive results. "66% of our most recent music business graduates walked into careers within the music industry, which is far above the national average," Jamie highlights. Additionally, over 300 single song agreements have been signed by students of the songwriting and production courses in the past two years. Adapting to technological changes is a critical aspect of staying ahead in the dynamic music industry, and the record label and publishing teams are particularly focused on this. "Is Streaming at the point of becoming dated? We're constantly assessing what the next stage will be," says Jamie. Jamie is particularly intrigued by the potential of AI in both education and music. "There's a sense of hesitancy around AI, much like with past technological advances," he observes. Drawing parallels to historical technological disruptions, such as the industrial revolution, he highlights that whilst concerns are legitimate, new technologies often create more opportunities. Embracing AI cautiously yet optimistically, Jamie refers to Yuval Harari's idea that AI must be sympathetic to the human cause. This principle guides Tileyard's approach, ensuring technology serves the community and fosters opportunities. "AI is being used in songwriting camps to assist in the creative process," Jamie notes. By generating lyrics and helping with content creation, AI can structure the often vague and unstructured creative process.A New Generation of LeadershipWhen asked about the ideal form of leadership, Jamie states that a good leader embodies qualities that go beyond mere management prowess. "I think actively listening is underrated," he asserts. Many leaders listen, but not actively. "When you show that you genuinely care and are listening to your team, they will be willing to go above and beyond," he notes. In challenging situations, such as when team performance may be faltering, Jamie advocates for an enquiring approach rather than a strictly autocratic one. "An enquiring response gains a much better reaction," he observes. This involves working collaboratively with the team to understand underlying issues and using data to inform decisions. "It's legitimate to lead by the data and work with them to improve together," Jamie explains.Reflecting on his own leadership style, Jamie values a compassionate approach tempered with clear boundaries. "Compassion with respect," he describes it. This balance ensures that team members feel understood and respected, motivating them to excel. Drawing from his own experiences with inspiring leaders, he highlights the impact of compassionate leadership in earning respect and encouraging team members to exceed expectations.Long-Term AmbitionsApproaching the end, Jamie envisions his legacy at Tileyard as transformative, aiming to redefine music education globally. "I'd like to think that we changed the game of music education to be something that is commercially focused, results-driven, and that helps propel people in their careers," he asserts. His goal is not only to advance individuals within the music industry but also to leave them inspired and equipped with invaluable experiences. "I hope that we were part of a movement that potentially changed music education globally," he shares. “I also would like to be seen as someone who is compassionate and fair," Jamie emphasises, discussing key aspects of his leadership philosophy. While he acknowledges that kindness can sometimes be overused or misunderstood, he prioritises actions that are fair and beneficial in the long run for both individuals and the organisation. "I'd like to think that people learned a lot under me and that they had a good time," he reflectsAs Jamie continues to lead and inspire at Tileyard, his ever-evolving legacy is marked by a commitment to excellence, compassion, and transformative impact in the realm of music education and beyond.</div>

Jamie Searls, Managing Director at Tileyard Education, went from providing backing vocals for Adele and Elton John to leading Tileyard's dynamic team. Learn about Jamie's vision for the future of music education and the groundbreaking work at Tileyard.

Emma Bartlett

Articles published by Emma Bartlett

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