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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/dave-radley">Dave Radley</a>, the owner of <a href="https://dmr-training.co.uk/">DMR Training and Consultancy</a>, has gone from the rugby field to providing training, assessments, and qualifications within the construction industry. No matter the experience, Dave will draw from it and use it to his advantage. As he puts it, “The more you go through yourself, the more you can pass on to other people.” Radley’s career began on the construction site after leaving school. “I was working on site as a plasterer,” he recalls, “and I did my apprenticeship after leaving school.” But Dave was also a professional rugby player, a dual commitment that required a level of dedication and resilience that would later become the foundation of his business ethos.“I was playing professional rugby for Halifax, which at the time was in the Super League, and I combined that with an apprenticeship in construction,” he says. “It was tough, and then came the injuries. That teaches you how to deal with adversity and how to keep bouncing back.”Following his injuries, Dave transitioned from professional sport to a career in construction. He gained qualifications in assessing and teaching, and climbed the ranks to work for the construction awarding body, Construction Industry Training Board. However, Radley’s ambition didn’t stop there. Dave saw an opportunity to improve the training provision in the industry and decided to set up his own consultancy. Thus, DMR Training and Consultancy was born.Fast forward 12 years, and the company now boasts 27 staff and secures major contracts with the government and devolved authorities. Radley’s leadership style is heavily influenced by his sporting background, and he runs his business in a way that mirrors top sports managers and coaches, taking particular inspiration from the All Blacks, the New Zealand national rugby team, known for their exceptional teamwork and leadership. “One of our key principles, which comes from the All Blacks mantra, is ‘leaders create leaders’,” he explains. Dave also believes that empathy and trust are the cornerstones of effective leadership. “Above all, you’ve got to know the people you’re working with and you have to care. Pay attention to what makes people tick,” says Radley, emphasising the importance of understanding and caring for each member of his team. Trust is another key aspect of Dave’s leadership approach. “You’ve got to put trust in people and allow them to grow,” he says. This leadership style has been tested and proven effective in the face of adversity. During the COVID-19 pandemic, the company transitioned to remote and online delivery, invested in new systems and processes, and found that they operated more effectively as a result. “We didn’t travel as much and productivity enhanced,” Dave states.Inspired by the GreatsDave draws inspiration from a diverse range of leaders, both within and outside his field. His role models span the worlds of sport and business, and their influence is evident in his leadership style.“I mentioned the All Blacks a lot, they developed a culture I greatly admire,” he explains. In particular, he admires Dan Carter, the team’s fly-half, who has written a book and several podcasts on winning and losing.Despite his reservations as a Manchester City fan, Dave acknowledges the leadership prowess of Sir Alex Ferguson, the legendary manager of Manchester United. “It pains me to say it, but Sir Alex is a good model,” Radley admits. Radley also admires figures like Jamie Peacock and Jamie Jones-Buchanan, who deliver talks on purpose and drive. “I’m always looking to learn from others, I try to soak up as much as I can and constantly learn,” he says.Outside of sport, Dave’s leadership style is also shaped by his experiences in the construction industry. He credits those who guided him during his apprenticeship days with helping to mould him into the leader he is today. “There are people that I’ve worked with within the industry whose insights I still carry with me,” he shares.Creating a LegacyDave is a man driven by a vision. His mission is not just to provide qualifications, but to create pathways for people to succeed in their careers and lives. “Everything revolves around the legacy, and the purpose is to give more people the opportunity to reach their potential.”As such, it is clear that Dave’s business is not just about making a profit or providing qualifications, but also making a genuine difference in people’s lives. He is committed to making a positive impact on the community, with efforts including working on a grant application to install floodlights at a local bowling club for elderly people, sponsored sports teams, and volunteering days.With his ultimate goal being to leave a lasting legacy, Dave wants his business to continue providing pathways for people to succeed. It is also a legacy that is deeply personal. His father played a significant role in people’s lives through sports and business, and Dave sees himself continuing in his footsteps. “This is very much a legacy piece for me. I’m doing what my dad did before me,” he says.As the conversation draws to a close, Dave aptly rounds off the significance of his lasting impact, “what does legacy mean to me? It means everything. Because we’re just passing through, it’s what we leave behind that matters.”&nbsp;</div>

Dave Radley's journey has taken him from professional rugby to the construction industry and now DMR Training and Consultancy. In his feature, Dave reveals how his resilience, leadership, and vision led to the creation of DMR, a company dedicated to providing qualifications and creating career pathways.

Dave Radley’s Journey to Building a Legacy with DMR Training and Consultancy

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.bantockprimaryschool.co.uk/">Bantock Primary School</a> is within the Penn Fields area of Wolverhampton, a landscape with socio-economic challenges. But at its helm is Bantock's Headteacher, <a href="https://www.leadersgb.co.uk/members/harvey-sarai">Harvey Sarai</a>, who recognises the school's role as not only an educational institution but as a pillar within the community.Sarai’s tenure at Bantock began 11 years ago, but her connection to the school runs much deeper. “This was my primary school,” she reveals, a fact that played a significant role in her decision to apply for the headteacher position. “A headteacher’s job goes beyond the school. It's a service to the community the school is within,” she explains. Located in one of the most deprived areas of the country, the school is home to a diverse student body, with over 40 languages spoken and a high number of EFL pupils. But despite these challenges, Sarai’s leadership has been transformative. She has navigated the school through numerous changes, including a merger and a shift in student population. Sarai’s approach to leadership is rooted in understanding the context of the school and its community. “You can’t make changes unless you know the context of the school,” she states. This ethos has led to the implementation of numerous initiatives aimed at addressing the specific needs of their students.One such initiative was the employment of two parent ambassadors from the Roma community, a significant demographic within the school. This move not only helped bridge the gap between the school and the parents but also provided valuable insights into the community’s needs.Under Sarai’s stewardship, Bantock Primary School has also embraced the digital age. Recognising the increasing importance of digital literacy, the school has become a Microsoft Showcase School, a distinction held by only about 80 schools in England. “Everything is becoming digitised, so we focus on providing something for our pupils so they have that life skill when they leave primary school” Sarai muses.The Ideal Leader in EducationLeadership is not a one-size-fits-all role in education. It requires a multitude of skills, a deep understanding of the community, and the ability to wear many hats. Harvey embodies such a multifaceted approach.She sees her role as a facilitator, a social worker, a counsellor, and an HR person, among other things. “You’ve got to have enough knowledge and skills before you impart something or somebody else to make that change,” she says, highlighting the importance of continuous learning and adaptability in her role.Sarai’s leadership style is rooted in understanding and addressing the specific needs of her school and its community. She believes in the importance of knowing the context of the school and its students, and she emphasises the need to work with external professionals and staff to facilitate change.One of her significant initiatives was the employment of two parent ambassadors from the Roma community, a move that helped bridge the gap between the school and the parents. Harvey also recognises the increasing importance of digital literacy in today’s world. Under her leadership, Bantock Primary School has become a Microsoft Showcase School, a distinction held by only about 80 schools in England. To achieve this, she trained one of her leadership team members to be the school’s digital lead, a role rarely found in primary schools.In Harvey’s view, the ideal leader in education is one who is not afraid to learn, adapt, and think outside the box. They must be able to facilitate change, build strong relationships with their community, and wear many hats. Above all, they must be committed to serving their community and making a difference in the lives of their students. As Harvey demonstrates, being a headteacher is about much more than just teaching, but also leading with empathy, understanding, and innovation.Harvey Sarai: Navigating the Challenges of LeadershipLeading a school is no small task, and for Harvey the challenges are manifold. From staff retention to managing finances, she has had to navigate a complex landscape to ensure the success of her school.“Staff retention was the first biggest thing when I first came into the role,” Sarai reveals. She quickly realised that to make the right decisions for the school, she had to absorb a lot of information very quickly and actively listen. “You have to listen carefully to a lot of members of staff, children, and parents,” she says.Another significant challenge for Sarai was getting everyone on board with her vision for the school. “I needed people who understood the type of ethos I sought after,” she explains. This ethos, she believes, is crucial to creating a harmonious school environment, which she has successfully achieved. However, Sarai acknowledges that creating such an environment is not without its challenges. “To get staff on board, you have to have the money to pay and know your finances,” she says. Leaving a LegacyHarvey never thought she would be a headteacher. Yet, here she is, leading a school and making a difference in the lives of her students, staff, and the Penn Fields community. As she looks to the future, Sarai envisions a legacy that goes beyond her tenure at the school.“We are going to academise which will hopefully be open in September 2025” she reveals, explaining that they are starting a new Multi-Academy Trust (MAT). Harvey believes that this move will allow them to do things differently from the existing MATs in Wolverhampton.As for her legacy, Harvey believes it is not just about the school’s structure, but also the people within it, “that leaves a legacy of people behind who are following in my footsteps,” she explains.Harvey’s commitment to her school and her community is evident, and she remains dedicated to navigating the complex landscape of educational leadership. It’s clear that for Sarai, challenges are just part of the journey. And as she navigates this journey, she is leaving a legacy that will undoubtedly impact Bantock Primary School and the Penn Fields community for years to come.</div>

Under the leadership of Headteacher Harvey Sarai, Bantock Primary School has transformed for the better. From her unique connection to the school to her innovative initiatives addressing the diverse needs of the students, Harvey's approach is rooted in understanding and serving the community. 

Transformative Education: Harvey Sarai’s Impact on Bantock Primary School and the Penn Fields Community

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">The <a href="https://www.leadersgb.co.uk/members/graham-hasting-evans">career trajectory of Graham Hasting-Evans</a>, NOCN’s Chief Executive, exemplifies the dynamism of professional growth, something he now enables for others.&nbsp;Starting his journey in the construction sector at a tender age of 19, he has expanded his professional footprint across 10 countries, making strides in various fields such as water utilities, management consultancy, and broadcasting.“I moved out of construction into management around water utilities and then I moved into management consultancy,” he recalls. His time at Coopers &amp; Lybrand, now known as PwC, marked a significant shift in his career trajectory.<a href="https://uk.linkedin.com/in/graham-hasting-evans-02b51aa">Graham’s career</a> is characterised by a continuous drive for learning and development. “I started to move into workforce development as well. This included apprenticeships, training, and upskilling people. That gave me a flavour of that type of activity,” he shares.His expertise in workforce development led him to contribute to the London Olympics. “I was the 60th person to be employed on building the Olympic Park,” he says, highlighting his role in planning and procurement. His background in training and development also played a crucial role in upskilling unemployed people into sustainable jobs, a key objective of the Olympics.Graham’s career took a political turn when he worked closely with Tessa Jowell, the Secretary of State for Culture, Media, and Sport and Minister for the Olympics under the previous Labour government, and other political figures. This experience led him to the UK Commission for Employment and Skills, where he voiced employers’ needs over skills to the government.Today, as the Chief Executive of <a href="https://www.nocn.org.uk/">NOCN</a>, Hasting-Evans oversees apprenticeships in various sectors, including construction, engineering, manufacturing, logistics, healthcare, and business administration. His organisation works globally, with a significant presence in Europe, Africa, the Middle East, and India.Under his leadership, NOCN has grown from a struggling charity with 26 people and a turnover of 2.4 million, to a thriving organisation with nearly 200 staff and a turnover of 20 million. “We’ve grown and developed tremendously,” he proudly states.Championing Accessibility and Social MobilityGraham is not just a leader but a catalyst for change. His commitment to accessibility and social mobility has transformed the organisation into a beacon of opportunity for individuals at all levels.“We do a range of stuff that gets people into work,” he says, highlighting the breadth of NOCN’s programmes. From smart cards in construction to qualifications, the focus is on creating accessible pathways for everyone, starting from entry level.Hasting-Evans’ approach to social mobility is practical and effective. “We are doing to help social mobility is to have proper career pathways and make sure we’re supporting those gaps in social mobility,” he explains. This involves helping individuals rise from having poor English and no employability skills, to climbing the career ladder.He shares an inspiring example from India, where NOCN helps individuals from disadvantaged backgrounds. “We train them up to HND level and they end up getting jobs in Australia, Japan, Indonesia, India,” he says. The same ethos applies in the UK, where NOCN supports individuals, such as labourers, to become trained craftspeople and potentially move into management. “It’s giving them those pathways,” he says, emphasising the importance of providing opportunities for individuals to realise their leadership potential.With qualifications up to level 7 in management, NOCN can support individuals from all walks of life. “We can take somebody from not being able to read or write to management,” Hasting-Evans proudly states.The Making of a LeaderGraham’s early experiences, particularly as a deputy contracts manager at the age of 23, were instrumental in shaping his leadership style.“I was second in command of a construction contract in Libya with two thousand workers,” he recalls. “I learned fast.” This experience, which he describes as being thrown in at the deep end, taught him the importance of good interpersonal skills and effective communication, even in the face of language barriers.Hasting-Evans believes that a leader must provide certainty and make decisions when they need to be made. “You had to give that leadership,” he says. “So it was that consistency and support.” He emphasises the importance of being open, transparent, and providing solutions when things go wrong.His approach to leadership is characterised by transparency and consultation. “You consult with people, see what they’ve got to say and what they think,” he explains. This approach, he believes, is crucial in both the private and public sectors.Hasting-Evans also highlights the importance of being a good analyst, understanding risks, and handling people effectively. “You’ve got to be able to work with people and they’ve got to feel the confidence in you,” he says. His door is always open, even to the most junior members of his team. “You walk the talk,” he says, emphasising the importance of visibility and responsibility in leadership, “and don’t ask people to do things you are not prepared to do yourself.” Navigating the Broad Challenges Graham is also no stranger to the challenges that the sector faces. He identifies a lack of national strategy as a significant issue. “What’s not understood is that skills are not the same as education,” he says. “Skills are about the workplace and therefore skills fit within the overall economic strategy for the country.”He believes that if the UK wants a growth economy, it needs to invest in skills. However, he acknowledges that this is a challenge, especially given the declining investment in skills over the past decade. “We will not grow the economy and produce all the benefits of that, such as better health services and roads, unless we tackle skills first,” he asserts.Graham also highlights the need for a fundamental rethink of the education system. He criticises the one-size-fits-all approach, arguing that it doesn’t work for everyone. “We need different ways of educating people to get into different types of jobs in the workforce,” he says. Graham also points out the problems with bureaucracy and the challenges of devolution, “the system is one-size-fits-all and too centralised.” A Legacy of Lifelong LearningApproaching the end, Graham shares his perception of a legacy that transcends traditional educational boundaries. His vision is encapsulated in the concept of the “NOCN Skills Passport.” “It’s all embracing,” he says.Graham also emphasises the importance of continuous skill development throughout one’s career, a concept often overlooked in traditional education systems. “It isn’t a case of ‘I did a degree and that’s it.’ It’s about continuing to develop your skills during your working career.”The NOCN Skills Passport is more than just a record of qualifications. It’s a tool for career development, a way to chart pathways through promotion and professional growth. “And I think that’s the legacy we want to create,” says Hasting-Evans.But this legacy also focuses on equipping individuals for a rapidly changing world. “It’s there to sustain and help us with a world which has got more technology, AI, net zero sustainability, and flexibility, with people being more global in terms of their skills and moving perhaps on the planet more.”</div>

Graham Hasting-Evans, NOCN’s Chief Executive, is dedicated to fostering professional growth across various sectors around the world. Discover how his commitment to accessibility and social mobility is transforming NOCN into an exemplar of opportunity, championing lifelong learning and career development for individuals at all levels.

Graham Hasting-Evans: Championing Professional Growth and Accessibility 

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/calvin-noore">Calvin Moore</a>, the Managing Director at SELF Care Home. Has always been dedicated to care in some capacity.&nbsp;Calvin's early foray into health and social care led Calvin to work with adults with autism, a challenging yet rewarding endeavour. His commitment and skill were quickly recognised, and he became the youngest registered manager in the country.After running a service for people with autism for about two years, Calvin transitioned to his family’s business, which provided residential services for the elderly. Recognising the need for change, he transformed the service to cater to adults with learning disabilities which marked the beginning of a period of growth and development.“We opened one service and eventually built three,” he shares. Eight years ago, they constructed a purpose-built service for adults with a forensic history, becoming one of the first services in the UK to be rated outstanding by the National Care Standards, before it transitioned to the Care Quality Commission. Today, Moore continues to lead the way, running a service for adults with learning disabilities that supports 25 individuals. In the face of adversity and challenges, Calvin’s leadership has always shone through, and the service provided has always managed to maintain its high standards. “We’ve always been rated as either good or outstanding,” he states. Today, Moore’s company continues to evolve, providing services for adults with learning disabilities. “We opened our first service which was specifically for people with a moderate to severe learning disability,” he explains. The company has since expanded its services to cater to individuals with autism, epilepsy, and a forensic history, working closely with the Ministry of Justice and local NHS teams. As Moore puts it, “The success stories of helping a lot of people’s lives is the most satisfying part of the job.” Calvin’s care home, despite being located in the North East of England, commissions services nationwide, even as far down as West Sussex. This wide reach is a response to the diverse needs of individuals across the country. “We provide services for a lot of people who perhaps don’t have the services within their area and are looking for out-of-borough placements,” he explains.Leadership Lessons from CalvinCalvin also has a wealth of wisdom to share. His experiences have shaped his understanding of what it takes to be a leader, particularly in the challenging environment of care home management.Moore believes that a leader needs to be “strong-minded” and have a “thick skin”. He emphasises the importance of always being aware of one’s professional level. But perhaps most importantly, he advocates for leading by example. “When you’re in a position of a leader, you may be cleaning the drains one day and then sitting in on a meeting with the Ministry of Justice the next,” he says. Building relationships is another crucial aspect of Moore’s leadership style. He takes pride in having built a good rapport with everyone he has worked with over the years. This extends beyond his own team to associated teams, local NHS, and local professionals. “We’ve always had very good working relationships,” he shares.As a family-run business, Moore highlights the importance of accountability. “It’s our responsibility to ensure that the service users have the best possible lives, that staff have a great working environment,” he states. Daily availability allows them to respond quickly to any needs of service users or staff. When it comes to policy makers, Calvin has some pertinent advice. His insights, drawn from his extensive experience within the sector, highlight the importance of effective communication and understanding the complexities of service provision.Calvin Moore: A Legacy of Compassionate LeadershipApproaching the end, Calvin reflects on his legacy, with his words resonating the profound impact he has made over his 30-year career, not just in running a successful business, but in touching countless lives.“I am proud that for 30 years I have been able to help people’s lives,” Moore states, his statement imbued with a sense of accomplishment and satisfaction. “We have run a business, but we have impacted a lot of people’s lives. That speaks volumes for me.”Calvin’s vision of his legacy is not rooted in financial success or business acumen, but in the positive impact he has had on individuals. He takes pride in his person-centred approach, always looking at the individual rather than the labels attached to them.“We’ve always been person-centred,” he explains. “Looking at that individual and finding out what their likes, dislikes, what some of their triggers are to prevent them from living a life in hospital, being able to help them - that’s something I would be proud of as a legacy.”Moore can undoubtedly look back fondly on his career, knowing that he has made a real difference. His legacy will undoubtedly continue to inspire future leaders in the care sector, reminding them of the importance of putting people first. This is a sentiment that encapsulates the essence of his leadership style - a legacy of compassion, empathy, and person-centred care that will continue to shine through in the years to come.</div>

Calvin Moore was the youngest registered manager in the UK and transformed his family's care home to cater to adults with learning disabilities. His leadership, dedication, and person-centred approach have led to outstanding ratings and nationwide services. 

Calvin Moore: Compassionate Leadership in Care Home Management

Alan Brookes is the headteacher at Fulston Manor School in Sittingbourne, Kent.Brookes’ role extends beyond the headship of Fulston Manor. He is also executive head teacher of Fulston Manor Academy Trust and chair of the Kent Association of Head Teachers (KAHT).

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Dave Radley’s Journey to Building a Legacy with DMR Training and Consultancy

Transformative Education: Harvey Sarai’s Impact on Bantock Primary School and the Penn Fields Community

Graham Hasting-Evans: Championing Professional Growth and Accessibility

Calvin Moore: Compassionate Leadership in Care Home Management

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