<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/f2d617b29197906b39a452042f0c3721.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/georgi-rollings">Georgi Rollings</a>, the Founder of Starfish Accounting, has a career that has spanned continents, industries, and represents the very perception of what it means to be an accountant.“I started off working for Deloitte in London back in 1996,” <a href="https://www.linkedin.com/in/georgirollings/?originalSubdomain=uk">Rollings recalls</a>. It was here, amidst the technological boom of the late 20th century, that she cut her professional teeth, “I was working in their technology team in London and so I did over three years there.”The lure of Silicon Valley called, and Rollings answered, moving to California. “I worked with a lot of tech startups and on secondary public offerings, which was great,” she says, reflecting on her time at Deloitte’s San Jose office. This period not only honed her expertise but also saw her qualify in both the UK and the US.Returning to the UK in 2003 marked a shift from the advisory realm to the corporate world, where Rollings navigated the complexities of IFRS and US GAAP at Anglo American, and later, the European accounting consolidation at Visa Europe. Her corporate journey continued at EDS, an American IT giant later acquired by Hewlett-Packard, where she spent five years before a life-changing event prompted a bold entrepreneurial leap.“I went on maternity leave to have twins, started up Starfish Accounting toward the end and never went back into corporate land,” Rollings shares. The inception of Starfish Accounting in 2011 was more than a new business venture; it was the birth of a new philosophy in accounting.Rollings’ transatlantic experiences reshaped her understanding of the accountant’s role—from gatekeeper to growth facilitator. Today, <a href="https://www.starfishaccounting.co.uk/">Starfish Accounting</a> represents Rollings’ vision of accounting as a proactive, client-centric service. “We’re there on the side of the client. We want them to do well. If they do well, then we do well,” she asserts. Embracing technology, the firm operates fully in the cloud and prides itself on being a Xero Champion gold partner, leveraging tech to empower clients and share insights across industries.The Compass in the Storm for Small BusinessesRollings, with her finger on the pulse of the industry’s evolution, speaks with a blend of foresight and compassion about the role of her company in today’s challenging economic landscape.“We’ve gone full circle in the land of accounting,” Rollings observes, noting the shift from a tech-centric approach back to prioritising client relationships. She describes the current climate for business owners as “a really lonely place to be,” with the stress of the economy, the cost of living crisis, and the aftermath of Brexit and COVID creating a perfect storm of uncertainty.Rollings identifies a gap that Starfish Accounting fills: being the steadfast ally for clients who feel they have “nobody in their corner.” “We fit into that gap where we understand what struggles are like,” she says, emphasising the firm’s role as both a sympathetic ear and a strategic advisor.Rollings also sheds light on the myriad challenges small businesses face, from the rapid pace of technological change to the ever-evolving legislative landscape. She cites recent changes in corporation tax rates and the complexities surrounding research and development tax credits as examples of the hurdles her clients encounter. “They need somebody to help them navigate through those changes,” she asserts, reflecting on the firm’s proactive support during the COVID crisis with furloughs, cash flow forecasts, and loan applications.Rollings presents a vision of an accounting firm that is more than just a service provider; it is a partner, a mentor, and a lifeline for small businesses braving the turbulent waters of the modern economy. It is this dedication to the “relationship” that Rollings believes is the cornerstone of her company’s importance and the key to its clients’ success.The Micro Business PerspectiveGeorgi also emphasises the need for a reevaluation of the small business definition. “Policy makers need to revisit their understanding of what makes up a small business,” she asserts, highlighting the disconnect between government perception and the reality of micro businesses. Rollings champions the cause of the smallest players in the business world, reminding policymakers that the vibrancy and health of the economy depend on the success of businesses across the spectrum, not just the larger entities.Rollings recounts an event at Downing Street where the showcased ‘small businesses’ were, in her view, quite substantial with turnovers reaching £10 million. She argues that while such businesses are important, it’s the genuinely micro enterprises that are often overlooked, despite their significant contribution to the economy and employment. She advises policymakers to “get more of that voice at the table.”Rollings cites the VAT Mini One Stop Shop (MOSS) legislation as a case in point of the struggles faced by micro businesses, where the intent to regulate large digital service providers inadvertently burdened the smallest, such as individuals selling knitting patterns online. The complexity of navigating VAT across European countries led many micro businesses to cease selling into the EU altogether.Envisioning a LegacyAs she contemplates her legacy, Georgi reflects on the evolution of Starfish Accounting from its inception to its current state. Over the next decade, She envisions a gradual step back from the business she founded, a transition that prompts deep consideration of the company’s core values and alignment with her own. “It’s been an interesting thought process,” Rollings shares, noting the shift from a solo venture to a partnership that now owns the business equally.Rollings takes pride in the recognition she has received, such as being named Xero Most Valued Professional 2024, an accolade that underscores her professional achievements. Yet, it’s the work around the company’s values that she believes will form the crux of her legacy.Ultimately, Rollings’ legacy seems to be one of thoughtful leadership and a commitment to ensuring that the values of Starfish Accounting endure and evolve. It’s a testament to a leader who has not only achieved personal success but also fostered a business that reflects her principles and aspirations for the future.</div>

Georgi Rollings, founder of Starfish Accounting, ensures that she and her team are always behind small businesses and start-ups. At the company, the team go beyond accounting and make themselves the partner of choice for micro enterprises, providing them with a voice and a lending hand at the same time.

Georgi Rollings: Charting a Course Through the Numbers

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/jason-davenport-mcipp-miod-a7039326/?originalSubdomain=uk">Jason Davenport’s ascent</a> to the pinnacle of the payroll profession at the <a href="https://www.cipp.org.uk/">Chartered Institute of Payroll Professionals (CIPP)</a> began humbly as an officer junior in the construction industry.“I had accounts and HR in front of me, but doing tax and insurance computations, I really enjoyed that.” Davenport’s ambition soon took him beyond and his foresight coincided with the nascent trend of outsourcing. He seized the opportunity to join an Anglo-Dutch corporation, CMG, where he played a pivotal role in establishing a shared service centre in Salford Quays.His work with CMG, particularly his leadership in expanding payroll services across Europe for clients like Coca-Cola, gave him a taste for international work. This experience led Jason to join NGA, a company with a global vision. “They were buying up other businesses strategically to pull together a global offering,” Davenport explains. His role included developing shared service centres across India, the Philippines, and supporting operations in the US and European capitals.However, the pull of family led him to refocus his career back in the UK, where he became CEO of Capita’s HR division. After a stint in corporate leadership, Davenport’s entrepreneurial spirit led him to establish his own consultancy business. His connection to the Chartered Institute of Payroll Professionals remained strong throughout, serving on the board and promoting payroll as a career. When the opportunity arose to <a href="https://www.leadersgb.co.uk/news/davenport-appointed-new-cipp-ceo">lead CIPP as CEO</a> in 2023, Davenport was ready. “It’s a combination of all the work I’ve done within payroll,” he reflects. Navigating Payroll ComplexitiesDavenport is acutely aware of the challenges faced by payroll professionals, particularly in compliance and risk management. “Tax and legislation that might affect National Insurance could also impact things like salary sacrifice schemes and different benefits. It’s important to ensure all of that is properly dealt with within the systems they’re using,” he states.He also highlights the UK’s pioneering role in real-time information (RTI) systems, which have revolutionised the way payroll is managed. “We’re world-leading in that,” Davenport notes, adding that other countries are now seeking the UK’s expertise in this area.Looking to the future, Davenport is excited about the potential of AI to further support payroll professionals. He acknowledges the apprehension some may feel towards automation but reassures that human expertise remains crucial. “You still need the human touch to ensure accuracy” he says, underscoring the continued need for professional judgement.Educational Endeavours: Shaping the Future of PayrollAt the heart of CIPP’s mission lies a commitment to education, a vision that Jason champions with fervour. “We have a foundation degree, and we’ve got university partners that we work with in order to deliver that,” Davenport explains. The pivot to online delivery, necessitated by the COVID-19 pandemic, has not only sustained but expanded the institute’s educational reach. “There’s a lot more online delivery now than before,” he notes.CIPP’s influence extends beyond the UK, reaching global learners in shared service centres from India to the Philippines. These international students seek the institute’s expertise in UK legislation and training, and CIPP delivers. The institute’s qualifications are highly regarded within the industry, with employers often insisting on Chartered Institute of Personnel and Development (CIPD) accreditation for their payroll teams. With as many as 500 students a year going through the foundation degree process, CIPP is nurturing the next generation of payroll professionals. But the journey doesn’t end there. Davenport encourages graduates to consider their long-term career pathways and further education opportunities. “We’ve got the Masters and the BA,” he says, citing recent graduates from the University of Lincoln who have leveraged their honours degrees to advance to more senior positions.CIPP’s educational efforts also extend beyond Payroll. In light of the escalating cost of living, Davenport champions initiatives aimed at bolstering financial acumen amongst the younger generation. “We’re developing bite-size, consumable pieces that can be shared with schools and school leavers,” he elucidates, outlining a collaboration with the Heart of Worcester College to explain the intricacies of pay slips and taxation.Charting a New CourseIn the concluding remarks, Jason contemplates a legacy that surpasses the conventional scope of payroll management. With fervour, he asserts, “My real aspiration, since taking up the position, is to broaden our membership.” He recognises the untapped potential within the UK’s payroll sector, which provides livelihoods to over 100,000 individuals. “We’re only touching less than 8% of those,” he rues, with ambitions to expand CIPP’s influence and support to a broader demographic.Davenport’s legacy is dual-pronged: he seeks to both swell the ranks of membership, thereby empowering a greater number of professionals, and to elevate the profile of payroll as a credible career path. “I’ve had a fantastic career that took me across the world,” he reminisces, aspiring to motivate those on the cusp of their careers to contemplate payroll as a future pursuit.He recalls with pride a commendation from the Chancellor of the Exchequer, which recognised the pivotal contribution of payroll professionals to the UK’s fiscal framework. “In the 2022/23 tax year, for example, £378 billion in taxes was collected through payroll,” he highlights, drawing attention to the significance of their endeavours.For Jason, the essence of his work transcends mere figures; it is about the personal growth and trajectories of individuals. “From a career trajectory, I was able to manage my career,” he divulges, reflecting on his own professional journey and the decisions that shaped it.As he looks to the future, Davenport’s aspiration for his legacy remains unambiguous: to equip individuals with the requisite knowledge and competencies to confidently steer their financial destinies, thus enhancing their personal well-being and contributing to the prosperity of the wider UK economy.</div>

Jason Davenport's journey has taken him from being an office junior to CEO of CIPP. His leadership and vision in global payroll services is advancing the future of payroll education and compliance. Discover how he champions AI and RTI systems, nurtures new talent, and aims to expand the UK's payroll sector.

The Ascent of Jason Davenport: From Office Junior to CIPP CEO

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">“I’m a trainer, registered nurse and I’ve been nursing for 30 years,” says <a href="https://www.linkedin.com/in/jane-green-6bb8a7198/?originalSubdomain=uk">Jane Green</a>, Company Director of Casicare in Cheshire, whose journey in the medical field began in the bustling wards of a hospital.&nbsp;It was a place where her passion for nursing thrived, yet it was not immune to the winds of change. The shifting landscape led her to a pivotal decision – to step into the care industry as a manager.Her ascent through the ranks was marked by perseverance and adaptability, navigating through various companies until an opportunity for ownership presented itself. “The Casicare owner decided he wants to retire. We took over the company and now I’m the company director,” Green states. This transition from manager to director was not just a change in title, but a profound learning experience. “It’s a big eye opener. I can see the challenges that he had in the past, which I’m dealing with now,” she reflects on her new role.Beyond her directorship at Casicare, Green’s influence extends to another vital aspect of healthcare – education. As a shareholder in a company that provides training to care homes, she continues to shape the future of care through knowledge and skill development. A Culture of ExcellenceJane has built her career on the bedrock of experience and empathy. Her approach to leadership is encapsulated in the wisdom imparted by a senior nurse from her early days in an acute medical unit: “Never run, never stop, take a deep breath and count to 10 because if you’re panicking, you cannot think.” This philosophy of calm and considered action is what Jane strives to instil in her staff, emphasising that “whatever the problem is, we can deal with it.”In her own words, Jane acknowledges the inevitability of mistakes, advocating for openness and transparency as the means to address them. “Don’t dwell on the mistake, focus on fixing it” she states, reinforcing the importance of every team member, from managers to kitchen staff, in creating a cohesive and supportive environment. “It’s respect within a team,” she asserts.The significance of training in the care sector is a subject close to Jane’s heart. She recognises the disparity in support between the NHS and the care industry, where “the cost of bringing in trainers is astronomical” and financial aid is minimal. To combat this, Jane has innovatively partnered with a training company, securing reduced rates and investing in the business to ensure that all staff receive the necessary training to feel valued and competent in their roles.Fostering a Supportive EnvironmentAlongside the measures taken to counter the employment struggles within the sector, Jane has been proactive in creating a supportive environment for her employees. “We have our own counsellor,” she states, ensuring that staff have access to emotional support. “It’s all about investing in your staff so they want to stay with you,” Green states.Green’s advice to policymakers to address these issues is clear: “Get health and social care into gear.” She calls for a unified approach, lamenting the lack of coordination between health, social services, and the care sector. The financial struggles only exacerbate the difficulties in providing quality care. “We can’t do it without the finances,” Green asserts, highlighting the unfair burden placed on private payers to compensate for the inadequacies of social care funding.At the heart of Green’s concerns is the well-being of the residents. She envisions a care home where staff can be present and engaged with residents, rather than preoccupied with paperwork. “The person who’s receiving care is being forgotten,” she remarks, emphasising the need for a human-centric approach that ensures the last moments of residents are dignified and compassionate.Leadership and Legacy: A Vision for Compassionate CareWhen asked what good leadership means to her, Green says a blend of kindness, compassion, and an open ear, and the ability to accept and acknowledge the challenges faced by her team. Her journey from nurse to company director has endowed her with a profound understanding of the sector’s demands, allowing her to empathise deeply with her managers and staff.Green’s leadership style is hands-on and personal. She encourages her managers to maintain an open-door policy, ensuring that staff feel supported not just professionally, but personally as well. “What can we do to help? What can we do to support you?” are questions that epitomise her approach to management. For Green, the legacy she wishes to leave is one where both staff and residents feel content and fulfilled. She envisions a workplace where employees leave feeling accomplished, having made a positive impact on the lives of residents. “My legacy would be for my staff and my residents to be happy and feel content,” she reflects.Green’s philosophy extends to the end-of-life care provided in her facilities. She stresses the importance of getting it right the first time, as there are no second chances with a person’s final moments. Her personal experiences with family have shaped her belief in the necessity of providing dignified and compassionate care, ensuring that the last thing a person feels is the comfort of a caring hand.Coming toward the end of the conversation, it is evident that Jane Green’s leadership style is characterised by her deep understanding of the human aspect of her work. Her envisioned legacy is not just about the success of her business, but about the well-being and happiness of her staff and residents. It’s a reminder that in the world of care, compassion and empathy are not just desirable traits but essential ones for a leader.</div>

Jane Green, a seasoned nurse and Company Director of Casicare, brings 30 years of expertise to healthcare management and training, fostering a culture of excellence and compassionate care in the industry.

Jane Green: A Lifetime of Care and Leadership

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/chris-chaney">Chris Chaney</a> orchestrates a unique blend of art and medicine as the Chief Executive of <a href="https://www.cwplus.org.uk/">Chelsea and Westminster + (CW+)</a>.&nbsp;Chaney’s narrative is punctuated by a familial dichotomy, with half of his kin dedicated to the NHS and the other half to artistic pursuits. “Occasionally we get the odd kind of rogue banker,” he quips, “but deep down we’re artists.” This blend of healthcare and creativity seems to have predestined him for a role where both would converge.Chris took on a role at Great Ormond Street Hospital’s charity that was meant to be a brief interlude, yet it spanned a decade of transformational work in leukaemia research fundraising. “My one year turned into ten years,” he recounts. <a href="https://www.linkedin.com/in/chris-chaney-48b05392?originalSubdomain=uk">The crescendo of Chaney’s career</a> came with his leadership in establishing a £2 billion fundraising campaign at the University of Cambridge. It was here that he honed his ability to unite disparate departments towards a common goal, a skill that would serve him well in his current role at CW+ which he took up in 2016.At CW+, Chaney finds himself at the nexus of his lifelong interests. “Chelsea and Westminster is a hospital that, when it opened 30 years ago, was the third largest art gallery in London,” he explains. The hospital’s commitment to integrating the arts into healing is a vision that resonates deeply with Chaney’s own beliefs. Under his guidance, CW+ continues to explore the therapeutic potential of the arts, building on a legacy of pioneering research in the field. For Chaney, the role is more than a job; it’s a harmonious blend of passion and purpose, a melody that continues to evolve and enrich the lives of those it touches.The Philanthropic PulseAt the heart of Chaney’s leadership lies a symphony of strategic challenges and philanthropic insights. Chaney reflects on the essence of his role, “Working in high-profile institutions is undoubtedly a privilege, but with that privilege comes the challenge of juggling a lot of agendas.” His tenure is marked by the delicate art of prioritisation, fostering relationships, and building partnerships.Representing the interests of third parties, whether partners, individuals, or families, is a responsibility Chaney does not take lightly. “Their voices are important, they have expectations and you have to represent them as well,” he asserts, highlighting the multifaceted nature of his role.Chaney credits his intellectual growth to the daily interactions with global subject matter experts, which honed his ability to distil complex concepts into comprehensible narratives. This skill proved invaluable in navigating the mysterious waters of NHS philanthropy and later, in the realm of higher education.The pandemic brought a surge of awareness to the role of philanthropy, a silver lining that Chaney welcomes. “Philanthropy enables people to try new things,” he notes, underscoring its critical role in bridging the gap between taxpayer funding and innovative proof of concepts.CW+'s principle, shared by Greater Ormond Street and Cambridge, is clear: philanthropy is the catalyst that transforms promising ideas into tangible realities. For Chaney, this is where philanthropy truly shines, providing the necessary support for effective delivery and infrastructure. “That’s where philanthropy came to bear,” he concludes, encapsulating the transformative power of charitable partnerships.Bridging Innovation and Healthcare: The CW+ VisionChaney, articulates the essence of the organisation’s mission with clarity and vision. “We’re not just a traditional hospital charity,” he asserts. “We’re at the forefront of healthcare technology, deeply involved in the DigitalHealth.London accelerator, and committed to bringing the best of global best practices to our local context.”At CW+, the focus is on adaptability and innovation. Chaney describes the organisation’s approach as one of co-design and meaningful long-term partnerships, rather than transient, transactional projects. “It’s about engaging with our workforce, understanding their adaptability, and ensuring clinical and operational buy-in,” he explains. This philosophy has led to significant achievements, such as a 22% reduction in waiting lists.Chaney emphasises the importance of CW Innovation, a joint venture between the trust and the charity, which plays a crucial role in bridging the gap between new technologies and the organisation’s needs. “They do the heavy lifting,” he says, “allowing us to focus on what matters most—improving care and quality for our patients and community.”Chaney reflects on the journey ahead, acknowledging the challenges but remaining optimistic about the future. “There’s no great mystery as to where healthcare is going,” he states. “The real challenge is the appetite and tenacity to get there.”Shared Success and Patient-CentricityAs the Chief Executive reflects on the organisation’s journey, he envisions a legacy defined by innovation, collaboration, and a commitment to patient-centred care. “We’re not here to say we invent everything or that we’re the best at everything,” Chaney humbly remarks. Instead, CW+ prides itself on being a testbed for new approaches, continuously seeking more effective ways of working.The organisation’s initiatives, such as the elective recovery programme, have seen widespread adoption, now mirrored in over 40 hospital trusts across the UK. This success is a testament to the close relationship with NHS England and the federated data platform partnership. “It’s hugely exciting to see the work here having an impact in other organisations and health systems,” Chaney notes.At the heart of CW+'s ethos is the open-source design of its programmes, allowing for scalability and adaptability. The ‘Best for You’ mental health programme, which supports young people and families across North West London, has already seen over 100,000 website visits, indicating its far-reaching impact.Chaney attributes the organisation’s ability to spread best practices to the collective effort and ethos of CW+ and its partners. He emphasises the importance of sharing not only successes but also failures, to prevent the wasteful repetition of ineffective methods.In the closing remarks, Chaney highlights the critical role of co-creation with patients and families in the success of programmes, such as ‘Best for You’. “The most critical reason why our Best for You programme is working quite well is that we’ve involved young people and families in designing every element of it from the outset,” he explains. This inclusive approach ensures that the initiatives are truly reflective of the needs and experiences of those they aim to serve, and thus making way for a legacy that is both innovative and empathetic.</div>

Chris Chaney leads Chelsea and Westminster's CW+ with a unique fusion of art and medicine, championing innovation in healthcare and philanthropy. Discover how CW+ shapes the future of patient care through technology, partnerships, and a patient-centric approach.

Stephen Scott

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