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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From the tender roots of a young gardener to the robust branches of care work, Ben Wright, Manager of <a href="https://www.wavesgroup.co.uk/">Wave Group</a>, has a professional journey that demonstrates the power of accidental discoveries and the human spirit’s capacity to nurture growth.&nbsp;“I’ve always had little jobs working with myself,” Wright recalls, reflecting on his early days of “gardening and allotting.” He then took an unexpected turn into care work at a local college, where he found his calling. Wright’s dedication to aiding youths with “challenging behaviour who had a turbulent time at school” is evident as he describes his role in helping them achieve qualifications in mechanics and woodwork. “They had perfectly good intellect, but their own behaviour got in the way,” he explains. The shift to direct payments in care funding, introducing competition into the market, was a pivotal moment for Wright, who saw it as an opportunity to improve the quality of care. “Parents had a budget and could spend it with whoever they liked,” he states, highlighting the transformative impact of choice and quality in care services.From its inception 14 years ago, Wave Group has evolved into a multifaceted organisation under Ben’s stewardship. “We were just a day centre,” Wright explains, “akin to a nursery, but for adults with learning disabilities.” The company’s growth trajectory has been marked by diversification and innovation. Expanding beyond the day centre model, Wright led the group to offer holidays, “taking our patients away in little groups,” both domestically and internationally, and later, providing in-home care. The establishment of Haven, a separate day centre catering to individuals with challenging behaviours, represents another strategic development. Facing Challenges Head-onRecalling the early days, Wright shares some of the early challenges that contributed toward his growth as a leader, “the bank the council relied on for funding went bust and we went two months without any payments,” he explains. This period was fraught with stress, necessitating a proactive stance involving the council and media engagement to navigate the financial impasse.The sector itself is not without its challenges. Wright describes the current predicament as a “big squeeze,” brought on by the government’s increase in the living wage without a corresponding rise in funds from local councils. “It’ll cause a shortfall of about £20,000 a month,” he states, highlighting the financial strain on the organisation.Caught between the rock of government mandates and the hard place of local funding constraints, Wright’s management is a balancing act of fiscal prudence and strategic foresight. “We haven’t got control of how much we pay the staff anymore,” he laments, underscoring the lack of autonomy in financial decisions.In a direct appeal to policymakers, Wright suggests a simple yet seemingly elusive solution: align direct payments with wage increases. “It wouldn’t have to be the 9.8%, but around 7% would do it,” he advises, aiming for a compromise that could alleviate the financial burden without bureaucratic hassle. But despite the hurdles, Wright remains optimistic, “We always find a way.”Wright likens these trials to tempests testing the company’s mettle: “Every time something bad goes wrong, you carry on sailing afterwards.” His leadership ensured that Wave Group not only weathered these storms but emerged stronger. “I’m actually harder to sink than I thought,” he muses, reflecting on the growth borne from adversity.This philosophy extends to his mentorship of the next generation, where challenges are reframed as opportunities for growth. Wright advises his apprentices to “remember how you felt before you solved the problem and then how you feel after.” It’s a practice of collecting triumphs over trials, akin to “pictures” that serve as reminders of past victories and fuel for future endeavours. Wright’s narrative is not just one of overcoming obstacles but of using them as stepping stones to build a robust and resilient organisation.A Vision for the FutureWith the expansion of his care providing services, Ben Wright’s legacy is already taking shape. “We’ve rewritten the book,” he says with a sense of pride. Under his leadership, Wave Group has expanded its reach across Yorkshire into Lancashire and Greater Manchester, whilst simultaneously setting new industry standards. The innovative ‘dynamic short breaks’ service exemplifies their commitment to flexible, high-quality care. With a team of over 130 staff, the company is poised to provide care without limits, a testament to Wright’s vision of a responsive and adaptable service. As Wave Group continues to grow, it is a certainty that the special care needs of the community will continue to be met with expertise and compassion. The future, it seems, is bright and boundless for Ben Wright and his organisation.</div>

Ben Wright, Manager of Wave Group, has roots that took him from gardening to leading a pioneering care organisation. Wright's dedication to transforming care services and his strategic response to financial challenges showcase his resilience and innovative leadership. With Wave Group's expansion and commitment to quality, the future of care is promising under Wright's guidance.

Ben Wright: A Journey from Gardening to Care Provision

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/edel-gillespie">Edel Gillespie</a>, Headteacher at Leagrave Primary School, is a product of the very community she serves.&nbsp;“I was born and bred in Luton,” Gillespie points out. Her roots run deep in the town and her understanding of its nuances are shaped by a lifetime of personal experience. Edel's parents, Irish immigrants who built their life in Luton, instilled in her the value of hard work and the transformative power of education.At university, Gillespie pursued a degree in History and Politics, followed by postgraduate training and a master’s degree while teaching. Her educational philosophy is driven by a passion for enhancing children’s life chances. “I’ve always been interested in how we can help children do better,” she shares. At Leagrave Primary School, Gillespie’s mission is to ensure that every child has the opportunity to thrive academically and develop into a well-rounded individual. “We just look to knock down as many barriers as we can so children can be successful,” she asserts. Her goal is for students to leave with not only a solid academic foundation, evidenced by at least five GCSEs, but also as “good members of society.”Championing Challenges: The Edel Gillespie ApproachGillespie has been steering the institution through a sea of challenges for a decade. Her tenure has been marked by a relentless pursuit of excellence, not just in academic outcomes but in the holistic development of every child under her care.Under her guidance, Leagrave Primary has achieved remarkable academic success, boasting the best results in Luton. Yet, Gillespie remains modest, “Every child is a different challenge,” she asserts, emphasising that accolades and government recognition, while affirming, are not the end goal. For her, success is a moving target, one that evolves with each new cohort of students.The Headteacher’s approach to leadership is deeply empathetic and pragmatic. She understands the emotional toll the job can take and advocates for self-care among her staff, “It’s important to replenish yourself,” she advises, aware of the burnout risks in such a demanding role.As services like health and social care face cutbacks, Gillespie finds more responsibilities landing at the school’s doorstep. She stands firm in her conviction that schools need proper resources to meet these expanding needs, and calls for adequate support to lead effectively.Gillespie’s leadership is not just about steering the school through daily challenges; it’s about ensuring that every child, regardless of background, has access to high-quality education and experiences. From theatre trips to London to creating seaside experiences on school grounds, she is committed to broadening her students’ horizonsNavigating the EducationWith her profound experience, Edel offers invaluable advice for educational policymakers. She believes that the foundation of a civilised society is predicated on education, which in turn creates all professions of tomorrow. “Every profession is built on this profession,” she states.In addressing some of the key challenges, Gillespie urges for long-term thinking in politics. She argues that investing in education will have a positive impact on various societal aspects, including crime rates, healthcare, and technological advancements. “It needs to start in schools,” she asserts.However, Gillespie expresses frustration with the tendency to overload schools with responsibilities that extend beyond their primary role of teaching and learning, and the political short-term goals. For the headteacher, solutions should be targeted at the root causes, such as healthcare and parental responsibility, rather than placing additional burdens on schools.Furthermore, Gillespie challenges the perception of schools as childcare facilities, highlighting the need for a clear distinction between the roles of educational institutions and other support systems. She points out the contradictions in expectations from schools, such as providing clubs and experiences for children while also maintaining a work-life balance for teachers. The headteacher also argues for better communication and involvement of those who work in education when formulating policies. She feels that decisions are often made without a clear understanding of the daily challenges faced by educators. “Talk to people doing the job because it often feels like people who aren’t doing the job are coming up with solutions,” she suggests.Edel Gillespie’s Vision for the FutureWhen reflecting on her legacy, Gillespie sees it as the education and experiences she provides to her pupils. “My legacy isn’t in this building,” she muses. “It’s every child from this school.” For Gillespie, the true measure of her impact lies in the ripple effect of her teaching—a thousand children over thirty years, each carrying forward the values and knowledge imparted to them. “That’s the legacy,” she affirms, “in the children that you help to form and what they go on to do.” Reflecting on the broader implications of her role and her motivation, Gillespie states: “I’m here to develop decent human beings who are going to give back phenomenally to society in their lives.” She takes pride in the accomplishments of her former students, from football players to doctors, acknowledging that she is an integral part of their journey. “There’s such satisfaction in that,” she shares, finding solace in the thought that her efforts are worth it, especially on challenging days.Gillespie’s message to her fellow educators is one of encouragement and recognition. She reminds them of their significant influence: “These children will never forget you.” Gillespie also celebrates the collective effort of the entire Leagrave School community, from the cleaners to the lunch makers and the teachers, each contributing to the school’s success. “It is about the whole group effort,” she concludes.Gillespie’s legacy is not confined to accolades or tangible achievements but lives on in the hearts and minds of those she has taught. Her impact, indeed, is the future she has helped to shape—one child at a time.</div>

Edel Gillespie, Headteacher at Leagrave Primary School, champions academic excellence and holistic development. Born and raised in Luton, her deep community roots and educational philosophy drive her mission to break down barriers for every child's success. With a decade of leadership, Gillespie's empathetic approach and advocacy for resources have led to remarkable achievements and a vision for education that shapes society's future, one child at a time.

Edel Gillespie: Shaping Futures at Leagrave Primary School

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/reanne-martin">Reanne Martin</a>, Practice Manager at <a href="https://elmslegal.co.uk/">Sleaford-based ELMS Legal</a>, began laying the groundwork for legal expertise straight out of education.&nbsp;“I studied maths at university, and I joined ELMS as soon as I left. I’ve been here ever since!” Martin reflects. Now, nearly seven years later, her role within the firm has evolved significantly from her initial position to that of Practice Manager.Starting as a litigation assistant, Martin entered the legal field at an entry level, a humble beginning that provided fundamental knowledge for the heights she would eventually reach. It was an opportunity that allowed her to step into the workforce and demonstrate the transferable skills honed during her time at university. “the skills that I acquired at university have proven useful and serve my job here very well,” she explains, highlighting the analytical and problem-solving abilities that have been instrumental in her success.In her current role as Practice Manager, Martin is the linchpin of management information, meticulously recording “everything we do.” Her mathematical acumen has been pivotal in streamlining operations and enhancing team performance, contributing to the firm’s growth. “I’ve helped grow the company through the seven years I’ve been here,” Martin states reflecting on the expansion of the team and the business since her arrival.Reanne’s Journey to LeadershipFor Reanne, every obstacle she has faced during her leadership trajectory has only contributed to her growth. “Personally for me, the hardest thing has been growing into management and being a younger person,” Martin shares. At 27, she finds herself navigating the complexities of dealing with clients who are predominantly middle-aged individuals, a dynamic that has tested and honed her ability to communicate effectively despite the age gap.Martin reflects on the impact of these interactions on her leadership skills, “It’s helped in a sense that it doesn’t matter who I’m speaking to. I believe that I can still portray myself in the best way possible.” This adaptability has been crucial as ELMS Legal evolved from an advocacy firm to encompassing debt recovery and litigation, and more recently, landlord tenant work.The legal sector is in flux, with significant legislative changes on the horizon affecting parking law and landlord tenant law. Martin is acutely aware of the need to stay informed, “Both of the biggest sectors that we deal with are having huge changes currently that we’ve got to keep an eye on and stay informed about.” Her proactive approach ensures that ELMS Legal remains prepared to navigate these changes, embodying the flexibility that has become a hallmark of her leadership style.Fostering GrowthWhen it comes to how she envisions her future at ELMS, Reanne sees a future where her leadership fosters an environment of continuous growth and accessibility. “My personal plans are to continue here and move on up to executive level,” she states, underscoring her commitment to ensuring her personal growth is in alignment with the firm’s advancement. Martin’s collaborative work ethic with the owner and the Managing Director, Ed Shoreman-Lawson, displays her dedication and hints at her seamless integration into the executive tier at the firm.Martin’s legacy at ELMS Legal is one of mentorship and empowerment, “I like to go around and see what people are doing, helping them and giving them tips and tricks because I’ve done their job, I was once in their position.” Her experience in various roles within the firm equips her with unique insights, enabling her to guide her team effectively. At the heart of Martin’s ethos is a hands-on approach to staff development, “A big part of my job is training my staff, no matter what level they’re at.” Reanne ensures that she maintains an open-door policy, a stark contrast to the traditional corporate hierarchy. “We don’t have a negative hierarchy,” Martin explains. “You can help everybody, and that just makes the business better as a whole.”As she looks to the future, Martin’s plans for ELMS Legal are clear: to continue nurturing a culture where every member of staff, regardless of their tenure or position, feels valued and supported. It’s a legacy that not only enhances individual performance but also strengthens the firm’s collective expertise and service quality.</div>

Reanne Martin, Practice Manager at ELMS Legal, has evolved through the company to become a driving force behind firm-wide operations. Discover her leadership growth story so far, and how her analytical prowess as a mathematics graduate propels team performance and fuels the growth of ELMS Legal.

From Numbers to Legalities: The Ascendant Career of Reanne Martin

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Operating nationwide from the heart of London’s bustling cityscape, Mike Charalambous, owner of TF Gas &amp; Heating and TF Energy, has carved out a niche for himself in the competitive world of energy services. But his journey to the top was anything but conventional.“I started out in the banking sector, but I wanted a change,” Charalambous recalls, reflecting on his decision to leave a career in finance. His quest for change led him to British Gas, where he embarked on a modern apprenticeship. “It was a qualification programme” he explains. In less than a year, he was fully trained as a gas engineer—a stark contrast to the traditional three-year apprenticeship.Charalambous’s passion for the trade was immediate: “I loved it straight away.” His tenure with British Gas was a whirlwind of learning and growth, but it wasn’t long before he felt the pull of independence. “I had the urge to work for myself from the start,” he says. Starting as a contractor, he quickly built a reputation for quality work, which led to his first clients in 2008. This led to work with Kinleigh Folkard &amp; Hayward (KFH), the largest independent estate agents in London. Charalambous’s commitment to excellence saw his services expand across KFH’s 40 branches, particularly in North and West London.As demand for his services grew, so did his team, marking the beginning of TradeForce Gas &amp; Heating’s expansion. With his accreditation in hand, Charalambous was not content to rest on his laurels. He foresaw the potential in renewable energy and retrained in heat pumps, leading to the creation of TF Energy, “it’s a carbon-neutral way of doing central heating and hot water,” Mike says. His commitment to green technology extends beyond heating solutions, as TF Gas &amp; Heating now provides a full spectrum of energy-efficient measures, including windows and solar panels.Today, Charalambous manages both companies under one umbrella, ensuring that his commitment to sustainability and customer service remains unwavering. “It’s taken me three years,” he says with a hint of pride. The TradeForce ApproachFor Mike Charalambous, what are some of the biggest challenges of being a leader? “Managing people,” he admits, highlighting the complexities of staff management—a skill that comes through experience. His approach to overcoming this hurdle? Building emotional intelligence. “I’ve done a lot of self therapy and self education on emotional intelligence,” Charalambous shares, citing Stephen Peters’ The Chimp Paradox as a transformative read.His commitment to personal development is mirrored in his management style. Charalambous believes in nurturing his staff to become managers themselves, rather than hiring externally. “I want to put this culture into the DNA of the company,” he explains. This philosophy extends to maintaining a personal touch with clients, a trait he ensures will stay. “We’re a nationwide operation, We’ve got operations in Bristol and Bradford in the north, and what’s important to me is keeping the personal touch. I have no problem getting involved in the work,” he asserts. “That’s what sets us apart from the rest, and I want to instil that to my staff,” he says. This ethos has not only fostered loyalty among his clients but also facilitated the company’s expansion through word-of-mouth recommendations. Tradeforce’s reputation and Mike’s leadership style have led to exciting projects, like the installation of 600 solar panels in an Army hangar in Yeovil Town.Leadership Insights and Legacy: The Charalambous PerspectiveWhen it comes to advice for fellow leaders, Mike doesn’t shy away. “A leader has got to be open-minded,” he states emphatically. He believes that adaptability and forward-thinking are crucial, especially when it comes to environmental sustainability. “We are trying for a green and carbon-neutral world, and at some point it’s got to happen,” he asserts.Charalambous also emphasises the importance of swift and effective problem-solving, particularly in the plumbing and heating industry where issues require immediate attention. “The best example of a leader is one who can deal with problems quickly and effectively,” he says, highlighting the urgency of providing essential services like heating and hot water, especially for the vulnerable.Looking to the future, Charalambous envisions a legacy that reflects the positive impact of his company. He aspires to leave behind a company that people associate with comfort and positivity. “I want it to be a company where our clients feel comfortable and the name of the company comes with a sense of trust and quality service, that’s my goal,” he reflects. Moreover, he values the growth and familial environment he has fostered among his staff, considering it a crucial aspect of his legacy. “It’s really important,” he concludes, “how I’m affecting my staff, and how they’ve seen growth and have become a family.”</div>

Mike Charalambous saw himself transition from the finance sector to the gas and heating industry. His swift transition to a gas engineer and his dedication to quality service have established his companies as leaders in energy services across the UK. Charalambous's leadership is defined by emotional intelligence and a commitment to sustainability, ensuring a legacy of trust, quality service, and a close-knit team culture.

Mike Charalambous: From Banking to Boilers

Zeenat Jeewa is the CEO of the Asian People’s Disability Alliance, a charity based in Harlesden, Brent, London, which provides services to meet the needs of disabled people and carers in the Asian community. Following its establishment in 1989, the APDA has been providing day, home and respite care for the disabled Asian community.

In Conversation: Zeenat Jeewa

Zeenat Jeewa

Zeenat Jeewa is the CEO of the Asian People’s Disability Alliance [APDA] charity in Brent, London. Its role is to provide services to meet the needs of disabled people and carers in the Asian community. Given its position on the frontline of social care, Jeewa is more than familiar with the enormous challenges facing the industry. Sitting down on The Leaders Council Podcast, Jeewa highlights these issues in greater detail.

Zeenat Jeewa

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