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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Mark Burns MTTS, Managing Director of Hair Development, wasn’t always a hair expert.&nbsp;“After leaving school I went straight into Barclays Bank,” he recalls. “The banking sector, with its promise of job security, seemed an appealing choice for a young school leaver.”Mark spent 19 years at Barclays, working in their fraud investigations head office. “It was back when cheques were big,” he explains. However, as cheques began to die out, he found himself at a crossroads. “I started dabbling in DJing back in the early 90’s and enjoyed it, so I did it alongside work. Three days in Barclays and three days in nightclubs,” he shares. When Barclays offered redundancy packages, there was an opportunity to pursue his passion for DJing full time and his entrepreneurial spirit led him to part-time courier driving, where he bought his own van and eventually expanded to owning five vans, renting out four to other drivers. However, a harsh reality check came when three of the vans were stolen, all with the keys left in them by the drivers.&nbsp; Around the same time, Mark’s Uncle Stan approached him with a job offer. Stanley Levy MTTS, CEO and founding father of Hair Development was looking for a new manager. Despite his initial reluctance, Mark’s wife had joined the company and convinced him of its potential. “It’s an amazing, serious business,” she told him. In 2010, Mark joined <a href="https://hair-development.com/">Hair Development</a>, a company with 50 years of expertise, bringing with him a wealth of experience from his diverse professional background. “I think because I left school with the basics and then through working at Barclays, I have a good insight into how corporations work,” he reflects. At Hair Development, the focus was on bringing more structure to the family business, reinvesting and expanding.” As he puts it, “We had to make ourselves appealing as well as being the only place that could supply clients with their services.”&nbsp;Challenges and Trends: A Closer Look at Hair DevelopmentMark is no stranger to the challenges and trends shaping the hair industry. “We’re in a good position where we have our retail HQ in London, our new wholesale operation in Chelmsford as well as branding and supplying laser hair re-growth therapy machines and HD non-surgical hair replacement systems and extensions,” he explains, highlighting the company’s unique dual-market approach, “and of course, our training academies in both locations.” Hair Development caters to a broad clientele, from individuals undergoing chemotherapy, young men experiencing hair loss, to cinematic and theatrical productions. Alongside manufacturing, branding and developing innovative solutions and packages. However, there has been a significant shift. “The biggest thing I’ve noticed is the clientele is getting younger,” observes Mark, adding that more people in their early 20s are becoming conscious of hair loss. The COVID-19 pandemic, with many women experiencing hair thinning due to long COVID stress, has seen an increase in business too. “The clientele base is expanding, and people are definitely looking at ways to better themselves,” he says. The pandemic, however, posed significant challenges for Hair Development. With lockdowns in place, the company faced difficulties in manufacturing their hair replacement systems. Inventory levels took a hit but have since returned to pre-COVID numbers.&nbsp;Hair Development adapted to the changing circumstances. During the first lockdown, they conducted video calls with clients for reassurance and guidance. In the second lockdown, they were able to open with medical exemption, albeit with restrictions. Leadership and Ethics: The Guiding Principles of Hair DevelopmentMark also shares his insights on what it means to be an effective leader in the hair industry. “You have to be a good, honest leader and we treat our clients and staff with the utmost respect. Hair Development’s commitment to ethical practices is another cornerstone of our leadership approach.” Emphasising the importance of nurturing the skills and potential of HD staff. “HD have developed education programmes where we train barbers, hairstylists and professionals in hair replacement and extensions,” he says. This initiative not only enhances the skills of their staff and HD clients, but also empowers them to become educators and we remain leaders also by reassuring other businesses. The company’s reputation as a reliable and consistent brand in the industry exceeds itself. “We’ve been around for 50 years, no one can compare with that in this industry.” While acknowledging the influence of branding and celebrity endorsements, Mark maintains that the focus should be on the health aspects and personal care that they provide.&nbsp;The Future of Hair DevelopmentMark and his cousin and business partner Janis Levy MTTS, Stanley’s daughter and former Hollywood actress and model, have a clear vision for the future of Hair Development. “It’s to be the most ethical supplier and source of hair replacement,” he states, underlining his commitment to ethical business practices. What’s more, the HD Managing Director is always mindful of the future and the need for succession planning, “HD is proud of its longevity abilities, respect in the industry and career progress and we would encourage clients and professionals to always reach out to us.” “Our vision for Hair Development extends beyond personal involvement,” Mark states, “we want the company to continue being a leader in the industry. “Hair Development has been here for 50 years, and we plan to be here for the next 50 years, for the positive betterment of our industry,” he affirms.&nbsp;</div>

Mark Burns, Managing Director of Hair Development,  transitioned from a career in banking to leading one of the UK's most prominent hair treatment companies. Discover Burns' journey of resilience, innovation, and ethical leadership, showcasing how Hair Development adapts to industry trends and client needs while maintaining a commitment to excellence and personal care.

Mark Burns: From Banking and Nightclubs to Leading Hair Development


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 <div data-pmr-editable="" class="medium-editor-insert-plugin">As soon as he left school, Rod Tonna-Barthet’s career was all about moving forward and achieving goals. “I have a learning style which is based on doing.” And so he joined Barclays Bank, embracing the prestige of the banking sector at the time.<a href="https://www.linkedin.com/in/rod-tonna-barthet-0a12417/?originalSubdomain=uk">Rod spent three years at Barclays</a> which proved to be formative, as he discovered the synergy between work and study, leading him to pursue qualifications from the Institute of Bankers and the Chartered Institute of Marketing. However, it was his move to Schroder Leasing, a division of the merchant bank Schroders, that marked a significant shift in his career. Here, he was mentored by a sales director who saw potential in him and guided him through various roles, from sales and marketing to risk management and operations.By 1998, Tonna-Barthet had ascended to the board as the sales and marketing director, ensuring integrity in what could often be a toxic environment across the sector. After the sale of business to Siemens, Rod’s leadership skills were further honed and he learned to operate within a larger corporate structure.Reflecting on this trajectory, Tonna-Barthet acknowledges the importance of continuous learning and self-awareness in leadership, stating, “You can’t lead people unless you know how you are perceived.” Now, as President and CEO of <a href="https://www.kyoceradocumentsolutions.co.uk/">KYOCERA UK</a> and Director of KYOCERA Europe, he continues to apply these principles, fostering a culture of integrity and growth within the organisation.Emotional Intelligence: The Cornerstone of Rod Tonna-Barthet’s LeadershipFor Rod, emotional intelligence (EQ) is not just a buzzword, but a cornerstone of effective leadership. “I’ve worked in environments where I’ve had bosses that had very high IQ and very low EQ, and vice versa. That can work, but balance is the goal,” he reflects, emphasising the need for harmony between intellectual and emotional capabilities. Tonna-Barthet’s approach to leadership is deeply rooted in empathy, a trait he believes is essential for fostering a team-based culture, especially in the post-COVID era.He advocates for clear communication and visibility within the workplace, stating, “I’m a fervent believer of getting people to work together.” While he appreciates the flexibility that remote working offers, he also understands the importance of in-person interactions for a cohesive team dynamic. “People need to know where they stand,” he asserts.In this regard, Rod is concerned about the trend towards remote work creating “individual personal silos,” which can fragment customer service and impede the flow of communication. He advocates for a more integrated approach, where team members actively engage with each other to deliver seamless customer experiences.Visibility and accessibility are key to Tonna-Barthet’s leadership style. He spends a significant portion of his time “wandering the floor,” engaging with employees and addressing their concerns. This hands-on approach allows him to identify and resolve issues promptly, ensuring that the team functions cohesively.Tonna-Barthet’s philosophy is simple yet profound: “In an organisation, make sure you are clear about what you want your culture to be and then live it, exemplify it.” This clarity, he believes, prevents friction and aligns the team with the company’s values..Evolving as a LeaderRod’s tenure at KYOCERA has been marked by significant personal and professional growth. Reflecting on his journey and what it means to work for a Japanese company, he shares, “I’ve grown massively in terms of learning and what it’s like to operate in a Japanese environment.” This cultural adaptation has been a “massive continual engagement,” where cultural intelligence has grown. “I’ve found that I’ve been really infused about the learning opportunity,” he says.As he has matured, his motivations have shifted, and he recognises the importance of considering personal drivers in leadership. “At various stages of life, you’re doing and trying to achieve different things for different reasons,” he notes, highlighting the evolution of his goals from being a young director to a seasoned CEO.Alongside these aspects, Rod’s commitment to workplace equality and mental health reflects his deep understanding of the interplay between personal and professional life. He advocates for a workplace that supports diversity and provides resources for mental well-being, recognising that challenges outside of work can impact performance. His mantra, “every day is a school day,” encapsulates his belief in continuous learning and growth, both for himself and his organisation. It’s no surprise then that Rod champions a culture of teamwork and collaboration. He firmly believes that “you win and lose as a team,” highlighting the collective effort over individual accolades.Tonna-Barthet’s vision for KYOCERA is a workplace where collaboration and direct communication are the norms, and every team member contributes to the company’s success. As such, his leadership demonstrates a commitment to maintaining a culture where teamwork and customer focus are at the heart of the company’s operations.A Heartfelt LegacyRod will soon be celebrating 40 years in the professional world, and it is only appropriate to discuss his proudest achievements and the legacy he hopes to leave behind. “My biggest achievement,” he asserts, “is creating the team that we’ve here today.” His contentment in navigating businesses through tumultuous times, such as the .com bubble and the credit crunch, is eclipsed only by his leadership during COVID-19, where he felt “an immense responsibility for a family of nearly 400 people.”Tonna-Barthet’s approach to leadership is characterised by a profound sense of trust and accessibility, fostering a culture where even a “photocopier engineer will walk past my office and say hello.” In his words, “A business without trust amongst its members really can’t survive, let alone thrive,” a principle that has guided his leadership and will continue to influence KYOCERA.Moreover, he is passionate about KYOCERA’s social contribution, striving to “leave the place a better world.” From energy-efficient production devices to supporting local biodiversity with beehives on the company’s roof, his commitment to social responsibility speaks for itself.As for his personal legacy, Rod hopes to leave a business that continues to flourish and a leadership team capable of seamless transition. Yet, it’s his family—his children and grandchild—that he considers his true legacy, hoping to set them on the right trajectory for success.&nbsp;</div>

Dive into the insightful leadership journey of Rod Tonna-Barthet, President & CEO of KYOCERA UK, as he shares how workplace culture and emotional intelligence shape his approach to leadership. Discover valuable lessons on fostering teamwork, navigating challenges, and leaving a lasting legacy in this exclusive feature.

Unlocking Success: 
Rod Tonna-Barthet's Guide to Mastering Leadersip


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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From the deck of the Merchant Navy to the helm of Vetcel, <a href="https://www.vetcel.com/about_us.php">Chris Bainton’s</a> career has been anything but conventional.&nbsp;“I left school at 15,” Bainton recalls, his journey beginning on the open seas before a transfer to the Royal Navy, where he served until after the Falklands. His post-naval career saw him at the wholesale Veterinary Drug Company company in York.It was a pivotal moment when his boss, Alan White, directed him to switch to the veterinary side of the business. “I don’t want you to ask any questions, just do it,” White insisted. Bainton, admittedly clueless about veterinary science, agreed, a decision that saved him from redundancy when the human pharmaceutical side shut down a month later.Bainton’s tenure in the veterinary drug industry was marked by growth and resilience. Despite not having a degree, which Alan’s successor expected and led to a parting of ways with the company after White’s passing, Bainton’s entrepreneurial spirit thrived. “Within two years, I became his biggest customer,” he states with a chuckle. This <a href="https://www.vetcel.com/">marked the beginning of Vetcel</a>, a company that started with a modest turnover of £5,000 in April 1984 and skyrocketed to nearly £6 million.Bainton’s approach to business was as unique as his career path. Rejecting the cooperative model for its lack of cost control, he and his directors established a profit margin that has stood the test of time. “We were asked to stay within a budget of 1 1/2% gross and 1/4 to 1/2 a percent net,” he explains, a target they continue to meet four decades later.As Bainton prepares to retire, he reflects on the relationships built and the industry’s evolution, from personal partnerships to corporate acquisitions. His legacy is not just in the numbers but in the community he fostered and the adaptability he continues to champion.Vetcel’s EvolutionBainton’s vision for Vetcel emerged from a period of uncertainty and a desire to innovate within the veterinary pharmaceutical industry. After leaving the Veterinary Drug Company, Bainton found himself contemplating a drastic career change. However, fate had other plans when a group of veterinary surgeons sought his expertise to develop a collective buying model, giving smaller practices a competitive edge against larger entities.Bainton’s initial strategy focused on a single type of medicine, but he quickly realised the need for a broader approach. “Just constraining ourselves to one level of medicine wasn’t going to work,” Bainton explains. The company swiftly expanded its purchasing scope, catapulting its turnover and establishing Vetcel as the largest client of vet drugs within two years.Despite professional differences, Bainton and his White’s successor, Andrew Davidson, maintained a mutually beneficial tolerance. This professional relationship paved the way for Vetcel’s expansion, as Bainton was headhunted by wholesalers eager for a slice of the burgeoning business. Vetcel’s partnerships with these wholesalers remain strong to this day.The company’s financial model, initially met with scepticism, was solidified over pints and Guinness beer mats—further demonstrating Bainton’s unconventional yet effective approach. That very model has sustained Vetcel for 40 years, with Bainton’s accountant, Fraser, by his side until retirement. Chris fondly recalls the first time he met Fraser, who was bewildered by Bainton’s business model. “But he didn’t throw me out!” Chris says with a laugh.Leadership Insights from Chris BaintonAs Chris looks back on his career, he shares that he holds a pragmatic view of leadership. “To be a good leader, you need to take those that you are leading with you,” he asserts. For Bainton, the essence of leadership lies in involving the team in the business plan and moving forward from an informed position. “That helps you to lead because everybody knows where we’re trying to get to,” he explains.Drawing from his military background and a leadership course where he excelled, Bainton believes leadership is “90% common sense.” He challenges the notion that common sense is rare, emphasising the importance of guiding a team with clarity and practical wisdom.Bainton is candid about his discomfort with certain modern management practices, particularly positive discrimination. “Discrimination of any kind is automatically abhorrent to me,” he states firmly. In his view, rewarding hard work and diligence without regard to gender or other personal attributes is paramount. This philosophy is reflected in Vetcel’s diverse team, with a balanced representation of male and female working directors.Empowerment is another cornerstone of Bainton’s leadership style. He encourages decision-making autonomy, asking his team members which option they would choose rather than imposing his own. “Why would I try and second guess somebody who’s actually on the ground in that particular environment?” he questions, highlighting the value he places on trust and empowerment within his team. Bainton’s approach to leadership is one of inclusivity, common sense, and empowering others—factors that will undoubtedly influence Vetcel’s future direction.Envisioning a Legacy: Chris Bainton’s Humble ReflectionsIn the twilight of his career, Chris Bainton, the retiring Managing Director of Vetcel, reflects on his journey with a blend of pride and humility. “Starting a company from scratch and taking it to a £60 million business wasn’t bad,” he muses, acknowledging the remarkable growth under his leadership. Yet, Bainton is quick to downplay the financial metrics, suggesting that “it’s just numbers” and the true success was evident within the first two years.Bainton’s perspective on his legacy is not one of personal achievements but rather a shared triumph. “I can’t lay claim to the sole ownership of driving the business,” he states. This sentiment resonates with his earlier views on leadership, where he emphasised the importance of taking people with you and empowering them to make decisions.As Bainton prepares to step down, his legacy at Vetcel is not merely the financial prosperity but the culture of inclusivity, empowerment, and common-sense leadership he fostered. It’s a legacy that transcends numbers, embodying the values and principles that guided his tenure as Managing Director.</div>

Discover the extraordinary journey of Chris Bainton, from the high seas of the Merchant Navy to the helm of Vetcel, in our captivating feature. Follow Bainton's remarkable career  and leadership evolutions, from his humble beginnings to pioneering Vetcel into a £60 million enterprise. 

Charting Success: Chris Bainton's Leadership with Vetcel

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/joanne-watson">Jo Watson</a> went from the bustling world of finance to the nurturing halls of <a href="https://scallywagsmedway.co.uk/">Scallywags</a> as its Company Director.&nbsp;“My background is all in business and finance,” Jo begins, recounting her early days immersed in the intricacies of reinsurance, mortgages, and life insurance. With qualifications in business studies and accounts, she was a financial force from the tender age of 18.But it was the birth of her first daughter that marked a turning point. “I decided to set up a business consultancy that provided more family time,” she explains. Leveraging her expertise, Jo assisted businesses in honing their marketing strategies and scrutinising their financial health. “There’s a lot of people who are very good at their profession,” she observes, “but actually running a business can be a completely different kettle of fish.”Her foray into National Lottery grants revealed a knack for numbers that transcended mere financial planning. “I’m very maths minded,” she admits, a trait that served her well in navigating the complex world of grant applications. It wasn’t long before local authorities took notice, propelling her into the realm of childcare with a request that would change her life’s direction.With a government grant and a vision to provide quality child care in deprived areas, Jo embarked on a whirlwind project that transformed a soft play centre into an outstanding day nursery in just five months. “I absolutely loved it,” she says, her passion for the venture evident.The success of her first nursery led to the creation of Scallywags, a 117-place day nursery that quickly earned accolades for its excellence. But Jo’s journey didn’t stop there. Her commitment to her team and the community is clear as she shares, “I gifted directorships of another nursery to the three managers at Scallywags. I wouldn’t be where I am now without them.”Jo’s Business AcumenFor Jo, the most daunting task was launching three nurseries from the ground up, particularly her largest one, which started as nothing more than a field. The financial journey was fraught with risks, from securing bridging loans to shouldering debt. “Risk-taking is a huge part of being a business owner,” Jo reflects, acknowledging the nerve-wracking nature of entrepreneurship. Jo’s commitment extends beyond business success to making a meaningful impact on children’s lives, regardless of their background. “It’s a gift that I can give,” she says, driven by a family ethos of helping others. This philosophy shapes her approach to childcare, where she strives to provide the best start in life for all children.Her mother’s influence as a councillor specialising in children’s welfare resonates with Jo’s belief in the importance of early years education. “By the time a child’s 5, they’re growing towards being hardwired,” she explains, underscoring the critical role of early childhood development in shaping future perspectives on education and life.Jo draws parallels between her educational experiences and her mission in childcare. She celebrates the changes in the education system that now afford every child the opportunity to achieve a GCSE, levelling the playing field. Similarly, her nurseries aim to offer equal opportunities, especially in the more deprived areas where government funding and her team’s dedication can make a profound difference.Cultivating Community and ValuesJo views her work as more than just education—it’s a social mission. “It’s a complete social experience,” she explains, highlighting the importance of teaching children basic social skills, such as dining etiquette, which they might not learn at home. This approach is about more than just manners; it’s about preparing them for the wider world.For Jo, instilling British values is paramount, especially in a multicultural society. “I am the grandchild of an immigrant,” she shares, revealing a personal connection to the diverse backgrounds of the children she serves. Her nurseries celebrate cultural differences, teaching children to appreciate various traditions while fostering a sense of unity. Her nurseries introduce children to different languages and cultures, with language teachers and themed weeks that immerse the children in global traditions.Jo’s commitment to her social vision is evident in her hands-on approach. Despite not working directly in the rooms, she remains deeply involved in the nurseries’ operations. Her dedication even led her to complete a Level 3 NVQ in childcare, further demonstrating her resolve to provide the best for the children under her care.Leadership Through Vision and Empowerment: Jo Watson’s PhilosophyWatson’s definition of leadership emerges as a blend of vision, empowerment, and empathy. “Before you start anything, you must have a vision,” Jo asserts. She believes in bringing people together, leveraging their strengths, and fostering a collaborative environment where everyone’s contributions are valued.Jo’s hands-on experiences have shaped her inclusive approach to leadership. “There is nothing at my nursery that I would not do,” she states, reflecting her willingness to lead by example. This ethos has cultivated a strong community spirit within her team, evident in the low staff turnover and the loyalty of her employees.Her leadership extends beyond professional duties; it encompasses a commitment to the well-being of her staff and their families. The Scallywag Company Director has implemented a robust mental health support system, ensuring that her team can access counselling services and never miss important family moments. “We have a very strong mental health support system at nursery,” she explains, highlighting the importance of support and flexibility in the workplace.Jo’s philosophy is also influenced by the Danish concept of ‘hygge’, which she integrates into the nursery’s ethos. Hygge focuses on creating a warm, welcoming environment that promotes well-being and contentment, akin to the comfort one feels on a cosy, rainy day at home. This approach aims to make children feel secure and happy, which Jo believes is the foundation for effective learning and development.</div>

Jo Watson, Company Director at Scallywags, exemplifies transformative leadership from finance to childcare. Her journey from business acumen to creating nurturing environments for children showcases her dedication to early education and community values. Discover how Watson's vision and financial expertise have shaped Scallywags into a beacon of excellence in childcare.

Jo Watson: A Journey from Finance to Childcare Excellence

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/matt-bungay">Matt Bungay</a>, the current Head of Apprenticeships at City, University of London, began his professional journey not in the hallowed halls of academia, but in the heat of the kitchen. “I started my career as a chef, a French patisserie chef,” Bungay recounts.The birth of his eldest son marked a turning point for Bungay, prompting a quest for work-life balance that many parents will find familiar. “I realised I wanted to have a bit more of a work-life balance and not be a chef anymore,” he admits. Despite his love for the profession, the demanding hours were not conducive to family life, leading him to hang up his chef’s hat.Transitioning from the kitchen to the classroom, Bungay was approached by HIT Training to become an assessor, leveraging his extensive knowledge to train the next generation of chefs. It was a role that he relished, finding joy in imparting wisdom to budding culinary talents. His knack for teaching and leadership quickly became apparent, propelling him through the ranks to manage and train assessors himself.Bungay’s career in apprenticeships continued to evolve, leading him to create his own apprenticeship provider within a recruitment business, spanning 17 different brands and industries. His expertise then took him to the insurance industry as a Director of Training and Commercial Apprenticeships. Yet, it was the allure of degree apprenticeships that ultimately drew him to City, University of London. “Degree apprenticeships are the pinnacle of apprenticeships,” Bungay asserts.Joining City on a six-month contract, Bungay embraced the risk, leaving behind a directorship for the promise of shaping his own destiny within the university. His vision was grand: to develop multiple apprenticeships across various industries and to pioneer new ones, such as the VR Apprenticeship in the creative industry. “It’s an ongoing project,” he says, “but we’ve now gone from being a project to business as usual and a key part of the university.”Today, Bungay leads a team of over eight, with a wider network of apprenticeship staff across the university’s faculties, totalling around 27 individuals. His role has expanded from creator to leader, and he now serves as a strategic advisor to the senior leadership team. “I see an opportunity and go for it,” Bungay reflects. “I’m always looking for the next thing, trying to be ahead of the game.”Navigating the HeatReflecting on the recent launch of the VR apprenticeship, Bungay draws parallels between the high-pressure world of culinary service and the challenges of his current role. “It took me back to being a chef at service at the busiest time, which was my favourite. I loved service.”The rapid pace of the VR apprenticeship’s development, from conception to onboarding apprentices in a mere three weeks, was thanks to Bungay’s ability to thrive under pressure. He believes that the skills honed in the heat of the kitchen are transferable to any leadership position. “If you can run a commercial kitchen, you can run anything,” he asserts confidently.His culinary background, particularly as a patisserie chef, has endowed him with a multidisciplinary skill set that he applies to his leadership style. “You have to be multi-skilled,” Bungay notes. “If you can do that, you can change your way of thinking.” His motto of consistency and authenticity has been a guiding principle, earning him the trust and following of those he leads.Bungay’s adaptability extends beyond the kitchen to his understanding of diverse cultures and religions, a crucial aspect of his work in education. “Equality and diversity are key,” he emphasises, highlighting the importance of inclusivity in apprenticeships. These programs provide access to degree courses for individuals who might otherwise be unable to afford them, embodying the transformative power of education.The Gateway to Practical Education and Career ProgressionBungay, with his extensive experience in recruitment, understands the value employers place on practical skills. “Everybody wants a degree that’s tangible, that can apply to the real world,” he states. Apprenticeships, according to Bungay, offer this practicality without the burden of debt.At City, apprenticeships are not just about obtaining qualifications; they are a strategic tool for career progression. The arrival of Sir Anthony Finkelstein as president marked a pivotal shift for City, steering it towards a focus on business practice and the professions. “Apprenticeships align with that absolutely perfectly,” Bungay remarks. He highlights the solicitor apprenticeship as a prime example, enabling students to pursue a career in law who otherwise could not afford it.Bungay praises the university’s professors for their willingness to develop new programs tailored to specific sectors. “We’ve created an apprenticeship which means they can use the levy to upskill their leaders within film, TV, and performing arts,” he says. This innovative approach extends to the use of VR technology, allowing apprentices from across the country to participate in London-based courses.Bungay also touches on the broader impact of apprenticeships on the learning and development landscape. With increasing employer awareness of the apprenticeship levy, there is a growing recognition of its potential to expand training budgets and create bespoke programs at various levels. Looking at the NHS as an example, Bungay notes that apprenticeships are integral to their workforce plan, with one in five employees being an apprentice. Crafting a Legacy Bungay, who has been nominated for two prestigious awards, reflects on his journey from chef to educational leader, emphasising the transformative power of apprenticeships.“I’ve been very lucky,” Bungay begins. His philosophy is simple yet profound: “Never be afraid to go for it, to ask the question, to believe in yourself that you can achieve it.” He sees his role as empowering others to reach their potential, instilling in them the courage to pursue their ambitions.As a leader, Bungay’s legacy is shaped by his passion and thoughtfulness. “I would like to be remembered as a passionate, thoughtful leader that really cares about what he’s doing,” he says. His connection to the service industry remains strong, drawing parallels between the dedication of chefs and his current work. “The best chefs are the ones that really care.”Bungay’s approach to leadership is centred around team dynamics and the belief that success is a collective effort. “You’re only as good as your team,” he asserts. Matt Bungay’s legacy, therefore, is not just in the programs he has developed or the awards he may win, but in the lives he has changed and the industry he has invigorated with his unwavering belief in the power of apprenticeships.&nbsp;</div>

Matt Bungay's journey from being patisserie chef to Head of Apprenticeships at City, University of London, has seen him become a key figure in UK apprenticeships. What's more, his story of career evolution and commitment to practical learning showcases the impact of apprenticeships in providing real-world skills and equal opportunities for career advancement.

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