<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/9904773223cef70ef7c695e1200de841.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">UK investment firm <a href="https://imbiba.com/">Imbiba</a> has <a href="https://monkeypuzzledaynurseries.com/imbiba-investment-in-monkey-puzzle/">agreed an investment deal</a> with <a href="https://monkeypuzzledaynurseries.com/">Monkey Puzzle Day Nurseries</a> worth £3.5 million. The investment and growth capital will accelerate Monkey Puzzle’s strategic plan for growth, helping the market leader in the franchised nursery sector consolidate its position as one of the largest nursery groups in the country.Monkey Puzzle was the first childcare provider to franchise nurseries, and even after enjoying remarkable growth following the launch of its first childcare setting in Hertfordshire back in 2002, it has kept its core family values at the heart of all its activities. The provider now boasts over 60 childcare nursery settings across the UK, in a market worth £6.7 billion in 2020 according to <a href="https://www.laingbuisson.com/wp-content/uploads/2020/03/Childcare_16ed_sales_flyer.pdf">market statistics</a> collated by LaingBuisson.Lizzie Ryan, partner at Imbiba, commented: “We are delighted to be partnering with Monkey Puzzle Day Nurseries. It is a sector that Imbiba has been monitoring for some time and we were drawn by the company’s scalable business model and high calibre management team.“The company has been incredibly successful at securing off-market sites in highly desirable locations. With considerable opportunities arising with new premises from the disruption caused by Covid-19, coupled with the increase in demand for high quality childcare provision, the landscape has never been better for a well-capitalised nursery group to grow.”Monkey Puzzle CEO, Richard Blunden, was pleased to have secured the investment deal, saying: “I’m absolutely delighted to have secured this partnership with Imbiba. From the outset, alignment of vision and approach was clear, and the quality of our relationship will be central to the implementation of our strategic plan.“Imbiba’s investment represents an opportunity to accelerate our vision, to inspire change through excellence in childcare, creating a positive impact for generations to come. This partnership is great news for our people, franchisees, parents and children. We are excited to start this stage of our journey with such an accomplished investor.”Photo by <a href="https://unsplash.com/@homajob">Scott Graham</a> on Unsplash</div>

UK investment firm Imbiba has agreed an investment deal with Monkey Puzzle Day Nurseries worth £3.5 million.

Monkey Puzzle Day Nurseries benefits from £3.5 million investment

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Ruta Brice holds 13 years of experience within the childcare recruitment industry, but her journey began in luxury hospitality management before she discovered her true calling.&nbsp;“I found that the childcare industry is much more rewarding, and I can give so much more,” Brice reflects on her transition to childcare. Her passion led her to an agency in London, where she honed her skills before taking the bold step to establish <a href="https://superstarnannies.co.uk/">her own venture, Superstar Nannies</a>.Superstar Nannies is not just a catchy name; it’s a promise of quality and excellence. “We specialise in nannies with the highest qualifications,” Brice explains. The agency boasts a remarkable database of candidates, ensuring that only the best of the best are offered to their discerning clientele, which includes celebrities, royal families, and high-net-worth individuals across the globe—from the UK to America, Europe, and the Middle East.Brice’s leadership style is deeply personal, focusing on direct communication with individuals who require support with childcare in their homes. This approach demands a high level of emotional and cultural intelligence, skills that Brice has refined over time. “It’s very personal business,” she says, “but that’s what I love the most.” Her ability to match the right calibre of nanny to the right family, considering cultural nuances and personal kindness, is what sets Superstar Nannies apart in a league of their own.Superstar Nannies: Global Child Care ExcellenceFrom a modest startup to a global sensation, Superstar Nannies has carved out a niche in the childcare industry under the astute leadership of Ruta. “We started in the UK as a little company, but word of mouth brought us more international clients,” Brice shares with pride. Her company’s reputation for excellence has crossed borders, reaching into Europe, America, the Middle East, and even Asia.Competition, according to Brice, is a catalyst for growth. “Who doesn’t love competition? It makes you grow,” she states confidently. Superstar Nannies stands out not by the number of bookings but by the unparalleled service and quality it delivers. “We’re here for service and quality to deliver what is the best on the market at the moment,” Brice asserts, emphasising that trust and care are at the core of what clients seek.The COVID-19 pandemic, while challenging for many, turned out to be a period of growth for Superstar Nannies. “COVID was one of our best times,” Brice admits, noting that while competitors closed their doors, her agency remained open, adapting to the situation with live-in bookings and stringent precautions. This resilience has seen the company thrive, improving month by month. “Childcare is very straightforward,” Brice concludes, “and premium qualified childcare is what we offer—amazingly.”Leadership and Vision: The Superstar Nannies WayAt the helm of Superstar Nannies, Brice’s leadership philosophy is clear: “You’re not going for quantity; you’re going all the time for quality.” This focus on excellence has propelled the company to international acclaim. Brice’s approach to leadership is not about being the biggest but being the best. “We are doing pretty well,” she modestly states, letting the company’s global clientele speak for itself.With plans to open more offices in Europe and America due to high demand, particularly for the esteemed Norland Nannies, Brice is steering her company towards an even brighter future. “Norland nannies are something out of this world,” she explains, highlighting the unique experience they offer to American clients.Managing a team that caters to a special clientele requires a structured approach. “I usually look for the most senior in the team, we operate on a pyramid-basis,” Brice describes her management style. The most responsible individuals handle the biggest clients, ensuring that no mistakes are made. Every candidate, from nannies to governesses, chauffeurs, and chefs, undergoes thorough verification. “The brand name means a lot,” Brice emphasises, “and we need to maintain a standard.”The learning experience is paramount at Superstar Nannies, not just for the children but also for the staff. “The most important thing is education,” Brice asserts, acknowledging the convenience it provides for incredibly busy parents who want only the best for their children. With private tutors and travel nannies, Superstar Nannies ensures that the highest standards in childcare are met, maintaining its reputation as a provider of exceptional service and care.&nbsp;</div>

Ruta Brice, the visionary behind Superstar Nannies, has a journey that took her from luxury hospitality to leading a global childcare agency renowned for its exceptional service and highly qualified nannies catering to celebrities and royalty worldwide.

Ruta Brice: The Architect of Childcare Excellence

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From the bustling accounts of BBC in Ealing to the helm of <a href="https://www.rapidbusinessfinance.co.uk/meet-the-team">Rapid Business Management</a>, Michael Olatunde’s career encapsulates the dynamic nature of the financial services industry.&nbsp;Celebrating a quarter-century in the field, Olatunde’s journey began with an economics degree and a role at Midas, a joint venture between PwC and ES, where he cut his teeth on reconciliations and the nascent SAP system. Instead, Olatunde found his niche in mortgage brokering, a profession aligning with his engaging personality and natural flair. His ascent was rapid; within two years at Countrywide, he was among the top 10% of brokers nationwide. His success caught the eye of Linear Financial Services, where he thrived in a commission-only environment, leveraging his ability to self-generate leads. “I was able to build up my own client bank,” he reflects, a skill that propelled him to the top three brokers within the company.The financial crisis of 2008 was a turning point, as the market crash coincided with Olatunde’s venture into property investment and the establishment of his brokerage. The tumultuous period forced a reevaluation of his career and life, leading to a stint in Frankfurt with the deVere Group, advising expatriates on investment products. Yet, the pull of family and the desire for a more fulfilling life brought him back to the UK, where he founded Rapid Business Finance.As a seasoned professional with over two decades of experience, Olatunde’s passion lies in helping others navigate the complexities of financial services. “We’re happy to assist everybody,” he states, emphasising his commitment to supporting businesses regardless of their circumstances. It’s this dedication and expertise that have solidified Michael Olatunde’s reputation as a guiding force in the world of finance.Mastering TurbulenceMichael’s narrative is not just about surviving the tumultuous markets but also about the empathy and compassion that fuelled his determination. “It’s hard to do it,” he admits, reflecting on the challenges he and his peers faced when the markets turned sour. The financial crises that led many to leave the industry, and the investors who couldn’t refinance their properties, some even facing repossession, are stark reminders of the volatility of the business world.Olatunde’s response to these hardships was not just to endure but to actively seek solutions. “I’ve got mouths to feed. Behind every business, there’s normally a family,” he says, highlighting the personal stakes involved. The COVID-19 pandemic brought unprecedented challenges, but Olatunde saw it as an opportunity to be at the “cutting edge of servicing clients.” He speaks proudly of the role his firm played in navigating the sea of financial aid, such as the Coronavirus Business Interruption Loan Scheme and the Recovery Loan Scheme. Michael also had the previous experiences that helped, “when the pandemic hit, it reminded me of how I got through the financial crises.”Yet, beyond the immediate response to a crisis, Olatunde identifies a deeper issue: the gap in financial education. He laments the lack of practical financial skills taught in schools, contrasting the impracticality of trigonometry and calculus with the essential nature of understanding budgets, profit and loss, cash flow forecasts, and managing debtors and creditors. “These are fundamental life skills,” he asserts, underscoring the importance of equipping individuals with the knowledge to navigate financial landscapes confidently.The Evolution of LeadershipMichael Olatunde’s leadership style has undergone a significant transformation, shaped by experiences and introspection. He emphasises the importance of responsibility in leadership, recognising that the buck stops with him when it comes to hiring decisions and their outcomes. “True leaders can honestly self-assess their good, their bad, and their ugly,” he states.A key trait Olatunde has nurtured over time is the ability to listen and empower others. He believes in giving people positions of responsibility and valuing their on-the-ground insights. This shift to an authentic listening leadership style has allowed for a more inclusive and dynamic work environment, fostering continual improvement—a concept he admires from the Japanese philosophy of Kaizen.Olatunde’s journey also includes embracing humility and the understanding that leadership is an evolving process. “I’m better now than I was yesterday, but I’m not as good as I’ll be tomorrow,” he muses, highlighting the perpetual growth mindset he maintains. This evolution has led him to appreciate the non-material aspects of life and business, such as the importance of building a team and making a profit in a way that is meaningful and enjoyable for both himself and his team.Moreover, Olatunde discusses the integration of spiritual growth with business acumen. Through therapy and self-reflection, he has gained insights into his reactions and behaviours, which have, in turn, made him a better person in business. In essence, Michael has learned to value principles over profit and to lead with a sense of self-awareness and openness to continual growth. Vision and Legacy: The Journey of Michael OlatundeIn concluding remarks, Michael goes into his vision for the future and the legacy he aspires to leave behind. His journey is not just about building a successful business; it’s about creating a positive impact that transcends borders. Olatunde explains the expansion of his team in Ghana. This venture is more than just business growth; it’s about providing opportunities in a place where “there is no welfare system,” where “amazingly talented graduates” are left without work despite their skills and eagerness to learn.Michael speaks of a deeper satisfaction that comes from focusing on others’ outcomes. “It’s far more fulfilling,” he admits, revealing a shift in perspective from acquiring material wealth to enriching lives. As he looks ahead, Michael’s legacy is shaping up to be one of empowerment and shared prosperity. “I would like my legacy to provide good employment both here and abroad,” he states, envisioning a win-win scenario where when “the clients win, I win.” In a candid moment, Michael shares his personal transformation which reflects this new perspective, from chasing status symbols to finding meaning in helping others. “I got all those things and I still found myself quite empty,” he confesses. Now, his daily affirmations focus on how many people he can help.Michael Olatunde’s story is one of growth, not just in business, but in character and purpose. His legacy, as he envisions it, will show the power of redefining success to include the well-being and advancement of others, both in the UK and abroad It’s a legacy that promises to continue long after the numbers have been tallied, in the lives of those he has touched and the communities he has helped to build.</div>

Michael Olatunde's inspiring journey from BBC's bustling accounts to a seasoned leader in finance showcases his dedication to guiding businesses through market turbulence with empathy and a forward-thinking approach, while fostering financial education and personal growth.

Michael Olatunde: A Journey Mastering Finance

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/alison-hesketh">Alison Hesketh</a>, the Founder and Managing Director at <a href="https://timefindersuk.com/">TimeFinders</a>, originally carved a niche for herself as a charity troubleshooter par excellence.&nbsp;She became the lynchpin for medium and small charities in turmoil, often stepping in as their acting CEO. “My job was to sort out whatever mess they were in,” Hesketh shares candidly about her role as a consultant. Her commitment to each charity ranged from three months to two years, during which she not only steered them out of crisis but also laid the groundwork for a stable future by aiding in the recruitment of a permanent CEO.Hesketh’s journey was fraught with challenges, notably bridging the divide between paid staff and unpaid trustees and volunteers. She recalls the prevailing mindset: “There was still very much the view that this is a charity so therefore you should be doing it out of love and not for money.” Overcoming this notion and advocating for the professionalism of the staff, while also acknowledging their financial needs, was a significant hurdle in the early days.As the charity sector evolved, Hesketh was at the forefront of embracing change. She played a pivotal role in the nascent days of the Institute of Charity Fundraising Managers, now known as the Institute of Fundraising, setting up codes of practice to guide ethical fundraising. Challenging the focus on problems rather than solutions, she pushed for promoting positive images of charities’ work, especially in developing countries, despite considerable resistance.The TimeFinders Story: Helping Life’s Transitions with CompassionBut it was Alison’s personal experience with her mother’s need to downsize in her late 70s that was the catalyst for the creation of TimeFinders. “She was still fully compulsory, just getting a little bit physically frail,” Hesketh explains. The challenge of managing this transition while juggling a full-time job and family responsibilities was significant. “I learned a lot from that,” she admits, highlighting the absence of services to assist with such a process.Following a career break due to spinal illness and the passing of her mother, Hesketh decided against returning to the voluntary sector. It was then that a friend’s frustration with managing their own mother’s affairs sparked an idea. “That was one of those light bulb moments,” Hesketh says, recognising the unmet need for a service to help with downsizing and relocation for the elderly.With her background in project management, Hesketh saw an opportunity to apply her skills to a new venture. TimeFinders began as a retirement downsizing service in 2010, carefully growing and adapting to the needs of its clients. Operating in an area with little regulatory oversight, TimeFinders established its own Code of Conduct to ensure ethical practices. Hesketh is particularly proud of their meticulous approach to gift acceptance, ensuring transparency and integrity when working with vulnerable individuals.As Time Finders’ clientele expressed diverse needs, the organisation expanded its services. This included family mediation, legal and financial advice signposting, and developing care options reports. “We’ve done a lot of family mediation and making sure that everybody’s expectations match,” Hesketh emphasises the importance of managing expectations to prevent conflicts.One of TimeFinders’ most innovative services is its advocacy for individuals ageing alone. Hesketh describes the development of a detailed program to understand clients’ needs intimately, allowing TimeFinders to act on their behalf should they lose capacity. “We’re there fighting for them,” she asserts, highlighting the service’s commitment to its clients’ welfare.Hesketh shares poignant stories of clients, such as a music teacher with dementia who regained her ability to play the piano, demonstrating the impact of proper care and support. “That is something that I get rather passionate about,” she admits.Championing Dignity in Dementia CareToward the end of the conversation, Alison delves into the heart of her mission. Hesketh, a dedicated dementia ambassador, emphasises the urgency of addressing the needs of those diagnosed with dementia. “It’s really important to act at that time because you need to get your legal paperwork in place and whilst you still have the mental capacity to do so,” she asserts.Hesketh’s advocacy extends beyond the individual to the systemic level. She highlights the care crisis and the need for government support, “Leaders of the care industry need to know that the government is on their side and will root for them.” Her disappointment is palpable when leaders fail to show solidarity, “It unfortunately sends the wrong signal by not turning up or sending a statement.”The challenges she describes are not just bureaucratic but deeply personal. Hesketh shares an anecdote about her mother, an ex-head teacher, who faced condescension while shopping for a fridge. This experience underscores the ageism that pervades society, “There are many people like that who just feel belittled and sidelined. They’ve got such talent that the country could be using.”Hesketh also touches on the taboo surrounding death, sharing the story of a 98-year-old gentleman who appreciated her frankness. “You’re the only person who mentions the ‘D word’… it’s probably the most important thing that’s going to happen to me next, and I want to make sure that it’s right.”Her holistic approach to care is evident as she discusses the importance of understanding clients’ wishes, “That level of understanding of empathy goes a long, long way.” Hesketh’s vision for TimeFinders is clear: to advocate for dignity in dementia care and to challenge the systems that fail to recognize the value of our elders.Coming toward the end, it’s evident that Alison Hesketh’s work with TimeFinders is more than a service but a crusade for compassion and change in the face of dementia. Her message is a call to action for society to recognise the humanity and potential of those living with dementia, and to support the carers who dedicate their lives to this cause. It’s a reminder that in the journey of life, dignity should never be a privilege, but a right for all.</div>

Discover Alison Hesketh’s transformative journey from charity troubleshooter to founder of Time Finders, where she champions dignity in elderly care, advocates for dementia patients, and provides innovative support for life’s transitions.

Alison Hesketh: Pioneering Dignity and Advocacy in Elderly Care Through TimeFinders

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">St Georges Central Primary School sits in the heart of Lancashire in the town of Tyldesley. <a href="https://www.leadersgb.co.uk/members/mark-grogan">Mark Grogan</a>, the head teacher, began his journey in 2001, not with the intention of shaping young minds but with sights set on a different kind of service.&nbsp;“I wanted to join the police,” he states, “but primary school teachers were in demand,” It was a decision that would redirect the course of his life.Within a year, Grogan discovered a passion for teaching. “Giving children opportunities to do things, I realised I loved it.” His dedication was quickly recognised, leading to a permanent contract after just one month—a rarity in the profession.Grogan’s ascent to leadership was marked by a series of “mini promotions” before taking a significant leap in 2005 as a key Stage 2 leader in Atherton. It was there, during a stint as acting head teacher, that he found his true calling. “It was on my first day that I decided I wanted to be a head teacher,” he reflects.Since his appointment in 2012, Grogan has believed that every experience, every challenge is an opportunity for growth. “You’ve got to realise that every situation is unique and needs to be looked at in as much detail each time,” he says. This approach has seen him navigate “critical incidents” with a sense of reflexivity, always learning, always adapting.Mark’s Digital StrategyMark is no stranger to the digital revolution and has a proactive approach to social media. Grogan’s digital footprint extends beyond Twitter to Instagram and other platforms, reflecting his belief in the power of these tools to connect and communicate on both local and national scales.Mark’s philosophy is to embrace the positives while acknowledging the negatives, understanding that social media is a platform for free speech. “You’ve got to embrace both,” he insists, referring to the varied opinions about the school shared online. This open-minded stance extends to interactions with parents, where he encourages dialogue rather than censorship.The head teacher’s forward-thinking doesn’t stop at social media; he’s also exploring the potential of artificial intelligence in education. Currently pursuing a master’s in educational leadership, Grogan is delving into global megatrends to better prepare for the future. Mark acknowledges the challenges that come with digital advancements, particularly among children. He sees it as a parental responsibility to monitor and guide their digital interactions. The digital world, he notes, is “a double-edged sword,” a sentiment that captures the dual nature of technology.As the landscape of social media continues to evolve with platforms like Facebook, Instagram, and TikTok, Grogan remains committed to adapting and embracing these changes. For Mark, the journey into the digital age is one of opportunity, learning, and positive engagement, setting a precedent for educational leaders everywhere.Embracing Community and OpportunityGrogan is a man deeply rooted in his community. “I live locally and I grew up in this area,” he shares, emphasising the importance of instilling a love for one’s community in the children. His approach is holistic, involving the school in over 80 sporting events and cultural activities like art exhibitions and filmmakers’ competitions, fostering a sense of pride and belonging.The school’s involvement in significant community projects, such as the mosaic on the guided busway, is a testament to its proactive nature. “When the school and the community are working collaboratively, it’s got to be positive,” Grogan states, highlighting the mutual benefits of such a partnership.The head teacher sees his role as building upon the work of his predecessors, aiming to do “what my teachers did, but better.” This philosophy extends to the physical presence of the school within the community, symbolised by the nearby St. George’s Church, a beacon visible from afar. “People will see it from a distance and think of you in your school, in your community,” he says, underlining the school’s role as a representative of the community’s spirit and values.Despite challenges like funding and recruitment, Grogan remains optimistic, viewing obstacles as opportunities. This positive outlook is what drives St Georges Central to provide exceptional opportunities for its students, making it a beacon not just in a metaphorical sense, but as a tangible symbol of hope and progress for the community it serves.The Hallmark of Leadership at St Georges CentralOver the course of the conversation, it is evident that Mark has a firm commitment to ensuring educational excellence by embracing positive changes. Drawing parallels with successful sports team managers like Sir Alex Ferguson, Grogan believes that the ability to evolve with the times is crucial for a leader. “You’ve got to be able to look at people individually, not everyone's the same,” he asserts, highlighting the importance of personalised approaches in managing staff and families.For Grogan, there are no hard and fast rules in leadership. “The world is not black and white,” he says, advocating for an interpretive approach to each unique situation. This mindset allows him to navigate the complexities of educational leadership, where factors like funding and resources may seem binary, but creative solutions can transcend such limitations.Mark’s leadership style is proactive and preemptive, always ready to adjust plans and strategies in response to new developments. “You’ve got to be ready and prepared for anything,” he explains, embodying the school’s ethos of turning challenges into opportunities. The head teacher’s vision of leadership is one that embraces change, values individuality, and seeks positive outcomes from every scenario. What’s more, his commitment to early mornings and weekend work reflects his dedication to the school and its community, ensuring that he is always prepared for the unexpected. Such preparedness will be sure to keep St George’s and the Tyldesley community flourishing for years to come.</div>

Mark Grogan's transformative journey from aspiring police officer to head teacher at St Georges Central Primary School highlights his innovative approach to education, digital strategy, and community engagement, fostering a nurturing environment for growth and learning in Tyldesley.

Mark Grogan: The Visionary Head With a Community Focus

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">David Bly, the Operations Director of Cornerstone Management Service, holds a career spanning over two decades and has been at the forefront of driving change in an industry that is all too often resistant to it.“We wanted to drive more thinking and more transparency,” Bly reflects on the early days of <a href="https://www.cornerstone-ltd.co.uk/">Cornerstone</a>, a company he co-founded 15 years ago alongside a handful of industry veterans. Their mission was clear from the outset: to revolutionise the way property damage and moisture mechanics were understood and handled. Cornerstone’s ethos was never about quick fixes. It was about understanding the structure first, whether commercial or residential, to minimise impact. This philosophy quickly garnered attention. “We were soon approached by people like the NHBC and some housing associations,” Bly notes, underscoring the trust and reputation Cornerstone built by delving into the causes of property damage rather than just treating its symptoms.Understanding the building fabrics and the diverse architectural styles across the UK has been key to Cornerstone’s success. “We’ve been utilised since that time as a company that will look at complex issues,” Bly states with a sense of pride.Today, Cornerstone stands at the cusp of sharing its wealth of knowledge more broadly. With unique platforms and CPD training on the horizon, Bly is excited about the future. “We’re going to make this available to everyone,” he declares, emphasising the company’s commitment to reducing the time from the moment mould is witnessed to when it’s removed.Running a business like Cornerstone comes with its challenges, but for Bly, the biggest hurdle was ensuring that as the company grew, the ‘Cornerstone way’ remained intact. “We’ve got a very small but unique framework now that we’re comfortable with,” he explains, ensuring that their processes are upheld across their network.Tackling the Mould: Cornerstone’s Proactive ApproachDavid is a man with a mission: to combat the increasing trend of mould in buildings, a challenge that has grown alongside the evolution of modern housing. “Since the early 1960s, as we’ve removed our fireplaces and replaced them with gas heating, changed our timber window frames with double glazing and added insulation measures exponentially, the cases of mould have followed,” Bly explains.This trend is not just a matter of aesthetics; it’s about understanding the behaviour of our buildings and the daily activities of the occupants. Bly is keen to differentiate between damp and mould for the purpose of identifying root causes, stating, “Damp will show itself as spoiling, darkening surfaces, splitting, and cracking. Whereas mould is a symptom. Mould especially is not down to one issue, it’s a number,” reflecting the complexity of the challenges they face and the depth of their expertise in addressing them. Bly’s strategy involves a ‘did you know’ approach, engaging with residents without blame and providing guidance on managing internal atmospheres to break the cycles of excess moisture. “We’re talking about a majority atmospheric related issue,” he says, citing that 91% of the buildings they surveyed were dry. This data underscores the need for a deeper understanding of building fabric and occupant behaviour.Cornerstone’s training starts with the admin staff, equipping them with a ‘5Q’—five key questions—that help identify the nature of the issue when residents call in. Bly also emphasises the importance of building orientation and the impact of daily activities like drying clothes indoors. He shares insights into the science of mould growth, explaining how warm air from our breath can condense against colder walls, providing the first nutrient for mould spores. “The fabric of the building itself is also very important,” Bly notes, highlighting the need for a greater understanding of building fabrications and types before considering any interventions.Concrete Leadership: David Bly’s Legacy at CornerstoneDavid envisions the ideal form of leadership as a concoction of variables that lead to success within a team. “Great leaders are passionate and are willing to listen, as well as having a lot to divulge and share with people,” Bly reflects. He believes that the essence of leadership lies in the ability to connect with others, to resonate with them on a personal level beyond the technicalities of business.Bly’s aspirations for Cornerstone extend beyond solving individual problems; he aims to transform strategies, training, and frameworks within housing associations. “I’d like to think we’re a company that assists with changing the strategy, training, changing the framework,” he says, emphasising the importance of sharing information to empower others.One of Bly’s innovative concepts is the ‘property MOT’, a holistic approach to ensuring the health of a building and its occupants. “When you change windows, insulate a property, or change the ventilation measures, you actually impact the whole building as a whole and therefore its occupants,” he explains. This initiative reflects his belief in the power of collective knowledge and experience to create a uniform framework for property health.Bly is not content with the status quo; he is actively working on a knowledge-sharing platform to provide timely advice on damp and mould issues. “It’s about timeliness with dealing with a report of damp and mould,” he states, advocating for accessible solutions that residents can implement themselves before escalating issues to landlords.David Bly’s legacy at Cornerstone is not just about the problems solved but the proactive strategies and frameworks established to guide housing associations into the future. His leadership style and original thinking have set a new standard in property management, ensuring that Cornerstone remains an icon of knowledge in property maintenance and a catalyst for change in the industry.</div>

David Bly has over two decades of expertise at Cornerstone Management Service. Bly's proactive approach and 'property MOT' concept are changing the industry for the better, ensuring buildings' health and empowering residents with knowledge to combat mould and dampness. 

Monkey Puzzle Day Nurseries benefits from £3.5 million investment

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