<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/ce87d6ad3470dafe30f335d3a7b04842.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Ocura Healthcare Furniture has been <a href="https://ocura.co.uk/ocura-wins-healthcare-supplier-of-the-year-iheem-healthcare-estates-awards/">honoured at the 2022 Healthcare Estates IHEEM Awards,</a> winning the <a href="https://www.healthcare-estates.com/award-categories-2022/">accolade for Healthcare Supplier of the Year.</a>The Healthcare Estates IHEEM Awards aim to recognise excellence in innovation within the healthcare industry. The Awards themselves are judged by esteemed experts within the NHS and the commercial healthcare sector.Over the last 40 years, <a href="https://ocura.co.uk/">Ocura Healthcare Furniture</a> has worked in partnership with the NHS and private hospitals to help support staff and ensure that patients and their families are comfortable and cared for during their time in hospital. Ocura uses its expertise to help transform healthcare environments through its suite of products.Ocura’s success was described as “humbling” by general manager, <a href="http://www.leaderscouncil.co.uk/members/paul-rogers">Paul Rogers</a>, as the company’s receipt of the Healthcare Supplier of the Year honour was confirmed at the Healthcare Estates Conference in central Manchester.Rogers said: “Being sat around the table hearing the words ‘the winner is Ocura Healthcare Furniture’ is something we won’t forget. There were laughs, howls, and even some tears!“Winning this nationally recognised award that celebrates excellence in healthcare is humbling. Our mission is to change lives and improve healthcare experiences for staff, patients and visitors."Paying tribute to Ocura’s staff team and partners, Rogers added: “This is a standard we live up to daily but would not be possible without the backing of the entire staff team. Every single person at Ocura has contributed to this win.“Thanks to our valued suppliers, our trusted partners, and the biggest thanks to our customers for also believing what we believe. Our purpose is to listen, understand and collaborate with caring staff to transform healthcare environments so they can improve the outcome for patients and make a difference to their lives and those of their families”.Everybody at The Leaders Council of Great Britain &amp; Northern Ireland congratulates the Ocura Healthcare Furniture team on their success.</div>

Ocura Healthcare Furniture has been honoured at the 2022 Healthcare Estates IHEEM Awards, winning the accolade for Healthcare Supplier of the Year.

Ocura Healthcare Furniture celebrates success at Healthcare Estates IHEEM Awards

<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/9e9c7f340c2b47638adbe4552394e0d9.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">“My life has always revolved around health and social care,” starts <a href="https://www.leadersgb.co.uk/members/sarah-ainge">Sarah Ainge</a>. This dedication to the sector began when she found her niche working with Mencap, aiding those with learning disabilities. “I loved that I could make an impact on a variety of people that were misunderstood and needed the extra help,” she says, her voice imbued with the satisfaction of enabling individuals to live independently.Sarah’s career path took an unexpected detour when she embraced the adrenaline-fueled role of a retained firefighter, a rarity for women at the time. However, motherhood and a close call during a dangerous blaze prompted a reevaluation of priorities, steering her back to the health and social care sector.With 16 years as an NVQ assessor under her belt, Sarah faced a personal battle with breast cancer in 2018, which led to a sabbatical for recovery and reflection. It was during this period that she questioned the increasingly academic nature of NVQ assessments, prompting a decisive career shift. Now, as the Manager of Ashcott House, Sarah oversees a close-knit community of seven residents, cherishing the intimate setting that allows her to know each individual’s needs, wishes, and preferences. “I like the intimacy of me knowing these guys,” she shares, emphasising the importance of the ‘family feel’ in her approach to management.Leadership Through Empathy and EngagementSarah embodies the quintessence of leadership within the care sector. Her approach is not one of distant command but of immersive engagement and example-setting. “One of the main things is to lead by example,” Sarah asserts, emphasising the importance of being willing to do what you expect of your staff. This philosophy has earned her the respect of her team, especially during the trying times of COVID-19 when she would personally cover shifts to ensure continuous care for the residents.Sarah’s leadership style is characterised by a blend of camaraderie and accountability. She believes that a leader should not “rule with an iron fist” as it erodes the team’s respect and support. Instead, she fosters a culture where the home operates smoothly even in her absence.Moreover, Sarah highlights the significance of a “fun nature” and a “willingness to go above and beyond.” She understands that a leader’s demeanour sets the tone for the entire home, affecting both staff and residents alike. By being open and approachable, Sarah creates an environment where staff feel comfortable discussing their problems, leading to a happier, more harmonious workplace.In her own words, Sarah describes the ripple effect of leadership, “What starts at the top comes all the way down to the bottom.” She takes pride in the positive feedback from her staff, who appreciate the changes she has brought to Ashcott House, contrasting her inclusive approach with the more isolated methods of previous management.What’s more, Sarah also values collective decision-making, involving her team in the process to ensure their voices are heard and their contributions recognised. “It’s really important to involve everybody and show appreciation for things,” she notes, highlighting the diversity of perspectives as a strength in addressing challenges and fostering a sense of community.Trends and TribulationsMoving on, Sarah offers a candid perspective on the current trends affecting the sector. Post-COVID, the shift towards online self-diagnosis and the ensuing difficulties in obtaining timely health support have been significant hurdles. “It’s been difficult getting health and well-being support for individuals in this industry without waiting months,” Sarah explains, highlighting the inefficiencies of the referral system.The introduction of weekly paramedic visits at Ashcott House has been a beneficial development, yet Sarah points out that non-emergency services, such as referrals to dieticians or occupational therapists, still face unacceptable delays.Beyond the logistical challenges, Sarah identifies a profound knowledge gap within general practices and hospitals regarding individuals with learning disabilities and mental health issues. She expresses dismay at the lack of support, stating, “The mental health support just isn’t there.” This concern underscores the critical need for enhanced understanding and resources to address mental health.The Ashcott House Manager is also acutely aware of the systemic issues plaguing the healthcare sector, particularly in the wake of the COVID-19 pandemic. Ainge’s concern is not just for her own predicament but for the residents under her care, who also face delays in receiving non-emergency treatments like dietetic advice or occupational therapy.Kindness as a LegacyAs the conversation approaches the end, the essence of Sarah’s character shines through her aspirations for legacy. “Just do something for somebody they can’t do themselves,” she muses, encapsulating her philosophy in a simple yet profound statement. Ainge’s approach to life and work is underpinned by acts of kindness, a principle she holds dear and practices with conviction.For Ainge, her legacy transcends professional achievements; it’s about the human connections and the positive impact she can leave on others. “It feels good to do good,” she reflects, acknowledging the intrinsic reward that comes from helping those in need. Her message is clear: kindness is easy to practise, and its ripple effects can be far-reaching, especially in the health and social care industry where she has dedicated her career. “There’s not enough kindness in this world,” she laments.As our conversation with Ainge draws to a close, she reiterates the importance of understanding the motivations behind those who choose the path of care. The COVID-19 pandemic, while presenting unprecedented challenges, has also cast a spotlight on the critical role of frontline workers—a silver lining that Ainge appreciates. Her personal battles, including her fight against cancer, have only strengthened her resolve to find positivity in adversity and to encourage others to do the same.Ultimately, Sarah’s legacy is not just about the tangible contributions she makes to Ashcott House, but also the ethos of kindness that she embodies and the hope that it will continue to inspire and influence long after her tenure. In a world often marred by harshness, Ainge’s unwavering commitment to kindness serves as a powerful reminder of the good that humanity is capable of.</div>

In this feature, we explore Sarah Ainge's inspiring journey in health and social care, from working with Mencap to managing Ashcott House. Discover her unique leadership style, her commitment to kindness, and how she navigates the challenges of the sector to create a positive impact on individuals' lives.

Sarah Ainge: A Journey of Compassion and Leadership

<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/2fe20a43c44d7317ff426d696c16206d.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Riky Bains, Brash Strategist and Co-Founder of the XP Club, provides unique life experiences across the world.&nbsp;But his career started out dedicated to the written word. <a href="https://www.leadersgb.co.uk/members/riky-bains">Bains </a>recalls, “I started out as a freelance journalist writing for magazines and various publications.” His early days were marked by a voracious appetite for writing, a skill that would become the cornerstone of his career.After university, Bains’ path took a turn towards sales and copywriting. This shift was not a departure from writing but rather an expansion into writing for businesses and brands, which eventually evolved into brand strategy for clients.Bains’ strategic acumen led him to a 10% stake in a London agency, where he spent six years honing his craft. During this time, he grew the team and worked with a plethora of startups, fostering a rich environment of growth and innovation. Seeking a change of scenery and larger clients, Bains moved to a bigger agency in Dubai, where he now works on some of the largest branding projects globally. Parallel to his branding career, Bains co-founded <a href="https://www.thexpclub.com/">XP Club</a>, a social enterprise focused on adventure travel and providing life changing experiences. Since 2018, XP Club has been creating itineraries to destinations like Tanzania and Peru, with the profits directed towards building schools in these communities. “We’re currently building our second school in Tanzania.”Striking a Balance: Personal Growth Amidst Career TransitionsIn the face of new challenges, Riky has learned the importance of self-compassion and balance. “The only way I could get rid of imposter syndrome was by earning my stripes,” Bains explains. Bains speaks to the difficulty of juggling personal and professional life, especially when significant changes like moving abroad come into play. Now at 31, Bains reflects on the pressures he placed on himself during his 20s, setting difficult objectives and being hard on himself. He has since realised the value of a more relaxed approach: “You can achieve more when you’re in that frame of mind.”Emphasising the importance of health and happiness, Bains has adopted a perspective that prioritises well-being over relentless ambition. “As long as I’m healthy in mind and body, the rest will come into place,” he asserts, suggesting that a contented mind is a fertile ground for success. This shift in mindset, from a focus on specific achievements to overall well-being, marks a significant development in Bains’ approach to life and work.Personal Growth Through Adventure: The XP Club PhilosophyAs demonstrated through his own experiences, Riky passionately believes in the transformative power of stepping out of one’s comfort zone. “Once you’ve achieved it, you’ve always got that reference point,” he explains. This philosophy is at the heart of XP Club’s mission, which is not just about organising trips but about fostering personal growth and resilience.Bains shares his own experience of climbing Kilimanjaro in 2018, describing it as “still the hardest thing I’ve ever done.” This accomplishment serves as a personal benchmark for overcoming future challenges. He emphasises the importance of such experiences, stating, “It’s really important to help people move on with their lives.”XP Club’s unique approach to travel includes cultural immersion, which Bains believes enhances the overall experience. “We create truly unique itineraries where we also do cultural immersions,” he says. This face-to-face interaction with local communities is not only enriching for the travellers but also ensures transparency and direct impact.The club’s initiatives, like building a school for young children in Tanzania, are tangible proof of their commitment to making a difference. For Bains and the XP Club, it’s about creating a meaningful and lasting impact, both for the adventurers and the places they visit.Envisioning a Legacy of Conscious Capitalism and LeadershipAs we near the end, Riky highlights his aspirations for a legacy that marries entrepreneurial success with altruistic endeavour. Bains envisions “XP having projects and trips in many destinations around the world,” not just focusing on a few but becoming a “global representative of conscious capitalism.”This concept, as Bains describes, is about pursuing entrepreneurial ventures while simultaneously giving back “in a sophisticated, meaningful way that will make a difference.” It’s not about the superficial act of charity but creating a lasting impact. Bains’ ideal legacy is to help people step out of their comfort zones and discover their potential. For Riky, the success of the XP Club is represented in “the number of people that I can help and get on these trips to show them that they can do things that they most likely thought they couldn’t do.”When it comes to defining leadership, for Bains, it is a multifaceted concept. It requires trust, proactive support, and vocal guidance. He believes that especially for the younger generation, “they need somebody who’s vocal,” someone who can provide a balance of freedom and support in intimidating environments. His leadership philosophy is grounded in the belief that leaders should be present and engaged, even when it’s not strictly necessary.During the pandemic, Bains had to invest personal funds and conduct exhaustive efforts to keep the travel business afloat, eventually finding success through a B2B partnership with David Lloyd health clubs. It proved to be a strategic alliance which accounted for “80% of the trips.”Bains’ hands-on leadership style is evident in his decision to be present for every trip to Tanzania, despite having a capable team. “I think it’s important that I’m there when they arrive,” he says, underscoring the importance of being the face and trust behind XP Club. His presence is not just about logistics; it’s about providing camaraderie, boosting morale, and ensuring a fulfilling experience for his clients.As we conclude, it is evident that Riky envisions a legacy where adventure and philanthropy intersect, creating transformative experiences for individuals and the communities they visit. But alongside this, it will also consist of the lives he has touched and the positive change he has fostered through travel and philanthropy.&nbsp;</div>

In this feature of Riky Bains, co-founder of XP Club, we cover his early days as a freelance journalist to becoming a strategic brand consultant and a social entrepreneur. Learn about his unique approach to personal growth, his philosophy of adventure travel, and his vision for conscious capitalism.

Riky Bains: A Strategist Creating Unique Experiences

<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/cd38e3fffdf740fa87fdd6dda22a534a.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">From the vibrant corridors of York’s academia to the dynamic world of international events, <a href="https://uk.linkedin.com/in/faye-elizabeth-alexander-5929b5a6">Faye Elizabeth Alexander’s</a> career is a rich cultural tapestry that is still growing.&nbsp;With a BA Honours in Theatre, Film, and Television, Alexander cut her professional teeth with some of the UK’s broadcasting giants, including the BBC and ITV.&nbsp;However, Alexander’s foresight led her to seek a “backup plan,” a pursuit that took her into the realm of education. It was a move that would not only broaden her skill set but also enrich her network. “I took a sidestep from film and television to do my teaching qualification,” she explains, referring to her PGCE in the lifelong learning sector.Her stint in academia was not just confined to teaching. Alexander became an integral part of the university team at York St. John University within the Faculty of Arts, orchestrating events that leveraged her industry contacts. “I was able to bring my contacts to those events,” she says, detailing her involvement in international summer schools, creative panels, film festivals, and the Channel 4 inspiration day.It was this blend of education and event management that paved the way for her entry into <a href="https://www.linkedin.com/company/kes-international/">KES International.</a> Meeting a key contact, the then-owner and CEO of KES International, marked a pivotal moment. “I started working for him,” Alexander states, a move that would eventually lead to the establishment of her own events business in 2012, <a href="https://www.reevention.co.uk/about">ReEvention</a>.Manoeuvring Through the ChallengesFaye has faced her fair share of challenges head-on. “Learning how to expand the business and keeping up with social media,” she notes, were just the tip of the iceberg. The real test came with managing a growing team and mastering the art of time management—a skill that “spans across it all.”Alexander’s business, which has grown organically since its inception in 2012, relied heavily on relationships and client return, rather than a competitive market driven by tenders. This approach, however, was put to the test during the COVID-19 pandemic, which hit the events industry hard. “We were shut down and told to retrain,” Alexander recalls, highlighting the sector’s struggle to bounce back.The response from Alexander and her team was swift. They transitioned their events to virtual or hybrid platforms, creating a bespoke virtual platform during the pandemic tailored for their international conferences and event management. “We had clients who were live when the pandemic happened, so we had to quickly get them online,” she explains. This platform included meeting spaces with breakout rooms, resource libraries, and virtual exhibition spaces—all created in a virtual fashion.Moreover, the cost of living crisis and energy crisis have led to a global increase in event and hospitality prices, necessitating a rise in their own pricing structures. “Certainly when events are hybrid and they offer a virtual and a live element, you can’t charge as much for the virtual element as you can live,” Alexander points out.Brexit added another layer of complexity, with increased red tape affecting international shipping and logistics. “Flight and travel management is not as straightforward as it was before,” she states. Yet, despite these “challenging times,” Alexander remains undeterred.Looking ahead, Alexander sees the hybrid model as an integral part of the events world. Their platforms cater to events of various sizes, including a recent one in Athens with 300 people live and 200 online, representing over 50 different countries. “Hybrid has become a big part of what we do now,” she affirms.The Dual Pillars of KES International and ReEventionKES International, a membership organisation with a rich 28-year history, was acquired in 2018 by Alexander and her husband. Serving over 10,000 academics globally, KES International manages a comprehensive suite of services from paper submissions and reviews to international conference portfolios and publications.Alexander describes the essence of their conferences as opportunities for academics to “come together and network, present their findings, and disseminate their research amongst each other.”ReEvention, on the other hand, has evolved into a dynamic events management agency, expanding its offerings post-pandemic to include global venue finding, team building away days, incentive travel, and exhibition stand builds. Faye highlights the shift towards immersive experiences, such as creating an operating theatre for a MedTech client, reflecting the changing landscape of the events industry where brand activation and bringing brands to life are becoming increasingly important.The subjects at the heart of their events are high-level research-intensive topics like intelligent systems, computer science, AI, big data, and sustainability. Alexander underscores the importance of resilience and drive as key leadership traits, sharing anecdotes of overcoming challenges like severe weather at an event in Athens and adapting to cultural differences and dietary requirements during international gatherings.With a focus on preparation, flexibility, and proactive planning, Alexander and her team are dedicated to delivering exceptional experiences, whether for a small meeting or a large global event. They nurture their young team members, providing them with invaluable global exposure and the skills to navigate the complexities of international event management.Envisioning a Legacy of Enduring Impact and Providing Space for Academic ExcellenceFaye has a clear sight of the legacy she aspires to leave. For KES International, Alexander aims to create a lasting platform that facilitates the continual professional development of academics. “The publication of their work, the dissemination of their research, the ability to network, the ability to publish will never end,” she asserts, showcasing the importance of these elements in the academic sphere.Over the past 28 years, KES International has been instrumental in providing global academics with opportunities through its International Conference portfolio. Alexander’s ambition is for this legacy to thrive well into the future, ensuring that the platform remains a cornerstone for academic growth and collaboration.ReEvention, Alexander’s events management agency, mirrors this commitment to longevity and evolution. Catering to a diverse clientele, from local UK businesses to global enterprises, ReEvention is dedicated to developing with the industry and adapting with the times, all whilst delivering excellency. “The hope is that many of our events will have a memorable and a long-lasting impact on the teams that were involved, the delegates that are involved, the attendees, and the managers that are involved in each one of our events,” concludes Alexander.&nbsp;</div>

Faye Elizabeth Alexander's journey has taken the Director from York's academic halls to international event management. Tracing her career from media to education, and finally to founding her own successful events business, this article delves into the challenges and triumphs of a dynamic professional life, underscored by resilience in the face of industry upheavals such as COVID-19 and Brexit. 

Faye Elizabeth Alexander: A Stage Set for Success

<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/78689f999acf80756ca50b6948436691.jpg&quot;);"></div>

 <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

<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/ae2fdc92446ae663ffbc3a05b93873d8.jpg&quot;);"></div>

 <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 MedAS (Media Accountancy Services), a joint venture between PwC and EDS, 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.

Ocura Healthcare Furniture celebrates success at Healthcare Estates IHEEM Awards

Share this article

About Leaders of Great Britain

Related Features

Almost 30,000 people waited over 12 hours for hospital admission in July, NHS figures say

Local authorities call for care reforms to be delayed

Schools across England start to receive defibrillators

Authored By

Follow Us

Share this article

Popular Features

Sarah Ainge: A Journey of Compassion and Leadership

Riky Bains: A Strategist Creating Unique Experiences

Faye Elizabeth Alexander: A Stage Set for Success

Ruta Brice: The Architect of Childcare Excellence

Michael Olatunde: A Journey Mastering Finance