<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/029bb911b1407cca9241dd214f8b61c1.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">The latest development in one of the greatest financial mysteries of our time, the Wirecard scandal, is an announcement that the missing money simply may not exist.The funds, worth around 1.9 billion euros, account for roughly 25 per cent of the company's total capital.Following a "dead end" in the investigation at the end of last week, the company's CEO, Markus Braun, has now quit. The money can apparently be traced to the Philippines, but the trail ends there.A few days after his resignation, the&nbsp;Bangko Sentral ng Pilipinas, the Philippines' central bank, announced that there was no sign of the money.A statement issued today saw the company admit that "on the basis of further examination... there is a prevailing likelihood that the bank trust account balances... do not exist".Wirecard has also formally pulled its financial records for 2019 and Q1 2020.It is now discussing a bailout with a number of different banks, but how successful this measure will be remains to be seen.It is also considering major internal restructuring as well as closing or selling certain arms of the Wirecard business.The company's value reached around 24 billion euros just two years ago, when it joined the Dax 30, the German blue-chip share index, but has now dropped to just three billion after a major crash.Founded in 1999, Wirecard has provided electronic payments services, risk management operations and the issuing of both physical and virtual cards for around 20 years.After acquiring Citi Prepaid Services and rebranding it as Wirecard North America in 2017, the company moved heavily into ecommerce and focused on the electronic sides of its operations.Accounting irregularities in some of its Asian operations were supposedly discovered by the Financial Times&nbsp;last year, at which point the company said money was set aside with Asian banks for "risk management".KPMG discovered these irregularities were not sufficiently documented at the end of April, however, and investigations have been ongoing over the past two months.The company's share price then fell by over 70 per cent in the space of just 48 hours.</div>

The latest development in one of the greatest financial mysteries of our time, the Wirecard scandal, is an announcement that the missing money simply may not exist.

"Prevailing likelihood" that Wirecard missing cash does not exist

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">In the construction industry, <a href="https://www.leadersgb.co.uk/members/chris-goodison">Chris Goodison</a>, the Managing Director at Pyrotect, carries the torch of experience brightly. With a career spanning over three decades, Goodison has been at the forefront of the industry’s evolution, particularly in the niche field of passive fire protection.“I started in the construction industry in 1987 as an 18-year-old pupil management trainee with Johnson Construction,” Goodison recalls. From his early days, he quickly ascended to significant roles, culminating in his position as a site agent for the towering hospital project in Dublin.In 2014, his journey led him to Pyrotect, where he joined as Contracts Director. “I joined Pyrotect with knowledge of main contracting, subcontracting which was new for the company, specifically drywall, and a knowledge of the interface with passive fire protection through partition systems,” he explains.Chris observed a disparity between the site and office that needed bridging. “It wasn’t a difficult task to get more personally connected with the site resource,” he says, emphasising the importance of helping staff understand their role in the bigger picture. “It made them more understanding of the important role they played,” he adds, likening the company to an engine where removing even one cog—be it himself or a site supervisor—could cause a significant impact.His approach to business is rooted in fostering strong relationships. “Being transparent with our dealings to generate loyalty with our client base that increased repeat business was the intention,” Goodison states. This philosophy has been instrumental in Pyrotect’s growth and the cultivation of a robust client base that values trust and reliability.Goodison proudly asserts that Pyrotect stands “equal or better than anybody else in the industry,” a belief supported by a substantial client base and the fact that “nearly 70% of our work is repeat business.” This loyalty, he believes, is a result of the company’s quality and the trust clients place in Pyrotect.Despite a £7 million annual turnover, Pyrotect maintains a close-knit operation with 15 staff and 60 site workers, ensuring a more personal touch. Goodison values the daily commitment, “it’s bigger than a business commitment. It’s a personal commitment to a client, to a supplier, to somebody that works for us.” When it comes to the sector, Goodison describes it as “unarguably the most scrutinised” due to the life-saving importance of compartmentalising fires within a building. “Primarily it’s for the safe access for fire services and to ensure people can leave in emergencies,” he states, with insurance considerations following closely behind.Interestingly, Goodison is not aiming for growth but rather to maintain and enhance the quality of service, focusing on increasing repeat business in a competitive market. “At the end of the day, there are sectors within main contractors that will look at the pennies and others that will look at the reassurance we deliver,” he concludes, highlighting the balance between cost and quality that defines Pyrotect’s approach to business.Building Trust Through TransparencyGoodison believes that the construction industry is fundamentally a people industry. “It still comes down to having trust in somebody doing what they say they’re going to do,” he asserts. This trust is critical to the company’s operations and is something Goodison does not take lightly. He stresses the importance of being upfront with clients, especially when unforeseen circumstances arise. “When a problem comes up, I always take the first and earliest opportunity to go back and say, “look, there’s a problem, and this is what we’re going to do about it”,” he explains.Pyrotect’s operational reach is nationwide, with Chris noting that a significant portion of their work is within a 40-mile radius of the Midlands, their heartland. However, they have resources spread across the country. This strategic placement of resources allows Pyrotect to deliver jobs efficiently and with a skilled workforce that is not overburdened by travel, ensuring they can provide a robust week of work. “We’ve got resources up in Lancaster, towards Bristol, and north of London near Milton Keynes,” Goodison explains, “and we use those resources to satisfy local jobs.” Envisioning a People-Centric LegacyPyrotect’s Managing Director is clear about his vision for the company’s legacy—“It’s all about the people and the team,” Goodison insists, explaining that the success of Pyrotect hinges on the engagement and motivation of every member, from the office to the site. He believes that while monetary compensation is a factor, it’s not the sole reason people come to work. “If we can get that right, we’ve nailed it,” he says.Goodison is committed to understanding and supporting his team, recognising that personal challenges can affect professional performance. “We’ve got to understand what makes people tick,” he states, emphasising the importance of being responsive to the needs of his 60-strong workforce. He takes pride in going “over and above” to help team members through tough times, not just because it’s the right thing to do, but also because it helps get them back on track.The interconnectedness of the team is another aspect Chris highlights. During appraisals, he discovered that many employees did not realise how reliant they were on each other. “Nearly everybody interacts with everybody at some point,” he observed, pointing out the significance of information flow within the company. This realisation was a “light bulb moment” for many, as they began to understand the collective nature of their roles.Goodison’s approach to leadership is about ensuring every employee who dons the Pyrotect vest is motivated to perform to the best of their abilities, not just for their satisfaction but also for the benefit of the company and its clients. He envisions a legacy where Pyrotect is known for its strong relationships and repeat business, all stemming from a culture that prioritises the well-being and satisfaction of its people. “And if we can get that right, then everybody’s satisfied, including the clients,” he concludes.</div>

Chris Goodison, Pryotect's Managing Director, illuminates the construction industry with over three decades of expertise. Learn how his transparent leadership style fosters trust and reliability, driving Pyrotect's growth and maintaining a robust client base. Dive into the heart of Pyrotect's operations, where every team member plays a vital role in upholding the company's commitment to quality and service excellence. 

Chris Goodison: The Architect of Safety and Success

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/stephen-davis">Stephen Davis</a>, Chief Executive and Group Principal of United Colleges Group (UCG), personifies dedication and transformative leadership in education.&nbsp;Davis’s expertise, initially honed as a trained accountant and economist for British Aerospace at Prestwick, found a new home in the educational sector—a field he had never envisioned for himself. “I never wanted to be a teacher,” he admits, “and I ended up spending my whole career in education and loving it.”Stephen spent the majority of his career in Scotland before a policy shift in 2013 prompted a move to England. “There was a significant piece of reform that took place in Scotland around 2013, which didn’t align with my value set,” he explains. This pivotal moment led him to seek opportunities in England, eventually landing a role with City and Islington College in London under the leadership of Sir Frank McLaughlin, CBE.Davis faced the challenge of adapting to the English educational system, which starkly contrasted with the collaborative nature of its Scottish counterpart. “The English educational system is based on a philosophy of competition leads to excellence,” he states. Navigating these changes, Davis has skillfully steered UCG through the intricacies of local and national priorities, particularly during the tumultuous times of the pandemic.Despite the challenges, Davis’s passion for education remains undiminished. “I love education because I can see the difference it makes,” he shares. His approach to leadership is characterised by a deep understanding of the unique needs of the communities UCG serves, striving to align educational offerings with the demands of the job market and the aspirations of students.Building the Future: UCG’s Commitment to Education and CommunityStephen is a man with a vision for the future of education in London. Under his leadership, UCG has embarked on ambitious projects to expand and enhance its educational offerings, always with an eye on the needs of the local community. The group recently purchased a property near the iconic Wembley Stadium. The plan is to erect a seven-storey campus designed by Wilkinson Eyre, the architectural firm behind the Battersea Power Station redevelopment. This new campus will be a beacon of state-of-the-art technology and education, “directly across from Boxpark, overlooking Wembley Stadium,” Davis explains.UCG’s dedication to public value extends beyond its walls. The recent opening of the Euston Skill Centre, which focuses on green skills and precision engineering for the rail industry, demonstrates UCG’s collaborative spirit. These are all initiatives that have the support of a variety of stakeholders, including local councils and the Department of Education.The strategic moves are part of UCG’s broader vision, “our strategic plan is for London and Londoners,” Stephen explains. It’s a commitment to providing world-class facilities and addressing the local needs of a diverse student body. “We’ve had significant support from third-party stakeholders,” Davis notes, citing the Department for Education and the Greater London Authority as key partners in this endeavour.Beyond all of this, the social fabric of London, with its challenges of deprivation and exclusion, particularly among ethnically diverse communities, is not lost on Davis. He proudly points out that “72% of our younger learners all come from ethnically diverse backgrounds.” UCG’s leadership reflects this, having increased its ethnically diverse leadership and management from 19% to 48%. As UCG continues to grow and adapt, it remains focused on its core mission: to remove barriers to opportunity and ensure that education is accessible to everyone in the communities it serves. With innovative projects and a clear vision for the future, Stephen Davis and UCG are poised to make a lasting impact on the educational landscape of London.A Vision for Community and GrowthDavis sees the institution as more than just an educational provider, “fundamentally, I see us as a community partner as well as an anchor institution for the communities which we serve,” Davis says, highlighting UCG’s role in fostering local initiatives and supporting under-16 communities through various schemes.Davis’s aspirations for UCG extend beyond local impact to national influence. He convened a stakeholder dinner with the Secretary of State for Levelling Up, discussing the multifaceted role colleges can play in delivering health and justice outcomes, among others. “We can deliver across a series of metrics that are important to central and local government,” he asserts, advocating for a broader recognition of the college’s contributions to society.For Stephen, changing the narrative around further education is a personal mission. He envisions UCG as a safeguarding force within the community, providing essential services that go beyond educational qualifications. “I would like to change the narrative on what further education is about,” he states, emphasising the importance of UCG’s role in the community.Looking to the future, Davis is determined to grow UCG’s reach and capabilities. He expresses a desire for UCG to become the educator or community asset of first choice, and to expand through partnerships that create synergies and reduce duplication of efforts. “I’d like to see us take our expertise and work in a bigger partnership or arrangement with other college partners potentially, or even sub-sector partners,” he explains.It is safe to say that Davis is optimistic about UCG’s trajectory, and not without reason. “UCG is a work in progress. We’re growing into our name and we’re growing into the communities we support,” he reflects. With a clear vision and a commitment to serving London and Londoners, UCG under Davis’s leadership is poised for a future of meaningful impact and continued success.</div>

Stephen Davis, Chief Executive and Group Principal of United Colleges Group, went from being a trained economist to a central figure in higher education across London. Learn about his unwavering commitment to education, UCG's strategic plans for the future, and their dedication to serving the diverse needs of London's communities.

Stephen Davis: A Story of Growth and Adaptation in Education

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">In Lagos, Nigeria, <a href="https://www.leadersgb.co.uk/news/the-power-of-clean-living-inspiring-leadership-in-health-conscious-brands">a young Ayo Disu’s</a> world was shaped by the bustling energy of enterprise and the meticulous world of tax governance.&nbsp;Ayo's mother, a director in the tax office for the revenue service, and his father, an entrepreneur, provided a backdrop of business acumen and leadership that would come to define Disu’s own entrepreneurial spirit.It was this fusion of fiscal discipline and entrepreneurial zeal that sparked Disu’s curiosity in the world of business. At the tender age of 16, a pivotal encounter with a private equity firm owner would set him on a path of discovery. “I was just very curious,” Disu shares, “one of the books that my dad gave was about Warren Buffet, and I soon got into the concept of private equity.”This curiosity earned him an internship and Disu’s journey took him from the shores of Nigeria to the prestigious Cass Business School, where he was surrounded by ambitious peers, further igniting his love for business. Despite a brief stint back in Lagos, working on digital transformation and fundraising initiatives, Disu felt the need to rescale himself, leading him to specialise in innovation at the University of London.It was there that Disu stumbled upon a concept that would shape his future: the search fund. “This concept of a search fund, which I’d never heard about in my life, was basically a combination of private equity and entrepreneurship,” he explains. The idea of buying and growing a business, as opposed to starting from scratch, resonated with him deeply.With a focus on e-commerce and FMCG, akin to his father’s business, Disu envisioned creating a conglomerate of small family-run businesses. His academic excellence, marked by awards for both his business plan and thesis, underscored his potential. Yet, it was the practical application of his ideas that truly captivated him. On November 15, 2020, Disu’s vision materialised with the establishment of <a href="https://octillioncapitalpartners.com/team.html">Octillion Capital</a>. Octillion Capital: Embracing the Underdog StatusAyo Disu’s entrepreneurial spirit demonstrates the power of self-belief in the face of scepticism. “I initially encountered sceptical reactions to my ideas, but I liked it because it meant that I was underestimated,” he says. “People didn’t see me as a threat,” Disu recalls, and this perception allowed him to operate under the radar, turning disbelief into a personal motivator. “If people don’t believe in me, I’m just going to believe in myself even more,” he asserts, a mindset that has been a cornerstone of his approach to business.Capital was another hurdle, intertwined with the need for experience. “Before we bought our first business, I know we probably looked at over 200 deals,” Disu admits, highlighting the relentless pursuit and resilience required to break through in the industry. Despite numerous rejections, Disu and his team persevered, transitioning from selling a mere concept to presenting a proven track record. This shift from concept to credibility marks a significant milestone for Octillion Capital. Disu’s unwavering belief in his vision and his ability to leverage initial challenges as opportunities for growth have been pivotal in the company’s evolution.Along with his Octillion co-founder, Kunle Campbell, Disu has set his sights on a mission that transcends mere profit-making. “Our mission is to fight this epidemic of toxic and ultra processed foods,” Disu declares, pinpointing the detrimental impact of such products on society’s well-being. Octillion’s focus is clear: to champion the cause of healthy consumption in the sectors of food and beverage and health and beauty.Disu’s approach is not just about offering alternatives; it’s about fostering a culture of informed choices and education over coercion. This philosophy extends to Octillion’s brands, like Linkafeed, which prides itself on being free from mycotoxins, pesticides, and heavy metals, embodying the company’s commitment to clean, traceable, and beneficial products.With all of this, it comes as no surprise that for Ayo leadership is about integrity. “A good leader is one that is honest and self-aware,” he states, emphasising the importance of acknowledging one’s own deficiencies while striving for a greater cause. Disu believes in the symbiotic relationship between profit and purpose, asserting that “profit is a force multiplier for good.”Octillion’s ultimate goal for their brands is to create a long-term bond with customers. “Our brand is your friend for life, and it’s a good friend,” he says, encapsulating the essence of what Octillion seeks to achieve: a relationship with customers built on trust, quality, and a shared vision for a healthier life. It’s a call to action for mindful consumption and a healthier future, championed by leaders who believe in the power of profit to propagate good.Forging Ahead: Octillion Capital’s Visionary PathWhen it comes to the future, Disu’s blueprint is not just ambitious but also altruistic. Whilst emphasising the importance of financial health across the portfolio, profitability is not the sole endgame; Disu is equally focused on the societal impact. The envisaged Octillion store, a physical embodiment of the company’s ethos, would showcase their brands alongside emerging ones, fostering a community of innovation. It’s a concept that mirrors the success of trailblazers, yet with a unique Octillion twist.Disu’s long-term vision encapsulates a dual mission: to nurture and acquire brands that align with Octillion’s values and to “leave the world in a better place than we found it.” It’s a sentiment that resonates deeply with the company’s ethos of progress and philanthropy. Collaboration is a cornerstone of the company’s strategy, as Disu acknowledges the synergy between capital and policy. “We work with people that are in the policy world because that’s where a lot of the things will really take shape,” he explains. Disu’s parting words serve as an open invitation to join their mission: “If there’s anyone that’s interested in our mission. then reach out to us.” It’s a call to action for those who share their vision of a profitable yet impactful future.&nbsp;</div>

Ayo Disu, Co-Founder of Octillion Capital has a unique blend of fiscal discipline and entrepreneurial passion that shapes a mission for healthy consumption and societal impact. Discover how Disu's vision for Octillion is transforming the e-commerce and FMCG sectors with integrity and innovation.

Ayo Disu: The Entrepreneurial Journey to Octillion Capital

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

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

Ben Wright: A Journey from Gardening to Care Provision

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

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

"Prevailing likelihood" that Wirecard missing cash does not exist

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