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 <div data-pmr-editable="" class="medium-editor-insert-plugin">The prime minister has announced a <a href="https://www.bbc.co.uk/news/education-53100881">£1 billion fund</a> for pupils in England who have missed out on school as a result of the Covid-19 outbreak. Pupils who are most disadvantaged will have access to tutors <a href="https://www.itv.com/news/2020-06-19/boris-johnson-reveals-1bn-plan-to-help-pupils-catch-up-after-lockdown/">using a £350 million </a>programme in the coming academic year. The remaining £650 million will be allocated to primary and secondary schools to allocate to pupils they deem most in need of the additional assistance.While headteachers welcomed the funds, they noted that more information was required. Labour has continued to demand the introduction of a taskforce, including both scientific and health experts, as well as trade unions, in order to ensure pupils may return to school as soon as possible. <a href="https://twitter.com/RLong_Bailey/status/1273758616902868994?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Etweet">Rebecca Long Bailey,</a> the shadow education secretary, has said that the plans "lack detail and appear to be a tiny fraction of the support" required by the level of disruption caused, and instead asked for a "detailed national education plan to get children's education and health back on track".<a href="https://www.gov.uk/government/people/nick-gibb">Nick Gibb</a>, the school minister, defended the length of the plan, saying that: "If you want children to catch up, it can't just be done over the month of August - it has to be longer term over the academic year.” <a href="https://twitter.com/BorisJohnson?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor">Boris Johnson</a> said that the fund would allow headteachers to provide the support they felt pupils needed. He continued that he was "determined to do everything" in his power to ensure pupils can return to school in September. He concluded: "We will bring forward plans on how this will happen as soon as possible.” </div>

The prime minister has announced a £1 billion fund for pupils in England who have missed out on school as a result of the Covid-19 outbreak. 

We don’t need no education: £1 billion catch-up fund for England’s pupils 

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/sharif-mohamed-trail/?originalSubdomain=uk">Sharif Mohamed</a>, the Vice President of Sales at Lenkie, is mastering the ever-evolving Fintech industry.&nbsp;His early days at Iwoca, a company that has since become a leading fintech firm in the UK and Europe, laid the groundwork for his ascent. “I worked in their sales department and made my way up before going into commercial divisions, where I looked after partnerships and then eventually headed up business development across partnerships and new products.”But his tenure at Iwoca was just the beginning. Mohamed went on to make significant contributions at Currency Cloud, where he played a pivotal role until its acquisition by Visa. There, he provided crucial infrastructure for lenders across Europe and advised on operations in Asia-Pacific and the USA. “I gained a deep understanding of the other side of the fence and what makes a lender run internally,” he says, highlighting the importance of ensuring that these entities can function in diverse environments, particularly in the face of challenges and the ever-shifting landscape of regulations.But it wasn’t just traditional lending institutions that caught Mohamed’s eye. His expertise extended into the realms of web three, the metaverse, and blockchain technology, though he remained focused on the sales and commercial functions of businesses. It was this breadth of experience that led him to Lenkie, a young lending firm with a “very exciting product” and a “phenomenal team.”At Lenkie, Mohamed’s role is as dynamic as the fintech industry itself. “I look after anything revenue-related. So sales channels, account management, introduced or broker channels alongside partnerships and any other go-to-market function that we think of,” he explains. His days are “massively varied,” a reflection of the fast-paced environment in which he thrives.Under his leadership, Lenkie has seen a staggering “1000% revenue increase last year,” propelling the company towards a promising funding round. But for Mohamed, it’s not just about the numbers; it’s about understanding and navigating the complexities of international finance, from tax implications to regulatory compliance across jurisdictions.As fintech continues to redefine the financial landscape, sector experts like Sharif remain at the forefront, steering their companies through the currents of change with a steady hand and an eye towards the future. “It’s one thing to do it, but it’s another thing to truly master it from very early on,” he muses.Navigating the High-Pressure World of Fintech Sales: Sharif Mohamed’s ApproachMohamed has harnessed his extensive experience to foster a culture of sustainable growth and employee satisfaction. “It’s managing those people as we scale and understanding pressures are going to go up,” says Mohamed. His leadership is defined by a deep understanding of the pressures his team faces and a commitment to structuring the business for scalable, efficient growth.Mohamed’s ground-up experience in sales has been instrumental in shaping his approach to building sales channels that are not just commercially viable but also conducive to employee well-being. “A happy employee is always going to do twice as well as an unhappy employee,” he asserts, highlighting the correlation between employee satisfaction and productivity.Reflecting on the evolution of finance, Mohamed contrasts the reactive nature of traditional banking with the proactive stance of modern fintech companies. He notes the shift towards a more aggressive sales approach, which, while driving growth, has also led to challenges such as the payday loan crisis. However, this has resulted in a significant learning curve for the industry. “Fintech has become very aware of its capabilities,” Mohamed explains, emphasising the importance of responsible selling and the impact of financial products on customers.As fintech continues to evolve, Mohamed remains committed to ethical sales practices, ensuring that the pursuit of revenue does not overshadow the well-being of customers and employees. “It’s very tricky to build in that mindset of we have to sell, not at all costs,” he concludes, pointing to the delicate balance required in the pursuit of sales excellence in the fintech sector. Embracing Change The Vice President of Sales has also witnessed firsthand the transformative power of fintech in automating traditional banking processes. “Fintech was all about automation and speed,” he reflects, reflecting on the industry’s drive to make financial services more seamless and fair for customers. The agility of fintech companies during the COVID-19 pandemic, particularly in rolling out government-backed loans, demonstrated the sector’s ability to quickly adapt to market conditions. However, Mohamed cautions against the pitfalls of prioritising speed over sustainability. “There are actually very few success stories of businesses being sustainable,” he notes, highlighting the pressure to grow rapidly often at the expense of long-term viability.Mohamed observes a positive shift towards building more sustainable business models in fintech, a trend accelerated by the COVID pandemic’s economic impact. He advocates for a balanced approach that considers profitability alongside growth, ensuring that fintech companies can endure and thrive in the future.Discussing the broader financial industry, Mohamed sees a gradual but significant shift towards digitalisation, with traditional banks and financial institutions increasingly investing in fintech innovations. “They’re not necessarily interested in the business as a whole. What they’re interested in is what the business is doing,” he says, indicating a strategic focus on technology that benefits customers.One of the most notable changes Mohamed highlights is the globalisation of the workforce within fintech. “We have got some of the best talent based in Nigeria and South Africa,” he proudly states, underscoring the industry’s embrace of international talent and the opportunities created by remote and hybrid working models.&nbsp;Overall, it is safe to say that Sharif’s insights reveal a fintech industry that is maturing, prioritising sustainable growth, and adapting to the demands of a digital world. .</div>

Sharif Mohamed, VP of Sales at Lenkie, continues to navigate the fintech industry's evolution from Iwoca to Currency Cloud and beyond. Discover his role in fostering sustainable growth, embracing automation, and leading through change with a focus on ethical sales and international finance.

Sharif Mohamed: A Decade of Fintech Growth

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From London and Manchester to Bradford, <a href="https://www.linkedin.com/in/paul-urry/?originalSubdomain=uk">Paul Urry</a>, Headteacher at St Stephen’s Church of England Bradford, has an unwavering commitment to enhancing the life chances of children across the United Kingdom.&nbsp;With a career spanning over ten schools in four different local authorities, Paul’s journey is one of passion, resilience, and a deep-rooted desire to make a difference.&nbsp;“I’ve tended towards schools that have been in low socioeconomic areas,” Urry shares, reflecting on his personal mission to provide quality education to those who need it most. His own upbringing in Portsmouth, a city with its own challenges, has shaped his approach to teaching and leadership.Starting his career in 1992, <a href="https://www.leadersgb.co.uk/members/paul-urry">Urry </a>was introduced to “quite radical thinking” in London, which he felt put the capital “ahead of the game” in education. However, leaving London exposed him to a “cultural gap” and greater levels of deprivation in Manchester. “I saw the impact that quality education could make on the real life chances of children,” he recalls, emphasising the transformative power of learning.Urry now heads an educational institution which he believes to be “the most dynamic and exciting place to work and learn” he’s ever experienced. His story proves that with dedication and a heart for service, one can indeed change the world, one classroom at a time.Building BridgesPaul is a headteacher with a clear vision for the future, and is pioneering a holistic approach to education that transcends traditional boundaries. His leadership at a community faith school, which proudly serves a diverse population including a 60% Muslim cohort, is marked by an unwavering commitment to inclusivity and support for all students, particularly those facing the brunt of post-COVID challenges.Urry’s strategy is rooted in the belief that “reading is the greatest possible leveller.”. Under his guidance, the school has transformed into a “calm and purposeful place to learn,” where the psychology of the classroom and the pedagogy of learning are tailored to create a safe and happy environment, brimming with laughter and devoid of behavioural difficulties.In a bold move, Urry has abolished traditional school rules, instead fostering a culture where children are aware of boundaries and are rewarded for behaviour that facilitates learning. This relational approach ensures that each child is known as an individual, their happiness and triggers understood, making them feel valued and heard.Paul acknowledges that most behavioural issues stem from adult actions, emphasising the importance of skilled staff who can pre-emptively address potential crises. This philosophy extends to providing essential services like a food bank and clothing bank, as well as heated rooms for parents, reflecting the school’s role as a cornerstone of the community.Addressing the broader challenges faced by the education sector, the headteacher criticises the short-term focus of policy decisions, advocating for a generational perspective that considers the long-term well-being and development of children. He calls for policies that are informed by those on the front lines of education, rather than detached decision-makers.What’s more, the school’s ethos is encapsulated by the inspirational figures it celebrates, such as the local Bradford MPs William Forster and Margaret McMillan, who left indelible marks on the world of education and welfare. Urry draws on their legacy to inspire his pupils, reinforcing the belief that a small group of committed individuals can indeed change the world.In his quest to create an optimal learning environment, Urry has invested in high-quality resources and facilities, ensuring that every aspect of the school reflects the respect and care afforded to each student. This meticulous attention to detail is part of a broader mission to meet pupils and parents where they are, supporting them in every possible way to achieve their full potential.A Legacy of Literacy and Educational TransformationAs the headteacher of a school that prides itself on nurturing growth and flourishing ambition, Paul Urry’s approach to education is anything but conventional. His legacy? His team and a revolution in reading for pleasure, encapsulated in the school’s unique program, “Leaf through a good book.”“I surround myself with brilliant people as any good leader does, and they keep me young and they keep challenging me, which is what I love,” Urry shares with a twinkle in his eye. His passion for reading is infectious, and it’s this zeal that has led to the creation of a bespoke reading initiative that’s all about instilling a lifelong love of books in children. “We have designed, written, and self-published a book to encourage reading. It’s called ‘Leaf Through a Good Book’ because ‘leaf’ has a double meaning. It’s like the leaf of a page,” he explains.The school’s emblem, a tree with 50 different leaves, each unique in colour and shape, symbolises the diversity and individuality that Paul and his team celebrate. This emblem has been adapted to represent their reading program, inspiring children to explore the world of literature. “We have identified 50 books we want the children to experience. They can have it read to them, they can do it in class, or they can listen to the audio version,” Urry elaborates.But it’s not just about reading; it’s about engaging with the material. Each book comes with a QR code leading to activities, and a woodland creature that introduces the story. “It’s a gateway into learning,” Paul states. The program also encourages children to delve into various genres, from poetry to graphic novels, and even books without words, challenging them to think critically and creatively.Urry’s efforts extend beyond the classroom. “We didn’t fully realise the impact on the parents. They are genuinely listening to it as a family,” he admits, highlighting the program’s reach. The impact of Paul’s work is tangible. Reading scores have soared, and children’s opportunities at high school have significantly improved. “Because reading has a positive impact on cognitive development, we’re seeing a real change in their outcomes,” he says with pride.Despite the challenges, the headteacher remains undeterred, driven by a moral purpose to do the best for his students. His school is a place of innovation, refusing to conform and treating every child as an individual. With a part-time chaplain and collaborations with other schools, Urry’s school is a testament to the power of community and the importance of diverse experiences.As Urry’s tenure as headteacher continues, his legacy is evident: a commitment to making a difference and the belief that every child deserves the best education possible. It’s a legacy that will undoubtedly continue to inspire and positively change the lives of many. “I’m driven by a moral purpose to help these children,” Paul concludes. And it is this purpose that will continue to guide him and his school towards a brighter future.</div>

Discover Paul Urry's transformative approach to education at St Stephen’s Church of England Bradford, where his commitment to inclusivity and literacy fosters growth and ambition in children from diverse backgrounds, reshaping the future of education in the UK.

Paul Urry: Making an Educational Difference 

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From the courts of international netball to the pastoral tranquillity of a farm, <a href="https://www.leadersgb.co.uk/members/alice-bennett">Alice Bennett MBE</a> has journeyed through a life rich with diverse experiences.&nbsp;As the Founder and Centre Leader of <a href="https://www.worcestereyc.co.uk/about.htm">Madresfield and Worcester Early Years Learning Centres</a>, Alice’s passion for the well-being of children shines through immediately. “I worked in secondary schools and loved it,” she recalls, reflecting on her time as a specialist PE teacher. Her athletic prowess is not just limited to her role as an educator; she was an international netball player for England for eight years.Alice’s feats extend beyond the netball court, having conquered the London Marathon, scaled mountains, and embarked on extensive bike rides from Land’s End to John O’Groats. However, it was the birth of her four children and marriage to a farmer that unveiled a new chapter in her life. “Bringing up my four children on a farm with all the space, all the animals, all the freedoms,” she shares, “I realised that this was a privilege that I could share with other families.”With a vision to extend this privilege, Alice, while embracing her role as a stay-at-home mum, conceived the idea of creating an early years centre. This centre would offer children the same advantages she cherished during her children’s upbringing, and a second degree in early years education from Worcester University further solidified her resolve to make a difference in the lives of young children, especially those with special needs and disabilities.Alice’s ambition materialised as she transformed redundant farm buildings into vibrant school rooms, overcoming the challenges of being a tenant farmer’s wife. Her perseverance paid off, and the centre opened its doors to 24 children, growing year by year to accommodate 188.The Spirit of Madresfield and Worcester Early Years Learning CentresUnder her tenure, Alice has created more than just nurseries; she has established communities where children and staff alike are encouraged to “spread their wings and fly high.” The centres’ approach to education is holistic. “We’ve got nutrition, we’ve got early years education at an affordable price, but physical education is also key here,” Alice explains. The nurseries are equipped with gymnasiums where children engage in activities that foster not only their physical abilities but also their sense of self. “For autistic and deaf and disabled children, this is really important,” Alice notes.Alice’s leadership extends to her staff, a dedicated team of around 120, primarily women, who share their passions with the children. Whether it’s needlework, embroidery, or gardening, each staff member contributes their unique skills to enrich the children’s learning. As a result of their work, the centres have achieved seven successive Ofsted ‘Outstanding’ grades.Safety is paramount, and the staff are all trained in first aid to manage the increased risks associated with the centres’ farm-based activities. Alice herself drives a tractor named Trixie, taking children on educational tours around the farm and village. These experiences are not only educational but also imbued with a sense of fun and discovery.At the core of the centres’ success is the recognition of individual strengths. “Every child, every member of staff, and every parent is good at something,” Alice asserts. It’s this focus on individual talents that has led to remarkable achievements, such as the story of an autistic boy who, having attended Alice’s centre as a child, went on to earn a PhD.Madresfield and Worcester Early Years Learning Centres operate with extended hours to accommodate parents’ schedules, offering flexible booking options and ensuring continuity of care. The staff work varied shifts, but the goal remains constant: to provide a stable and loving environment where children can thrive.Alice has also begun to delegate responsibilities, encouraging her staff to develop by taking on roles such as payroll, which she managed single-handedly for decades. This transition is not just about efficiency but also about nurturing the next generation of leaders within her centres. “They are who I am. They are my legacy,” she states with pride.Despite the accolades, including an MBE for her contributions to early years education, Alice faces challenges that test her resolve. What’s more, her approach to learning extends beyond the classroom walls. Her innovative Farmer Bennett stories, based on true events, resonate with the children and are set to be published, much to the delight of her staff.However, the industry faces external pressures. Alice is critical of the government’s inability to meet the demand for nursery places and the encroachment of profit-driven entities into the sector. She questions the prioritisation of economic gains over the welfare of children and laments the rise of corporate childcare entities driven by profit. “When are we going to have that debate about what is best for our younger children?” she challenges, calling for a reevaluation of our societal values.Financial constraints pose another significant challenge. The burden of VAT on expansion plans and essential resources is a hurdle, and Alice argues for a reevaluation of the industry’s financial model to ensure fair compensation for early years professionals.A Legacy of Love and LearningAs the heart and soul behind the Early Years Learning Centres, Alice has dedicated her life to the well-being and education of children. “It’s a big risk,” Alice admits, speaking of the financial gambles she’s taken, including cashing in her pension not once, but twice, to support the centres. “But I’m still prepared to do it again,” she asserts.The vision she has extends beyond the classroom walls, and her efforts foster an environment where children learn to respect nature and their community. The legacy Alice seeks to leave is one of love, learning, and demonstrating the power of rural upbringing and the profound impact it can have on a child’s development. As she reflects on her unexpected journey from international netballer to nursery teacher, it’s clear that Alice Bennett’s life has been a remarkable adventure, one that has changed countless lives for the better.In the end, Alice’s story is not just about the challenges of rural education or the trials of running a tenant farm. It’s about the joy of making a difference, the importance of community, and the enduring belief that every child deserves a childhood filled with wonder, respect, and the freedom to explore the natural world.</div>

Alice Bennett MBE, went from international netball championship to becoming the founder of Madresfield and Worcester Early Years Learning Centres. Her dedication to child well-being and education, coupled with her innovative approach to holistic learning, has transformed lives and set a new standard in early years education. Explore how Alice's unique story of athletic achievement, rural life, and educational leadership has created a legacy of love, learning, and community values.

Alice Bennett MBE: Championing Rural Child Development

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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 Laing 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.

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