An overview of the scope of the role and scale at Hesley

Hesley Group provides specialist support to some of the most vulnerable adults in the UK with learning disabilities, autism and complex needs, operating in the high segment of the market. Hesley Group operates across ten services, including a Further Education provision, Mercury College. These services are located throughout South Yorkshire, North Lincolnshire and one site in North Yorkshire. Across the Group, we employ approximately 1,250 colleagues who deliver high quality, person centred support. We offer specialist residential homes, an education led transitional care pathway connected to our supported living offer and further education opportunities.

We are proud to hold 100% Good and Outstanding CQC judgements, reflecting the strength of our practice and our commitment to delivering safe, effective and compassionate care within a highly regulated environment. Operating at this scale, and within such a complex sector, requires robust leadership to maintain excellence and ensure continuous improvement. Overseeing this provision therefore involves working closely with a strong, capable leadership team who help drive the vision and uphold the standards that define Hesley Group.

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Tell me about being the CEO of Hesley Group

As Chief Executive Officer of Hesley Group, I play a pivotal role in shaping the overall direction and character of the Group. I am the custodian of the organisation’s vision and culture, and set out the strategic trajectory to ensure it is rooted in a strong-values based behavioural framework. Because the sector is fundamentally people centred, I continuously lead with a deep commitment to investing in colleagues at every level, creating an environment where values, behaviour and professional growth are aligned to deliver exceptional support.

A core element of the role involves ensuring that the organisation meets its fiscal responsibilities and operates in a financially sustainable way. I oversee long term planning, resource allocation and performance management to ensure the business remains resilient and capable of investing in its vision and mission. Alongside this, I must maintain absolute compliance with regulatory requirements. Operating in a highly regulated environment means championing safe, ethical and legally compliant practices that protect the people supported and uphold the highest sector standards.

To reinforce quality and accountability, I ensure the organisation has a fit for purpose governance structure including safeguarding, which includes establishing clear systems for oversight and continuous improvement across care and education operational activities.

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It remains relatively uncommon to see HR Directors and Chief People Officers progress into CEO roles, despite the fact that people, culture and capability sit at the heart of organisational performance and are often cited as the number one strategic challenge. Why do you think that pathway is still rare? And could you share your own journey from HRD to CEO, including the shifts in perspective and capability that the transition required?

Although organisations consistently cite people, culture and capability as their greatest strategic challenges, it remains relatively uncommon for HR Directors or Chief People Officers to progress into CEO roles. In my view, this is largely because the more traditional routes, typically via Chief Financial Officer or Chief Operating Officer positions, are still seen as the “safe” or conventional options. These roles oversee complex operational and financial domains, and historically that has aligned with board expectations of what a CEO should look like. While many CFOs and COOs are indeed exceptional leaders, I firmly believe that HR professionals are equally capable of stepping into the top job. They possess the strategic insight, organisational awareness and people centric leadership required to create the conditions for sustained success, all underpinned by a strong vision and clear leadership principles.

HR leaders work hand in glove with key senior stakeholders across an organisation, giving them a holistic understanding of what truly drives, and indeed what inhibits performance. They are immersed in culture, change, behaviour, workforce capability and the everyday realities faced by colleagues. These insights position HR professionals to identify organisational risks, anticipate barriers to growth and influence strategic direction long before issues reach a critical stage. Additionally, the ability to interpret and apply employment law transfers seamlessly into other regulatory contexts, such as those within the care sector, because it requires the same discipline, rigour and risk awareness. The skill set is far broader and more commercially relevant than is sometimes assumed.

My own journey from HR Director to CEO is a testament to how effective this pathway can be. Around six and a half years ago, I joined an organisation as its HR Director and was quickly promoted to CEO. It was, undeniably, a significant leap but I transitioned smoothly into the role and was supported. The key was immersing myself in areas where I wanted deeper knowledge, sector specific regulation, fiscal responsibility and the intricacies of quality assurance. While I already had a solid grounding, I was determined to reach a level of understanding that was not just adequate, but comprehensive. As CEO, I also took on oversight of all operations, giving me invaluable insight into what it takes to run services in a highly regulated environment day to day.

Crucially, the core capabilities that underpin successful leadership, relationship building, shaping culture, crafting a compelling vision and driving performance through people, were already well established through my HR career. This foundation allowed me to lead with clarity, authenticity and purpose from day one. While some investors and shareholders will naturally gravitate towards leaders with financial backgrounds, I firmly believe that the greatest organisational achievements often come through the power of its people. HR professionals are uniquely equipped to unlock that potential, and the sector would benefit greatly from more of them stepping confidently into CEO roles.

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I have been struck by the strength of purpose that runs through your career and your current role. How does that sense of mission motivate you personally, and how does it align with operating in a private equity-backed environment?

Throughout my career, whether in the public, third or now private sector, a consistent thread has guided every role I have taken, a fundamental commitment to making a meaningful difference for some of the most vulnerable people in the UK. Whether supporting children, young people, or adults, my purpose has always been rooted in service.   That sense of mission is deeply personal to me and it is what motivates me every day and what shapes the way I lead.

My drive has always been to serve others. Even within my own teams, I have been intentional about creating a secure base where people feel supported, valued and empowered to succeed. I take great pride in helping individuals grow, removing barriers and fostering an environment where people can operate at their best. Across my HR and leadership career, I have had the privilege of supporting colleagues through every aspect of their employment journey. Whether through culture-building, capability development or creating frameworks that enable success, my ambition has always been to improve the experience of those who work in and benefit from the organisation. Now, as CEO, that ability to impact an entire organisation, shaping its conditions for success, is what truly gets me out of bed in the morning.

Operating in different funding environments has also shaped my perspective. Each sector comes with its own constraints and expectations, and financial performance must be strong and sustainable regardless of the model, public or private equity. In a private equity backed setting, that mission-driven focus does not diminish, instead, it requires careful alignment between purpose and performance. What I have found is that being in a PE-backed environment has actually amplified my ability to make a difference. I am able to build compelling cases for additional investment, whether to open new services, improve pay and conditions for our workforce, or accelerate our growth plans. This alignment between purpose and investment strengthens our ability to enhance the quality of provision for the people we support.

At Hesley Group, this balance is crucial. The combination of a clear mission with the ability to secure investment enables us to push forward with improvements that directly benefit the individuals we serve. Ultimately, operating in a private equity-backed environment has not diluted my purpose, it has provided a platform to realise it at scale, ensuring that our services, our people and the individuals we support all have the opportunity to thrive.

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From the outside, the care sector is clearly expanding and evolving, and we see increasing interest from senior executives looking to move into it. From your perspective inside Hesley Group, how does the reality compare with that external perception?

From the outside, the care sector can appear to be an expanding and increasingly attractive field for senior executives, and while that perception has some truth to it, the reality inside the sector is far more complex. Care is an extremely demanding and challenging environment, one that requires deep resilience and a genuine sense of purpose.   It is also, however, one of the most rewarding sectors to work in. The impact you can have on the lives of vulnerable individuals is profound, and that sense of contribution is unlike anything many executives will have experienced elsewhere.

Within Hesley Group, we have faced our own challenges over recent years, as many organisations in the sector have. What sets us apart is how we’ve worked through those challenges with determination and a clear commitment to doing the right thing. We are now beginning to see the fruits of that hard work, with greater stability, stronger performance and a renewed foundation on which to grow. The resilience of our teams and the strength of our organisational culture have been instrumental in reaching this point.

We are fortunate to attract significant interest from people wanting to join us. Much of this is due to Hesley Group’s long-standing heritage, having operated for 50 years, we are a well-established provider with deep roots in the sector and in Doncaster. That longevity offers stability and continuity, particularly when combined with our track record of achieving strong quality judgements.  

For many leaders looking to enter care, that combination of history, purpose and forward momentum is a compelling proposition.

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In your previous role you achieved Investors in People Platinum status, placing the organisation in the top 6th position internationally, which is a significant leadership and cultural achievement. What were the critical shifts that enabled that outcome?

Achieving Investors in People Platinum status, and placing the organisation sixth internationally, was the result of working with an exceptional team who truly understood the importance of values led leadership. This approach was role modelled consistently from the top, giving me the foundation and mandate to focus on what mattered most, creating a culture where people genuinely felt valued, empowered and connected to our purpose. It was not an easy journey, it required persistence and a significant amount of hard work. Valuing your colleagues and wider workforce may sound simple, but doing it well demands continuous effort, listening deeply, engaging authentically, following through on commitments and breaking down resistance to change.

Being an influencing voice and a champion of cultural evolution was fundamental. We recognised our colleagues through external awards, ensured fair and competitive terms and conditions and invested heavily in learning and development to help people grow. These shifts, anchored in authenticity and a relentless focus on people were the critical drivers that enabled us to reach such an outstanding level of cultural achievement.

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As you look ahead, what would you most like your leadership to be known for?

As I look ahead, I would most like my leadership to be known for putting people at the heart of everything I do. My ambition is to be recognised as a leader who creates the very best culture, one where every individual can flourish, feel valued and have the opportunity to reach their full potential. For me, leadership is fundamentally about service, enabling others to thrive, shaping an environment where colleagues feel safe, supported and motivated, and ensuring that the people we support experience a meaningful and fulfilling life.

Equally important is being known as a leader who makes decisions rooted firmly in values rather than self interest. I want my leadership to reflect integrity, clarity of purpose and a genuine commitment to doing the right thing, even when the choices are challenging. This means standing by principles, acting with transparency, and always prioritising what is best for the organisation, its people and those we are privileged to support.

Ultimately, I hope my legacy is defined by the culture we create together, a culture that is positive and centred on human potential. If, through my leadership, I can help build services where individuals can truly live a great life and a workplace where people love to work, then I will consider that the most meaningful achievement of all.