Care CEO Success Stories Podcast

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Oct 2026

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The CEOs of the UK's leading care providers share their single best achievement

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October 28, 2026Episode 5819 min

What taking over a care home during Covid taught Alex Morris about leadership

Taking over a care home is challenging at the best of times. Taking the reins as a global pandemic unfolds is something altogether different. Alex Morris, owner of Alexander Care Home in Morley, Leeds, grew up around the care sector. His parents were experienced care home operators, owning a number of homes across the North of England over the years, and Alex spent time working within the family business before pursuing a career as a corporate lawyer. However, when the Covid pandemic hit in 2020 and Alex was furloughed from his legal role, he offered to step in and help his parents, who were isolating. What initially began as providing an extra pair of hands quickly saw him become immersed in the day-to-day running of the home during one of the most difficult periods the care sector has faced. In the latest episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Alex about what he learned from leading a care home through the pandemic and how the experience fundamentally changed his view of care workers and shaped his approach to leadership. In this episode, Alex shares insights including: How, at the height of the pandemic, the home experienced around one resident death a day for approximately 15 days, while at times around a third of the workforce was isolating. With food deliveries disrupted, medication difficult to obtain and external support severely limited, Alex found himself doing whatever was needed – from helping in the kitchen and cleaning to shopping for food and driving around pharmacies trying to source end-of-life medication for residents. One of his most important roles during the crisis was simply remaining positive, calm and available to his team. "I know this sounds ridiculous in a way, but a role I took upon myself was just to keep being positive, keep looking as calm as we could." Alex describes himself during this period as "a bit of a cheerleader", as well as someone staff could depend on, providing "a shoulder to cry on or a punch bag if required" while ensuring they had the practical support and resources they needed to continue caring for residents. Looking back, Alex believes one thing he might have done differently was to advocate more assertively for the home when vital services and resources were unavailable. He recalls questioning: "Where's our PPE? Where's our resources? Do you know we're not getting any food right now? Why have all the district nurse visits disappeared? Why won't a GP come here?" The experience transformed Alex's understanding of the dedication and skill of care workers. A core group of staff continued coming into work throughout the pandemic, despite the considerable risks they faced. Many of those employees remain with Alexander Care Home today and have since progressed into more senior leadership roles within the home. Although Alex had grown up around the sector, witnessing the team during Covid gave him a new appreciation of the expertise required to work in care . That experience has influenced Alex's leadership philosophy ever since, particularly how he develops and works alongside his team. His aim is to "partner with them … to create a great home and a great community for residents ." Looking to the future of social care, Alex believes the debate should focus less on different ownership models and more on creating properly funded organisations where people can build meaningful careers. "Do you have a management and leadership structure which allows people to work in care as a proper career in a well-funded environment?" For Alex, funding needs to enable providers to deliver as much value as possible back to residents while also ensuring care workers receive a fair share and are properly recognised for their skills and contribution.

October 26, 2026Episode 5729 min

How (as a care home owner) I Encourage Young People To Work In Care

Attracting the next generation into social care remains one of the sector's biggest challenges – but are care providers doing enough to show young people what a career in care can offer? Les Latchman, partner and care manager of Radnor House Care Home in Birmingham, believes providers have a responsibility to actively engage with young people and give them meaningful opportunities to experience care first-hand. For decades, Radnor House has worked with schools, colleges and universities to give young people meaningful experience of working in care. Students are welcomed into the home for placements that offer a genuine insight into the sector – with some later returning to join the team. In this episode, Les shares insights including: Why care providers need to take responsibility for attracting young people into the sector. Les believes providers cannot simply wait for the next generation to discover social care. "We need to be collectively responsible for attracting new people into the sector." The value of engaging with young people before they have chosen their career path. Radnor House initially approached local schools and spoke to students about the workplace, using the opportunity to introduce care as a potential career. How to make student placements meaningful. Rather than simply asking students to make tea or spend time chatting with residents, Radnor House introduces them to the realities of the job, including staff handovers and care planning. "If you set it up correctly, if you make it meaningful for people, and if you're serious about what you're doing, then the students will take it seriously." Why residents and team members need to be part of the process. Successful placements require preparation and buy-in across the home. "You have to have the consent of the residents and the blessings of your staff in order to make placements work." How placements can support recruitment. Radnor House has employed several students following their placements, and some social work students have asked to continue working at the home at weekends while completing their university studies. Why students should never be viewed as extra staffing. Students at Radnor House are supernumerary and work alongside the existing team with support and guidance. Les stresses that placements require an investment of time if providers want students to gain meaningful experience. The importance of helping students reflect on what they experience. Les encourages providers to sit down with students and help them recognise the learning within everyday situations. "You need to be doing some reflective work… drawing the learning together with them." Why providers shouldn't be afraid to start small. Radnor House began by approaching Les's former school before developing relationships with other schools, colleges and universities. Today, the home regularly takes students from four schools .

September 1, 2026Episode 5630 min

Why Activities Must Take Centre Stage In Dementia Care

Activities in care homes have traditionally been viewed as an added extra – something to enhance residents' days alongside the 'real' work of care. But according to Johann van Zyl, co-founder of specialist dementia nursing home provider Fortava Healthcare , that mindset is outdated. Johann brings a wealth of leadership experience to Fortava Healthcare, having founded Cornerstone Healthcare in 2018 and previously served as CEO of specialist care provider PJ Care. Since launching in June 2025, Fortava has grown from two homes to five. Making a return appearance on the latest episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Johann about why activity programmes should sit at the very heart of dementia care delivery . At Fortava , activities are no longer viewed as a standalone department. Instead, they are embedded into the overall care model, with specialist expertise helping to shape programmes that support residents' wellbeing, cognition , and quality of life. In this episode, Johann shares insights on how a more therapeutic, data-driven approach is helping Fortava improve outcomes for residents while supporting the rapid growth of the business, including: Why a ctivities need to be based on cognitive stimulation therapy rather than occasional entertainment. Fortava has introduced a 'Therapeutic Outcome Lead' role to strengthen this approach and ensure activities are evidence-based. Fortava has developed its own platform, Fortava Living, which tracks resident engagement alongside key wellbeing indicators. Data is collected on activities, sleep, nutrition, weight changes and falls. The information helps teams identify what is having a positive impact on residents. T echnology should support better decision-making rather than replace human interaction, helping providers build a clearer picture of each resident's needs and responses. One of Johann's strongest messages is around changing the language used in dementia care. "We make a mistake when we say residents with dementia are challenging. They're not challenging, we just don't understand them." Behaviour is often a form of communication. Aggression, distress or withdrawal may be linked to pain, discomfort or unmet needs. Providers should focus on understanding the cause rather than simply managing the symptoms. Therapeutic approaches can reduce medication use and the Fortava model is already producing measurable results. One home has achieved a 50% reduction in antipsychotic medication use. Technology is enabling staff to monitor residents more effectively while maintaining dignity and independence. T hese improvements demonstrate the impact meaningful engagement can have on residents' overall wellbeing, improving nutrition, sleep quality and reducing falls. Rather than relying solely on an activities team, Fortava encourages all staff to contribute to therapeutic outcomes. As dementia diagnoses continue to rise, he believes providers that place meaningful engagement at the centre of care will be best positioned to deliver both exceptional care and sustainable growth.

July 9, 2026Episode 5538 min

The 50-year Plan for my care home group

In this episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Michael Butcher, Finance Director of Blackadder Corporation Limited, a family-run group of six care homes across the Midlands. As a chartered accountant and self-described " data geek " , Michael leads the bu siness side of the organisation — overseeing everything from finance and HR to IT and governance — while helping shape the long-term direction of a care group built on family values and a commitment to sustainable care. Blackadder has been operating for ne arly 30 years, beginning with the purchase of its first care home in 1997. Today, the group provides complex dementia, residential and nursing care across six homes, with 211 beds and around 275 team members. As a second-generation family business, Michael brings a different perspective to leadership — one that is shaped not by short-term investment cycles or exit strategies, but by what the next generation will inherit and how the organisation can continue serving communities decades from now. For Michael, that long-term thinking means asking difficult questions now — from workforce shortages and changing demographics to funding pressures and the future structure of social care. He believes providers need to think far beyond today ' s operational challenges a nd start preparing for what care, employment and commissioning may realistically look like over the next 20, 30 and even 50 years. At the centre of Michael ' s approach is the belief that care is one of the most resilient and important sectors in society — b ut only if providers are prepared to adapt. From AI and workforce planning to social care funding and investment models, he shares a thoughtful and candid perspective on the challenges ahead and why care providers need to build with future generations in m ind. In this episode, Michael explains why long-term planning matters in care, what providers should be thinking about now, and the challenges and opportunities shaping the future of the sector, including: Why family-run providers can think differently. " W e don ' t think about the next funding round — we think about what the next generation is going to inherit. " The importance of planning 10, 20 and 50 years ahead — not just reacting to this year ' s challenges. Why declining birth rates could become one of the sector ' s biggest long-term workforce pressures. How demographic change will impact care funding, staffing and service delivery over the coming decades. Why recruitment and retention will increasingly depend on becoming an employer people actively want to work for. How AI is already supporting care through reviewing care plans and identifying inconsistencies faster than manual review. Why technology may replace some roles — but also create new workforce opportunities for care. The need to position care as a professional, rewarding long-term career. " No one is ever ' just ' a carer . " How long-term thinking influences investment decisions and allows providers to make decisions others might avoid. Why Michael believes the traditional residential care model is cha nging, with more focus on complexity, specialist care and different models of support. The rise of more fragmented support services and why personal assistant-style care could become more common. The challenge of social care funding and why the system rema ins politically difficult to reform. Why the majority of society is likely to be touched by care in some form over the next 20 years — as a provider, family member or service user. Concerns around future sustainability in the sector and why financial scrut iny of ownership and investment models matters. The pressures providers are managing right now — including occupancy recovery, rising employment costs and increasing operational overheads. Why Michael remains deeply optimistic about care and its future. " I t ' s an amazing sector. " Why he encourages more people to get involved now: " No two days are the same — and almost every role in care is AI-proof. "

July 6, 2026Episode 5442 min

What I Learned From Buying and Selling Five Care Homes

In this episode of the Care CEO Success Stories podcast, host Adam James of Springup PR speaks with Peter McGailey , founder and director of CPM Care , a multi-home care group and director of The Care Guys, a consultancy supporting providers with acquisitions, operations, and growth strategy across the care sector. Peter ' s journey into care began in 2003, when he and his wife Claire — then a nurse — took a bold leap from careers in policing and healthcare to purcha se their first care home with a 95% loan-to-value deal. What followed was a baptism of fire, learning every aspect of the sector from compliance and staffing to cash flow and inspections, long before the era of digital systems and shared best practice. Ove r time, Peter scaled from a single home to a group of four, acquiring underperforming assets, turning them around, and building a reputation for high occupancy and strong operational performance. After years of growth, he navigated the complex and often em otional process of exiting the group — facing failed deals, difficult negotiations, and ultimately completing multiple sales across a structured exit strategy. Now working as a consultant, Peter shares the hard-earned lessons from buying, operating, scaling, and selling care homes — offering a candid view on risk, finance, compliance, and what it really takes to build a sustainable care business in today ' s environment. In this episode, Peter explains what he learned from buying and selling multiple care homes, the realities of scaling a group, and the key mistakes to avoid, including: How he entered the sector with a high-risk first acquisition. " We remortgaged our bungalow, used a credit card, and took a 95% loan — it was a huge leap. " Why early success came fr om learning on the job. " It was a baptism of fire — there was no internet, no playbook, and no one to ask. " Turning around struggling homes by looking beneath the surface. " On paper it looked like a compliance issue — in reality, it was lack of investment and leadership. " How to grow through opportunistic acquisitions. " Some of the best deals were off-market and required quick, confident decisions. " The importance of occupancy as the foundation of financial stability. " We ran at around 99% occupancy — that ' s what sustained the business. " Why financial modelling must go beyond best-case scenarios. " Stress test everything — interest rates, occupancy drops, rising costs — or your model won ' t hold. " The reality of shrinking margins in care. " We went from 30 – 35% Earnings Before Interest, Taxes, Depreciation, and Amortization down to 12 – 15% — and that ' s market pressure, not poor performance. " The hidden risks that can destroy value. " A fire compliance issue can cost hundreds of thousands — and you won ' t always see it in due diligence. " Navigating the emotional and practical challenges of selling. " You ' re not just selling a business — you ' re selling something you ' ve lived and breathed for years. " Why selling as a group didn ' t work — and breaking it up did. " We had in terest, but low offers — selling individually created real momentum. " The frustration of failed deals at the final stage. " We had a buyer pull out on the day of completion — after months of work. " The importance of choosing the right lender. " Our biggest mistake was working with a bank that didn ' t understand care. " Why specialist advice is essential in acquisitions. " The devil is in the detail — what looks compliant on paper can cost you massively later." The ethical responsibility behind financial decisio ns. " If a care home fails, residents suffer — this isn ' t just a business risk. " What he would do differently today. " I ' d only buy future-proofed homes — 30+ beds, energy efficient, and built for modern expectations. " Why he would still do it all again. " It ' s challenging, but incredibly rewarding — I absolutely loved the journey. "

April 17, 2026Episode 5334 min

"You're not bothering people — they've asked for help" – how I learnt to best handle enquiries to my care homes

In this episode of the Care CEO Success Stories Podcast, host Adam James of Springup PR speaks with Adam Welsh, CEO and Founder of Autograph Care Group (which operates four homes across the North-West and Yorkshire) Adam shares his practical and human approach to enquiry management in care homes. After launching Autograph Care Group in 2019, Adam and his team navigated the same challenges many providers have faced — from COVID pressures to occupancy dips and operational strain. But rather than focusing solely on generating more enquiries, Adam recognised a more fundamental issue: what happens after the enquiry. Through a structured, data-led approach, the group rebuilt its entire enquiry journey — transforming occupancy from the 70% into >90%. At the heart of Adam's philosophy is a simple but often overlooked truth: "The first phone call is the one families don't want to make." With around 80% of enquiries coming via phone, he emphasises that every interaction must be handled with empathy, patience and genuine intent to help — not rushed, transactional responses. This mindset shift reframes enquiry handling from an administrative task into a critical moment of care delivery in itself. One of the most impactful changes has been the creation of a dedicated enquiry role — allowing the team to respond faster, listen properly, and guide families through what is often a complex and emotional decision-making process. Combined with clear processes, simple scripts, consistent follow-up, and better use of technology, the result is a more supportive experience for families — and significantly improved commercial outcomes. In this episode, Adam shares how care home providers can rethink enquiry management as both a human and operational system — and why getting this right can transform both occupancy and reputation including: Why "the phone call you don't want to make" should shape your entire enquiry approach. How mapping the full enquiry journey — from Google search to move-in — creates clarity and control. The hidden cost of missed calls, rushed conversations, and inconsistent responses. Why most enquiry handling fails not because of people — but because teams lack the tools and training. How introducing simple scripts and templates can "make it easy to deliver a great conversation". The impact of creating a dedicated enquiry role to remove competing priorities. How faster response times and structured follow-up dramatically improve conversion. Why "you're not bothering people — they've asked for help" reframes the follow-up mindset. The importance of ongoing, value-led follow-up — from newsletters to personalised check-ins. How tailoring communication based on family needs builds trust and long-term engagement. Why preparation and personalisation during show-arounds can make or break decisions. The role of measurement and data in driving continuous improvement. A powerful lesson: "Don't assume things are happening — verify and structure the process". How better enquiry handling alone helped drive occupancy from ~80% to over 90%

January 10, 2026Episode 5222 min

Why A Training Academy Is Vital For Your Care Home Provider

In this episode of the Care CEO Success Stories podcast, Adam James of Springup PR talks with Nitesh Somani, founder and CEO of Kara Healthcare , which run 13 homes with 700 employees With over 13 years' experience in care, Nitesh has overseen an 18-month period of accelerated growth — including the acquisition and turnaround of eight homes in a single year, six of which were rescued from administration. For Nitesh, success isn't measured purely in numbers — it's defined by purpose, people, and progress, and the belief that culture cannot be imposed; it must be inspired. This conviction led to the creation of the Kara Training Academy, an initiative designed to empower every member of staff through skill development and shared belief. The Kara Training Academy goes beyond mandatory care training to embed a culture of optimism, empowerment, and commercial understanding because Nitesh believes that care quality and financial performance are inseparable — "two sides of the same coin." In this episode, Nitesh explains how he created this training academy, the benefits it could have to your care provider and what he has learned along the way, including: How eight homes were acquired and turned around in just one year. The birth of the Kara Training Academy, a bold initiative built around culture, not compliance because, "culture isn't taught or imposed — it's inspired" The importance of training and belief as the foundation for performance because "when you invest in skills, you invest in confidence… and when you invest in your people, you invest in success." Why learning and opportunity matter more than salary because, "you don't keep people by paying them — you keep them by believing in them." How culture as the driver of occupancy and the most effective marketing tool is the feeling inside your homes. "When your team believes in what they do, families feel it when they walk through the door." Redefining what it means to succeed in care. "Success isn't just about profit — it's about purpose." Why training that includes everyone empowers the whole team from managers to maintenance. How moving from performance management to people empowerment drives perfomance and lifts the whole team. The importance of 'Care and Share with the CEO,' a weekly open forum for accountability and connection. "Anybody can join and hold me accountable — and we'll resolve issues within 24 hours. Turning contagious negativity into contagious optimism. "In care, negativity spreads — but so does optimism. Positivity creates progress. How quality drives trust, and trust drives financial health. "Excellent care leads to trust. Trust drives occupancy. Occupancy sustains financial health. Learning from high-performing staff and outside experts alike. "A great housekeeper trains others — and we also bring in external expertise. How belief and consistency power Kara's turnaround success. "With courage and consistency, the impossible becomes inevitable. The single idea that guides every decision is, "People forget what you said or did — but never how you made them feel. Why every provider should invest in training and belief. "Don't be afraid — the return on investment in training is always greater than the cost.

November 13, 2025Episode 5128 min

How and when to centralise your care home operations team

In this episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Dr. Bikram Choudary , Managing Director of Silvercrest Care Homes , who operate five care homes across South Wales. His journey into the care sector is rooted in his family, as his parents established the first purpose -built care home in the Rhondda Valleys, which remains part of the Silvercrest group today. While his family built the foundation, Dr. Choudary forged a career as a GP with a specialist interest in cardiology, having studied medicine and trained in cardiac surgery before returning to South Wales. He initially took over the running of the first home, navigating a steep learning curve and admitting to "plenty of mistakes" in the process. His hands-on experience quickly led to a period of rapid expansion for the group. Between 2016 and 2018, Dr. Choudary grew the company from a single home to five, including taking on distressed homes that required turnarounds. This quick expansion and the increasing demands of managing a five-home group, combined with his on going commitment as a full-time GP, made it clear a new operational model was necessary. Recognizing he was "quite time limited," Dr. Choudary made the strategic decision to centralise Silvercrest's operations, moving from a system of reliance on home man agers and outside support to building a dedicated, in-house head office structure. In this episode, Bikram shares what he learned through this process including: The Origins of Silvercrest Care Homes, and how Dr. Choudary's parents built the first home. The d octor -CEO balancing act and how Dr. Choudary juggles his career as a full-time GP and his role as CEO of five care homes. Rapid expansion in c are , the "steep learning curve" and mistakes made when growing from 1 to 5 care homes in a short space of time. The key drivers for centralising operations to "improve oversight and clinical governance," How he built his central support team—starting with an operations director and a finance lead—to now a staff of 8 or 9 people. An honest look at the risks of promotion from within, where you "can promote to failure" and potentially lose a good staff member. How bringing services like HR, maintenance, and compliance in-house led to "efficiency savings" and the successful, cost-effective refit of a whole kitc hen. An "eye opening experience" about a poor operations director, stressing that "you won't know until you ask the question" of staff lower down in the organisation . Why Dr. Choudary became quicker to act on performance issues, recognising that "if some one's blaming someone else, that's a... red flag." Why the ethos in your home and culture is driven from the top. "If you're saying this person's a problem, you've got to take responsibility as manager for that problem." Why blaming external factors is " not helpful" because you are "disempowering yourself to make any changes." Why "you can't get good compliance and good quality care unless you got consistency of management." The recruitment process, and why "they can answer the questions, but they can't actually do the job." When an operator should consider central support, suggesting that for someone with another role, "about three homes I would have thought would be a time." The crucial lesson from an earlier manager struggle when Dr. Choudary "wasn' t quick enough to act at that time," but when he did, "things changed around quite quickly."

October 6, 2025Episode 5027 min

How I Mentor And Recruit And Retain Care Home Managers

In this episode of the Care CEO Success Stories podcast, ho st Adam James of Springup PR talks with Harry Surdhar , co-founder of three nursing and dementia care homes, a journey he began in 2001. His career in the care sector spans over 24 years, and is currently in the process of building a fourth care home. Harry's unique approach to his business is centred on the belief that a successful care hom e is built on a foundation of compassionate, well-trained staff, and that a strong internal culture is the key to longevity and reputation. H e prioritises quality of care above all else, see ing profit as a natural consequence of exceptional service rather than the primary goal. Harry is a strong advocate for recruiting individuals at a junior level and nurturing their potential through a process of organic growth. He doesn't prioritise academ ic qualifications but instead looks for core human qualities like caring, compassion, and empathy. His belief is that the necessary skills can be taught, but a person's fundamental character is what truly makes them an asset. Harry views his role as a lea der who serves his people, providing them with the tools and support they need to succeed. This ethos has resulted in remarkable staff retention, with some of his managers being with the company for a significant portion of his 24-year tenure with one 73-y ear-old former manager who is still with the company, now serving as an internal auditor. In this episode, Harry shares the secrets to hiring and retaining care home managers based on his long journey in care and years of experience including: Why his r ecruitment process doesn't prioritize "any to higher academic qualifications," focusing instead on "what the person has from a human perspective." How he identifies potential in employees and fosters "organic growth," ensuring they understand the business from the ground up. The philosophy that his "core responsibility is to serve my people," acting as their leader to help them grow. The "very, very successful part of business" is recruiting from a junior level and developing staff internally. Why "there is no substitute to what I call practical experience," and how he uses conversations, not formal interviews, to gauge a candidate's humanity. The reason he's "not really interested at that stage in the person's care experiences," and is more interested in them "as a human." Why he invests in his team, paying for qualifications to "ensure that we get the best" by investing in them. The story of his first manager, now 73 and still with the company, who was "willing to continue" and was transitioned into a new role as an "internal auditor." How weekly meetings with his managers serve to "empower them" and ensure they have the "necessary tools to ensure that what to expect from them that they can deliver." Why he values being "democratic" and "willing to li sten and adapt to ideas" from his team. How his business strategy "never relied on just the first level of managers," and why he trains people to pass on leadership qualities to those below them. His perspective that "if somebody hasn't made a mistake, I think they haven't got something right either." The mistakes he made early on by bringing "co-founders on board who I felt were simply there for one reason, which was profit." Why the "profit revenue takes care of itself" if you don't compromise on serv ice or product. The conviction that the "success of this business is not how many percentage of profits you make," but is "based on your reputation," which is built on your people.

September 29, 2025Episode 4921 min

What I've Learned About Recruitment And Retention From 26 years In Care

Amar Ma rjara is the CEO of Peterborough Care , a family -run care group operating five care homes in and around Peterborough. His journey in care began in 1999 when he stepped into the business founded by his mother, Sumeet Marjara , a former NHS nurse and one of the early pioneers of private elderly care. Inspired by her ethos and commitment, Amar has carried that legacy forward, evolving the company while staying tru e to its values. Under Amar ' s leadership, Peterborough Care has achieved exceptional staff retention, with his shortest-serving manager having been with the company for ten years, and many team members beginning their careers as domestic assistants befor e progressing to leadership roles. His approach centres on nurturing staff who genuinely care about older people, believing that everything else can be taught. But empathy must come from within. Amar maintains a hands-on leadership style, often working d irectly in the homes and mentoring managers and frontline staff. He strongly believes in presence, listening, and mutual respect as the backbone of strong care delivery and has minimised recruitment agency use to just 0.2%. He remains personally involved in recruitme nt and induction processes, ensuring new team members align with the care home's ethos, and in this episode, Amar discusses what he has learned about recruitment including: W hy empathy is n on- negotiable, because, "you can teach someone to be competent. Yo u can ' t teach them to care. " The importance of consistency in c are teams as "without the people that deliver the care, we can ' t set out to do what we want to do. " How Amar has achieved exceptional retention metrics with his shortest serving manager ha vin g been with the company for ten years. How Amar has minimised recruitment agency use to 0.2% . How Amar, "hires for heart, not just skill," and the importance of meeting candidates face to face. Developing talent from within with three managers having started as domestic assistants, and one now running an Outstanding-rated home. Empowering managers while remaining accessible, giving them, "complete autonomy—but they know they can call me anytime. And they do. Daily. " Why, "being present isn ' t a formula. But it gives people reassurance, and that ' s everything. " Creating emotional safety through not treating questions as annoyances because, "you ' re dealing with people ' s lives. " Onboarding that e mbeds c ulture through, "passing on our ethos and philosophy. " The impact of pay incentive s and why ethos and philosophy matter more. Creating loyalty beyond pay because, "there are probably better paid jobs out there. But our managers aren ' t looking. " Mentoring thro ugh listening and developing a culture where leaders care about their teams, not just manage them. Creating a culture of challenge and feedback because, "some of our best systems came from being challenged by our own team. "