In this episode of the Care CEO Success Stories, Adam James of Springup PR talks with Laura Taylor, CEO of Berkley Care, which operates 12 luxury care homes across eight counties in England.

Laura joined Berkley in 2021, became CEO in September 2023, and in March 2024 helped lead a management team buyout of operations from Clariane, a European health care provider.

Laura has worked in health and social care throughout her entire career and in this episode she shares the story of her life working in care and offers her advice on management buyouts drawing on her own experiences including:

• The timeframe of the management buyout and the support Laura received from different partners.

· The “significant opportunity” to take a real ownership of the business, rather than working as a senior executive team.

* How Laura delivered “challenging” management presentations to potential future investors How Berkley has grown from 6 to 12 homes during Laura’s tenure.

· Laura’s partnership with real estate investors Elevation Healthcare Properties which was about the financial benefits in terms of the acquisition and also the “cultural fit between the organisations.”

• The “terrifying and emotionally tough” process of undertaking a management buyout.

• How it was a “big risk, with big reward” strategy to be your own boss and making decisions about the future of the business.

• How it has been “extremely empowering” - and the passion Laura has about the care and support they provide residents.

• The benefits of working with a real estate investor who wants to have a good quality operator in place.

• Laura’s aspirations to grow the business and improve development opportunities and new builds to keep delivering Berkley Care across the UK.

• Tips on financing to acquire operating companies and giving confidence in revenue projections and business performance that underpin decision-making.

• Using detailed modelling to ensure your ability to repay finance and meet commitments.

• Providing executive coaching and offering a confidential sounding board for navigating challenges.

• Having a strong alignment between the management team members which reinforces focus and resilience.

• The importance of internal communication which ensures clarity and stability by explaining the reasons for the buyout and the future vision to the team.

• How Laura shifted from functional leadership to shared accountability and project-based operations.

• Developing and began implementing a growth strategy and how you should “expect an emotional journey with highs and lows.”

In this episode, of the Care CEO Success Stories podcast, host Adam James of Springup PR, interviews Larry Grady, Chief Executive of Purley Park Trust that supports adults with learning disabilities.

Larry shares insights from his extensive experience in social care, highlighting the critical difference between stated values and the behaviours that underpin them.

He emphasises that the real impact of care comes from personal interactions and the attitudes of staff rather than just the organisation's mission statement.

Larry discusses the significance of creating a culture where behaviours are continuously observed, learned from, and improved upon.

He advocates for direct engagement with staff to foster a sense of community and support.

Larry illustrates the necessity for open conversations and shared learning to enhance care quality by addressing the challenges faced in the care industry, particularly concerning staff morale and the need for continuous learning in an evolving environment.

Larry provides practical advice for care leaders on prioritising behaviours that align with values, emphasising that genuine care is not only about procedures but also about how staff connect with those they support, including:

Key Takeaways:

• Recognising the gap between stated values and actual behaviours in care organisations.

• Prioritising personal interactions in care delivery to enhance resident experiences.

• Fostering a culture of continuous learning and improvement through behaviour observation.

• Engaging directly with staff to build relationships and promote open communication.

• Addressing operational challenges by creating an environment of support and collaboration.

• Emphasising the importance of staff morale and well-being in delivering quality care.

• Learning from real-life situations to develop better practices in care delivery.

• Promoting a strategic approach to care management that aligns values with behaviours.

• Encouraging feedback from both staff and residents to inform care practices.

• Advocating for transparent communication within teams and with families to build trust.

In this episode of Care CEO Success Stories, Adam James of Springup PR talks with Nigel Denny, Chair and Chief Executive of Ashberry Healthcare, which has seven care homes across England and Wales.

Nigel joined the company in 2016 from hospitality where he worked for hotel-chain Stakkis.

Stakkis’s founder was in need of finding care for his mother and struggled to find anything appropriate so Nigel toured around 200 homes in Scotland to find suitable sites to launch some care homes.

In this episode, Nigel shares the story of his journey, the challenges he has faced and how he recovered from the setbacks to run his own care company including:

• His tour of around 200 care homes in Scotland to find suitable sites and the initial “aggressive” building programme.

• His “forward thinking” approach that saw new builds needing to be built in such a way that it would be possible to convert them into hotels if the care home sector did not work out.

• The fairly severe trouble the upstart firm faced and how they were told “the care homes would have to go” if they could not raise £50 million to buy them.

• How Nigel and four others managed to raise the funds to purchase the homes and were well supported for the next couple of years by the investors and eventually floated on the stock market.

• The sale of the business to Southern Cross, Bupa and other large operators which saw Nigel spend a few years in other sectors such as a company working with people with learning disabilities and opening veterinary practices.

• Joining Ashberry Healthcare which was “in a bit of a mess operationally and financially,” and how Nigel was asked to take on a role as Managing Director.

• The work Nigel did trying to sort out the finances and the struggles of the pandemic.

• The current situation in his homes which are all “doing exceptionally well in terms of occupancy, profitability and quality.”

• How creating a multi-home company requires many different skills from different people and how “you have to be committed to the journey ahead, with good leadership, together with good corporate knowledge or processes and procedures.”

• The importance of visiting homes regularly, to keep on top of issues, and to hear about the staff and their families.

• Providing managers a great deal of autonomy because “I trust them to run the business” and the role of managers in supporting the community.

• How his two longest serving managers had never managed a care home before but through the “Nigel Denny School of Management”, they have become award winning managers.

• Nigel’s core values of loyalty, integrity and compassion and how “you can keep everything personal and make things work.”

• Nigel’s advice on how to get into providing care from buying into a business, raising finance and thinking of the size you want it to be.

• Learning from mistakes, getting your recruitment of managers right, and supporting them properly.

In this episode, of the Care CEO Success Stories podcast, host Adam James of Springup PR, speaks with Sam Monaghan, CEO of Methodist Homes, that manages 75 care homes across England and Wales, supporting 17,000 elderly people.

Sam shares insights on enhancing the quality of care and life for residents, emphasising person-centred and relationship-centred care approaches.

He highlights the Engaging Leaders Program, which fosters a coaching style of management, empowering staff to build relationships with residents.

Sam discusses initiatives like music therapy for residents living with dementia and the role of chaplains in providing spiritual support, which became particularly significant during the pandemic.

He also emphasises the importance of inter-generational connections, such as school children reading to residents, to enrich community engagement.

The episode covers practical steps for implementing a coaching culture in organisations, focusing on the well-being of staff and promoting a supportive environment. Sam advises leaders to develop authentic, value-driven training programs that inspire staff to contribute positively to residents' lives.

He concludes with a discussion on the challenges of integrating technology in care homes, highlighting the need for a strategic approach to enhance service delivery effectively including:

Key Takeaways:

• Focusing on person-centred care and relationship-building to improve resident well-being.

• Implementing coaching leadership styles to empower staff and enhance team dynamics.

• Incorporating music therapy programs to support residents living with dementia.

• Leveraging the role of chaplains for providing spiritual support in care settings.

• Fostering inter-generational community connections, such as school visits to care homes.

• Promoting the well-being of staff as a priority for creating a positive care environment.

• Developing authentic training programs aligned with organisational values and mission.

• Encourage open communication and feedback among staff and residents.

• Utilising technology thoughtfully to enhance service delivery and resident engagement.

• Sharing success stories and best practices within the organisation to inspire continuous improvement.

In this episode of the care CEO Success Stories podcast, host Adam James of Spring PR speaks to Keith Mills, Managing Director of Davly Care, a group of four care homes in East Devon, including three rated “Outstanding” by the Care Quality Commission (CQC).

Keith, a former Royal Marine captain, shares his journey from acquiring his first care home in 1996 to building an organisation renowned for its quality of care with one of Davly's homes achieving "Outstanding" in all five inspection categories twice in a row.

Keith discusses the keys to supporting care home managers to help them achieve outstanding ratings. Central to his approach is empowering managers by providing financial and operational support, recruiting and promoting from within, and maintaining a presence in the homes to engage with staff.

He emphasises the importance of man management, ensuring that staff are happy and well-supported, which in turn ensures high-quality care for residents drawing on lessons learned from his military background which has helped his care homes thrive.

Keith also delves into the strategies he uses to turn a care home rated "Requires Improvement" into one that is "Outstanding," sharing how meticulous evidence gathering, staff empowerment, and consistent support are critical to showcasing excellence during inspections including:

Key Takeaways:

• Providing managers with the “resources and autonomy to succeed”, such as flexible budgets and promoting internal talent.

• “Meticulously” recording and showcasing examples of excellence in resident care to present to inspectors.

• Managers should focus on supporting staff, ensuring they are well-treated and motivated, which directly impacts the quality of resident care.

• Praising and publicly acknowledging staff achievements to boost morale and foster a positive working environment.

• “Encouraging and cultivating a culture where care and relationships are at the heart of everything”, including small details that make a big difference to both staff and residents.

• How effective leadership involves presenting tasks in a way that staff feel involved and empowered, “often allowing them to take ownership of ideas and solutions”.

• Developing leadership by promoting staff internally, ensuring they understand the organisation’s culture and systems.

• Allowing managers the flexibility to request resources or staff as needed, “without strict financial constraints”, fostering a culture focused on quality care.

• Ho owners should be “present and visible” in the homes regularly, engaging with staff to boost morale and ensure alignment with the organisation’s goals.

• “Aiming to meet the unique needs of each resident”, as focusing on personalised care is a key factor in achieving an outstanding rating.

• The primary role of managers should be to look after their staff, as “happy, supported staff will naturally provide better care”.

• Implementing bonus schemes to reward staff for exceptional contributions or overtime, keeping them motivated and appreciated.

• “Recognising that not all great carers make great managers”, and being willing to adjust roles to ensure effective management.

• Encouraging open praise and recognition in public spaces to dispel rumours, maintaining transparency, and promoting a positive workplace culture.

In this episode, of the Care CEO Success Stories podcast, host Adam James of Springup PR, speaks to Andrew Long, the founder of Adore Care Homes, which operates two purpose-built care homes in Yorkshire.

Andrew shares his journey in the care sector, beginning in 1996 and transitioning from estate agency to managing care facilities.

He emphasises the importance of providing high-quality, purpose-built environments that enhance the quality of life for residents.

Andrew discusses the significance of governance in care homes, outlining how effective management systems ensure both resident enjoyment and adherence to regulations.

He introduces innovative practices aimed at fostering a supportive community for residents, including staff training and development that prioritise person-centred care.

The conversation delves into the operational challenges in the care industry, including maintaining staff morale and addressing the ongoing effects of the pandemic on care delivery.

Andrew offers practical advice for aspiring care home operators, highlighting the need for a strategic approach to care management that balances compassionate resident interaction with business sustainability including:

Key Takeaways:

• Focusing on purpose-built environments to “enhance resident quality of life”.

• Emphasising strong governance and management systems in care homes to “ensure resident enjoyment”.

• Implementing staff training programs that prioritise person-centred care.

• Addressing operational challenges with a “balance of compassion and business acumen”.

• Developing “innovative practices” to foster community and resident engagement.

• Recognising the importance of maintaining staff morale in challenging times.

• Understanding the role of technology in improving care delivery.

• Encouraging continuous improvement through feedback from residents and staff

• Advocating for “transparent communication” within the care team and with families.

• Strategically approaching care management to “sustain quality and community involvement”.

In this episode off the Care CEO Success Stories podcast, Sam Hawker, managing director of AbleCare Homes discusses the significance of internal awards in enhancing workplace culture and employee motivation.

Sam provides tips on how your care provider can use the power of internal awards, including:

• Placing an emphasis on a “supportive and positive” work environment.

• The role of internal awards in recognising employee contributions and achievements.

• The differences between internal and external awards, highlighting the benefits of internal recognition.

• How the nomination and selection process for internal awards work.

• Publishing and sharing the criteria used to evaluate and select award winners, ensuring fairness and transparency.

• An overview of the annual awards ceremony and the importance of the atmosphere, venue, and key activities in creating an exciting evening.

• Notable moments and success stories from previous awards events that “exemplify the impact of recognition”.

• How internal awards contribute to increased job satisfaction and motivation among employees.

• Testimonials and feedback from staff members about the influence of receiving awards.

• Upcoming changes or enhancements to the internal awards program.

• Strategies for maintaining high levels of engagement and morale among staff.

• Tips and best practices for implementing an effective internal awards program.

• How other care organisations can tailor their recognition programs to fit their unique cultures.

In this episode of the Care CEO Success Stories podcast, Adam James from Springup PR talks to Robert Kilgour, founder in 1988 of Four Seasons Healthcare, who later founder of Renaissance Care in 2004. Renaissance Care operates 17 care home in Scotland.

Robert shares his insights on building successful care teams for multi-home care operators, highlighting the importance of effective senior management, financial and operational systems, and the use of technology.

He emphasises the need to invest in senior management ahead of acquisitions and the benefits of flexible working arrangements.

Robert also reflects on his journey in the care sector, the lessons learned, and the significance of valuing and supporting staff. He concludes with advice on avoiding common mistakes and the importance of learning from them including:

• Robert’s journey from property investment, political think tanks to social care and his drive to reform and improve the sector
• How your care provider can build successful care teams for multi-home operators.
• The importance of senior management, financial systems, and technology in creating a successful environment.
• How Robert created and retains a 12% annual staff attrition rate with only 1-2% agency staff use.
• Robert’s passion for people and property and how this helps him within the care sector.
• The essential nature of having a great senior management team in place before thinking about acquisitions.
• The importance of operational and financial management systems as well as “leveraging technology to improve care quality and efficiency,”.
• Robert’s Cluster Expansion Strategy, what is it, how it works and how you can utilise it with your care provider.
• Utilising this strategy to expand in clusters thereby minimising outliers and creating strong foundations for growth.
• The benefits of having maintenance and staff banks in close proximity.
• Building a strong company culture through valuing staff beyond pay and fostering a supportive and rewarding environment for staff.
• How flexible working arrangements, introduced in April 2022, contribute to low staff attrition rates.