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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From her early days as a teacher to her current role,&nbsp;<a href="https://www.linkedin.com/in/marie-cunliffe-93874b202?originalSubdomain=uk">Marie Cunliffe</a>, Director at Ever Evolving, has navigated numerous challenges and changes, always with an eye on growth and evolution.“I started as a teacher as soon as I finished university,” she recalls. After earning a BA Honours in Primary Education, she found herself pregnant with her daughter the same year. Despite this, she managed to secure a job, becoming the first in her graduating class to do so.Her first role was at an all-boys EBSD residential school in Congleton, where she served as the Maths and English lead. “They would bring boys out of the city and the countryside and we would teach them in a way that was wholesome and holistic to support their emotional needs,” she explains. After eight years, she ascended to the role of Assistant Head.Marie’s journey then took her back to her hometown of Saint Helens, where she worked at a special needs school called Mill Green. Over the next eight years, she rose to Middle Leadership and served as Careers Leader. It was during this time that she began to dream of setting up <a href="https://www.ever-evolving.org.uk/">‘Ever Evolving’</a>, having identified a gap in provision for adults and children.“The key challenges for me were setting everything up by myself and finding the right people with the same ethos, vision, and values,” she admits. Without a business coach or a sounding board, Marie relied on her passion and belief in her vision. “I believe that through my education background of being a teacher that I needed solid systems and procedures,” she says.From a Good Heart Comes Good CareSuch experiences though, have made Marie a leader who believes in the power of heart and vision. Her approach to leadership is rooted in her own experiences and values, and she has a unique perspective on what makes an ideal leader.“I was always keen on ensuring good compensation, but it’s also about their heart and their approach,” she explains. “We have our own training company. So if you come with the right personality and the caring nature, we can provide you with all the necessary training.”This recruitment approach involves potential staff volunteering for a few days. “We see if they gel as a team and how they fit with our dynamics. From a good heart, you get good care,” she says.Marie is equally committed to supporting her staff in their roles. “We have staff well-being sessions every Wednesday where I pay for therapists to come in and support staff,” she says. She also believes in the importance of work-life balance, allowing staff time off for important family events. Amidst this, Marie also does coaching and mentoring, asking staff to observe how she deals with certain behaviours and management strategies. Marie is evidently a hands-on leader, willing to lead by example. “I can still do the day-to-day tasks that a support worker would do,” she says. “I always call it being on the shop floor. You get a realistic view of what it’s like.”Now, her expertise is sought after, “we’re being outsourced. Others are asking us to train them,” she says. This includes working with a local netball team on inclusion, building a bespoke package for them so that they can be more inclusive as a sport for special needs children in the area.A Community PillarMarie is not just a leader within her company, but also a pillar in her community. Her vision for Ever Evolving extends into the heart of the community it serves. “We do lots of things for charity and the community, like bags for the homeless and voluntary work,” Marie explains. The company’s focus is on happiness and inclusion, being part of the community, and collaborating with parents and families for the best outcomes for their service users. “We provide inclusion at its finest,” she says. “This means adults and children with additional needs living their best lives.” The company offers a range of activities, from adaptive boxing to mixed martial arts, tennis, gym, and swimming. “We’ll adapt it, we’ll differentiate it. We’ll use our skills, talents and resources to ensure that the barriers are brought down.”Marie’s role at Ever Evolving has also allowed her to be part of the Community Action group, working with Merseyside Police to collect data and look at what’s going on in the area. She is also a chairperson on the steering committee working with the charity called Right to Succeed, focusing on her area of Saint Helens.“Being in this position has allowed me to support the community even further,” she says. Ever Evolving has won a host of awards since it opened, including Equality and Diversity in 2001, Entrepreneur of the Year in 2022, and Scale Up Business of the Year last year. “We’ve won an award every year that we’ve been open,” Marie rounds off.Marie’s commitment to her community is clear. “I am very proud to be from Saint Helens and if I can do anything to support that, I will,” she says. “Being part of this project is a privilege for me. I’ve pledged my time to that project now and I will give 100% to help steer it in the direction that Right to Succeed wants to steer it in.”Alongside her communal efforts, the Ever Evolving Director also has a clear vision for policy makers. Her advice is rooted in her experience and the realities she sees every day in her work.“Collaboration is key,” she says. “I have ideas that I would like to discuss further with the local authority about having a collaborative social care hub in the future.” She believes that by streamlining services and setting up robust policies and procedures, support could be given in a more cost-efficient and effective way.Marie’s vision includes a hub in Saint Helens where people can come along, chat, get the help they need, and be directed in the right direction. “The numbers are only going to increase in the future,” she warns.Her second piece of advice for policy makers is to be proactive rather than reactive. “We need to have a plan,” she says. “These plans don’t happen overnight. Informing the community of where the plan is going and not keeping it in house is key,” she adds.When she talks about community collaboration and being a successful leader, she speaks from experience. “I know because I’m part of it,” she says. She is prepared to have those conversations with people and say what level of support is needed and what needs to be done.A Legacy in the MakingMarie’s long term goals are as ambitious as they are compassionate. She sees herself not just effecting change in her town, but also expanding her influence to a broader scale. “I want to do things on a large scale,” she says, indicating her plans to work with Salford University and other institutions.She believes in the power of education and the synergy between business acumen and a caring heart. “You can have a heart and you can have a successful business,” she asserts. Her future plans involve being part of bigger projects and possibly even franchising across the Northwest and the country.Marie is confident in the policies and procedures she has set up, seeing them as a blueprint for success that can be replicated to improve outcomes for more people with additional needs. But her ambitions don’t stop there. Marie even contemplates a foray into politics, recognising the potential to effect change on a larger scale. “Somebody having a real understanding of what’s needed and also the academic prowess to put that in action is vital,” she says.Reflecting on her journey so far, Marie is proud of what she has achieved. From starting with three service users in April 2021, she now has late service users and employs 35 staff. “That just shows the growth,” she says. “I can’t believe I’m here with that.”</div>

Marie Cunliffe, Director of Ever Evolving, has a leadership style rooted in heart and vision. Explore Ever Evolving's commitment to the Saint Helen community, offering inclusive services and winning accolades for their dedication. With a vision for collaborative social care and expansion, Marie's legacy extends beyond business, aiming to effect positive change on a larger scale. 

Marie Cunliffe: Mastering Growth, Inclusion, and Community Efforts

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/mark-burns">Mark Burns</a>, the Managing Director of Hair Development, wasn’t always a hair expert.&nbsp;“After leaving school I went straight into Barclays Bank,” he recalls. The banking sector, with its promise of job security, seemed an appealing choice for a young school leaver.Burns spent 19 years at Barclays, working in their head office doing fraud investigations. “It was back when cheques were big,” he explains. However, as cheques began to die out, Burns found himself at a crossroads.“I started dabbling in DJing back in the early 90s and enjoyed it, so I did it alongside work. I was doing three days in Barclays and three days in nightclubs,” he shares. When Barclays offered redundancy packages, Burns saw it as an opportunity to pursue his passion for DJing full time.Alongside DJing, his entrepreneurial spirit led him to part-time courier driving, where he bought his own van and eventually expanded to owning five vans, renting out four to other drivers. However, a harsh reality check came when three of the vans got stolen, all with the keys left in them by the drivers.Around the same time, Burns’ uncle Stan approached him with a job offer. “Hair Development was looking for a new manager,” Burns recounts. Despite his initial reluctance, Burns’ wife joined the company and convinced him of its potential. “It’s a serious business,” she told him.In 2010, Burns joined <a href="https://hair-development.com/">Hair Development</a>, the UK's oldest hair extension and replacement organisation, bringing with him a wealth of experience from his diverse professional background. “I think because I left school with the basics and then through working at Barclays, I have a good insight into how corporations work, treat their stuff, and run their business,” he reflects.At Hair Development, Burns has focused on bringing more structure to the family business, improving relations with staff and clients, and reinvesting. As he puts it, “We had to make ourselves appealing rather than being the only person that could supply clients with their services.”Challenges and Trends: A Closer Look at Hair DevelopmentMark is no stranger to the challenges and trends shaping the hair industry. “We’re in a good position where we have a retail sale in London as well as supplying the wholesale business with laser machines and non-surgical hair replacement systems,” he explains, highlighting the company’s unique dual-market approach.Hair Development caters to a broad clientele, from individuals undergoing chemotherapy to young men beginning to experience hair loss, for which the company offers innovative solutions such as laser packages. However, Burns notes a significant shift. “The biggest thing I’ve noticed is the clientele is getting younger,” he observes, adding that more people in their early 20s are becoming conscious of hair loss.The COVID-19 pandemic has also impacted their client base, with many women experiencing hair thinning due to long COVID stress. “The clientele base is growing for us and people are definitely looking at ways to better themselves,” he says.The pandemic, however, posed significant challenges for Hair Development. With lockdowns in place, the company faced difficulties in manufacturing their hair replacement systems. Inventory levels took a hit, but have since started returning to pre-COVID numbers.Hair Development also adapted to the changing circumstances. During the first lockdown, they conducted video calls with clients for reassurance and guidance. In the second lockdown, they were able to open with medical exemption, albeit with restrictions.Leadership and Ethics: The Guiding Principles of Hair DevelopmentMark also shares his insights on what it means to be an effective leader in the hair industry. “You have to be a good leader outwardly. So what other businesses see and inwardly how you treat the staff and the opportunities that you can give them,” he explains.Burns emphasises the importance of nurturing the skills and potential of his staff. “We’ve developed education programmes now where we can train other people, other barbers, other hairdressers, how to do hair replacement,” he says. This initiative not only enhances the skills of their staff but also empowers them to become educators.Hair Development’s commitment to ethical practices is another cornerstone of its leadership approach. Burns notes, “There’s a lot of people that just import and cut corners. But we try to lead the way by reassuring businesses.”The company’s reputation as a reliable and consistent brand in the industry exceeds itself. Burns proudly states, “We’ve been around 50 years. There’s no one who can compare with it in this industry.” While acknowledging the influence of branding and celebrity endorsements in the industry, Burns maintains that the focus should be on the health aspects and personal care that the industry provides. The Future of Hair DevelopmentBurns has a clear vision for the legacy he wants to leave behind. “It’s to be the most ethical supplier and source of hair replacement,” he states, underlining his commitment to ethical business practices.Burns is also mindful of the future and the need for succession planning. “We’re not going anywhere anytime soon, and I want to encourage the staff in the business to take over some of the roles,” he shares.His vision for Hair Development extends beyond his personal involvement. He wants the company to continue being a leader in the industry. “Hair Development has always been a leader in this industry for 50 years and I want to be there for the next 50 years,” he affirms.</div>

Mark Burns went from banking to DJing, to becoming the Managing Director of Hair Development. Explore his insights into industry challenges, trends, leadership principles, and the future of ethical hair replacement. Dive into the story of a business leader with a vision for innovation and longevity.

Mark Burns: From Banking and Nightclubs to Leading Hair Development

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Lee Bovell, Manager at <a href="https://www.elysiumhealthcare.co.uk/">Elysium Care</a>, has a career marked by a steady ascent through the ranks of healthcare management, encapsulates a tale of commitment to service and personal growth.“It all started with Lycium,” Lee recalls, reflecting on the early days before the merger that would bring his journey under the Elysium Healthcare umbrella. “Back then, our company was a private entity known as London Care Partnership. I joined as a support worker, eager to make a difference.”His dedication did not go unnoticed, and soon, Lee found himself climbing the ladder and transitioning to leadership, “I was promoted to a senior team leader, and in April 2019, I took on the role of home manager at London Care Partnership.”The end of 2019 brought significant change as Elysium acquired London Care Partnership. Despite the transition, Lee continued to work at the same service, now as a registered home manager, a position he holds to this day.Lee’s current role involves overseeing a residential care home for nine service users with diverse needs, including learning disabilities, autism, and Down's Syndrome. “They are young adults, aged between 25 and 30,” he notes, emphasising the importance of tailored care.With over 20 staff members, including three seniors and a deputy manager, Lee ensures that both service users and staff are well looked after. “Running the service means making sure everything operates smoothly, from the well-being of our residents to the management of the house itself.”Reflecting on his skillset, Lee acknowledges the growth he’s experienced, “I completed my level 5 in healthcare while managing the service. Before that, I didn’t have any formal management qualifications.” His previous role as a housing officer provided him with valuable experience in supporting residents and managing various aspects of their lives, from well-being to domestic issues.Overcoming Challenges and Fostering CommunityLee’s tenure as Manager has not been without its challenges, particularly during the unprecedented times of the pandemic. “The real challenge for me was during the pandemic,” Lee shares. “Ensuring that we were following the guidance, while making sure that the staff were heard and listened to, was very challenging.”The pandemic tested Lee’s management skills and emotional intelligence. He had to balance the safety protocols with the concerns and opinions of his staff regarding vaccinations and PPE. “It put me in an environment where I had to reflect on my own morals,” he admits. But through the hardship, Lee believes these experiences have enhanced his leadership skills. “It’s something that has made me stronger,” he asserts. Beyond the walls of the care home, Lee emphasises the importance of community involvement and awareness. “Ensuring that the service users are amongst the community and involved in community activities is very important to me,” he says. Lee has witnessed a positive shift in public perception over the years, attributing it to increased visibility and understanding of individuals with learning disabilities as a result of initiatives at Elysium. From attending college to gaining work experience at places like Sainsbury’s, the residents are actively participating in society. “It’s not just about coming to work and being paid,” Lee explains. “We are looking after individuals that we want to provide the best possible future outcome for.”Challenges in the Care Sector: A Reflection by Lee BovellLee also speaks candidly about the undervaluation of the care sector. “It’s overlooked,” he states, expressing a sentiment that many in the sector feel but often goes unheard. The COVID-19 pandemic brought these issues into sharp relief, especially when deadlines for vaccinations led to job losses, highlighting the sector’s vulnerability.“The health sector is treated as if it’s disposable,” Lee remarks, reflecting on the disparity between the NHS’s response to vaccination deadlines and the situation in the care sector. This perception, he believes, is mirrored in the pay and funding levels, which do not reflect the true worth of the staff’s contributions.Lee points out that despite the high level of responsibility, care workers are often paid less than those in less demanding jobs. “The recruitment side of things has dropped immensely,” he notes, acknowledging the challenge of attracting quality staff when the remuneration does not match the responsibility.The community’s expectations for quality care for their family members add another layer of complexity. Lee feels strongly that the government needs to reevaluate its funding and resource allocation to the sector. “These are things that definitely need to be focused on more by our current government,” he concludes, hoping for a future where the care sector is given the appreciation and support it deserves.The Heart of LeadershipIn the care sector, the essence of leadership transcends mere managerial duties; it’s about genuine concern and dedication. With over five years at the helm of Elysium Care, Lee believes that “you have to care.” This principle is the cornerstone of his leadership philosophy.“It’s not just a start at 9, lock off at 5,” Lee explains. “It’s a 24-hour commitment.” His pride in his work is palpable, and he sees the rewards not in monetary terms but in personal fulfilment and pride. For Lee, caring for both the staff and service users is paramount, ensuring that families are involved and informed, which he deems crucial for the service’s success.Lee’s journey from a support worker to a manager displays his belief that care must be at the core of leadership. “It first begins from the heart,” he says, emphasising that all other aspects, such as auditing and meetings, fall into place when you truly care.His advice to aspiring leaders in the sector is heartfelt: “You need to be on that ship. You need to care.” Lee’s narrative is a powerful reminder that in the care sector, the best leaders are those who navigate with compassion and commitment, making sure that everyone on board feels valued and supported.</div>

Lee Bovell, the dedicated healthcare manager at Elysium Care, climbed from support worker to home manager and exemplifying leadership and commitment in the face of challenges. Learn about his approach to inclusive care and community involvement.

Lee Bovell: A Journey of Care and Management

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/hayley-brown-91685b123/?originalSubdomain=uk">Hayley Brown</a>, Chief Executive of <a href="https://www.linktochange.org.uk/">Link to Change</a>, is firmly dedicated to helping youths entangled in the complexities of exploitation. Her career speaks for itself.&nbsp;“I started as a youth worker,” Hayley recalls, her journey beginning with the foundational blocks of university and a Masters in psychodynamic counselling. It was during her time as a student mentor at a Sixth Form college that the seeds of her future were sown.“I’ve worked from the bottom all the way up to the top as well,” she states, a reflection of her hands-on approach that resonates deeply with her staff. “I’m never going to ask them to do something that I haven’t already done effectively,” she asserts, highlighting a leadership style rooted in experience and understanding.The toll of dealing with trauma and tough experiences is an aspect Hayley is intimately familiar with. “It’s a tough job,” she admits, acknowledging the emotional strain that comes with the territory. Yet, she believes it’s not about developing a tougher skin but learning to “process things a little bit differently” and compartmentalise effectively.Hayley’s defining moment came with her first case. “It was working on that in particular that made me realise this is something that’s very big and serious,” she reflects. This revelation steered her towards her niche, where she resolved to make a difference. For Hayley, the connection to the victims and the long-term objectives of working with young people are what drive her. What’s more, the Link to Change Chief Executive cherishes the transformative journeys, despite their challenges in measurement. “It’s hard to evidence those journeys,” she says, recounting a story of a young girl whose goal was to overcome social anxiety and step into Primark—a monumental achievement in its own right. Hayley’s journey is one marked by small victories that create profound changes. She knows that at some point, her words will resonate with those she’s helped, long after they’ve continued on their path.Fighting Exploitation on All FrontsHayley has witnessed firsthand the evolution of social attitudes towards exploitation. “I would say we’ve come a long way,” she begins, acknowledging the strides made in raising awareness. Yet, she is quick to point out that “we’re not even halfway there yet.” The journey is far from over, and Hayley is acutely aware of the misconceptions that still permeate society’s understanding of the trauma faced by young people.The battle against exploitation is marred by oversimplified perceptions, where victims are often wrongly believed to have chosen their plight. Hayley emphasises the need for a shift in the language used to describe these young people, to foster a deeper understanding of their perspectives. With the advent of the digital age, Hayley has been a vocal advocate against online exploitation, a phenomenon that has only intensified during the pandemic. “It’s happening in front of the parent, the carer, whoever it is, or in the education setting,” she explains, showcasing the insidious nature of this new frontier of abuse. The cost of living crisis further complicates matters, with groomers exploiting the most basic needs of young people.Hayley’s frustration with the current state of affairs is palpable as she discusses the inadequacies in policy, government funding, and legal frameworks. “We see so many young people that have been prosecuted or have been seen as the groomer,” she laments, pointing out the cyclical nature of exploitation where victims can become perpetrators.The conversation turns to the responsibility of social media companies and the challenges of implementing effective policies across international borders. “It gets lost in the ether effectively,” Hayley says, highlighting the complexities of dealing with multinational entities and differing legal systems.As the interview progresses, it becomes clear that while progress has been made, the Link to Change mission is far from complete. The fight for better understanding, stronger policies, and more effective interventions continues, aspiring for a future where exploitation is not just understood but eradicated.A Legacy of TransformationHayley articulates a powerful vision for the future, one where the chasm between policymakers and the lived realities of young people is bridged. Her advice is unequivocal: “Listen to the young people and listen to their voices.” This plea for attentiveness is not just about hearing their words but truly understanding the narratives behind them, narratives that too often go unnoticed yet are essential for informed policy-making.The financial dichotomy that Link to Change faces exemplifies the broader societal disconnects Hayley seeks to mend. With a funding model reliant on grants, despite the majority of referrals coming from statutory services, she highlights the urgent need for investment in societal well-being, particularly in youth support services.Hayley’s legacy is intertwined with the tangible impacts of her work—impacts that extend beyond individual lives to the very fabric of society. She aspires to influence not only local initiatives but also the broader policy landscape. “I would like to see myself as someone that’s made a difference,” she reflects, driven by the ambition to enact systemic change and the profound knowledge that there are young lives that have been, quite literally, saved through her efforts.In a world grappling with the cost of living crisis and its ramifications on mental health and family stability, Hayley’s message is clear: real change requires a deep understanding of community struggles and a commitment to addressing them. It is this understanding and commitment that she hopes will define her legacy—a legacy of making a difference, saving lives, and shaping a society that listens, supports, and uplifts its youth.</div>

Hayley Brown, Chief Executive of the Link to Change Charity, is firmly dedicated to the distressing yet integral cause of eliminating child exploitation. Alongside this, Hayley and the charity fight tirelessly  to raise awareness of the cause and to inform of its true impact. 

From Groundwork to Leadership: Hayley Brown’s Crusade Against Youth Exploitation

Elliot Newsham is the commercial manager at Peak, a decision intelligence company which aims to place AI at the centre of all commercial decision-making.

Elliot and Peak advocate an outcomes focused approach towards artificial intelligence, bringing engineers, data scientists and commercial decision-makers to deliver value and overhaul how business decisions are made.

In Conversation: Elliot Newsham

Elliot Newsham

Elliot Newsham is the commercial manager at Peak, a decision intelligence company which aims to place AI at the centre of all commercial decision-making. In his role, he helps champion Peak’s Decision Intelligence. Decision Intelligence is an AI engine targeted toward driving growth, increasing profitability, and improving efficiencies and sustainability by placing artificial intelligence at the heart of commercial decision-making, in order to increase competitive advantage.

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Marie Cunliffe: Mastering Growth, Inclusion, and Community Efforts

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From Groundwork to Leadership: Hayley Brown’s Crusade Against Youth Exploitation

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