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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://uk.linkedin.com/in/stephen-o-brien-a507b615">Stephen O’Brien</a> is a renaissance man. The founder, investor, and entrepreneur has a career that is a result of a rich tapestry of experiences all dedicated to growth and development, but not without doing well in return. One of Stephen’s current ventures, Twenty2 International, “is an investment vehicle and a consultancy vehicle that was established just over two years ago now,” He explains. Its inception came on the back of an exit from one of Stephen’s previous outlets called Tiva. Established in 2007, Tiva was not just any business; it was a pioneering force in cloud services and IT reselling, catering to a diverse clientele ranging from small businesses to large corporate enterprises and government bodies across the UK. The decision to part ways with Tiva was not taken lightly. “It was a bittersweet moment when I finally walked out the door,” O’Brien admits. However, the sale of Tiva to a Canadian organisation seeking to expand its UK and European portfolio marked the beginning of a new chapter for O’Brien, one that would see him transition from business owner and entrepreneur to investor.With the financial capacity and time afforded by the sale of Tiva, O’Brien set his sights on international horizons, investing in a number of projects that span beyond the UK. His approach to investment has been characterised by an open-mindedness that has seen him delve into tech apps and SaaS (Software as a Service) startups. Yet, it is his largest investment to date that truly demonstrates his flair for diversification—a chicken farm in Abu Dhabi.This is no ordinary farm, however. It represents a strategic move to address the UAE’s reliance on imported poultry, which stands at a staggering 94%. The farm, aptly named “As It Should Be,” aims to produce high-quality chickens locally, leveraging advanced agricultural technology to overcome the challenges posed by the desert environment.What drew O’Brien to this project was not just the potential for lucrative returns but the “technical ability of how the farms are run as well as the culture of the organisation.” It’s a venture that promises to revolutionise poultry farming in the UAE, driven by technology and a vision for sustainable, local production.Investment Philosophy: The Human Factor Stephen has a discerning eye for potential—not just in business models, but crucially, in people. “Before I even start looking at the sort of financials of any particular pitch deck or business plan, I want to get to know the individual or the individuals,” O’Brien states, underlining the personal approach that has served him well over three decades of entrepreneurship.Reflecting on his own evolution from a 23-year-old pitching his first startup to the seasoned investor he is today, O’Brien emphasises the important factors of success. “It was all about people and culture,” he says, revealing that his investment decisions hinge on the environment and the team behind a business. “If you’re going to scale a business, you’re going to need to surround yourself with a good group of people.” For Stephen, the synergy among the people involved is paramount. The blueprint for success, according to O’Brien, doesn’t require constant reinvention but rather a keen understanding of what works. “You don’t need to constantly look at remodelling what you’ve currently got,” he advises. It’s about identifying successful patterns and enhancing them, not starting from scratch each time.O’Brien’s philosophy extends beyond business to personal growth, influenced by his experiences in business and as a family man. “We always want to be better tomorrow than we are today,” he asserts, a mantra that has guided him through both triumphs and challenges. This continuous pursuit of improvement is what he seeks in the businesses and individuals he invests in—a shared commitment to never resting on one’s laurels but always striving for more.Scaling AmbitionsReflecting on his entrepreneurial journey, Stephen candidly shares the challenges he faced scaling his business. “I had no fear of setting the business up and I had no fear of growing,” he asserts. The real test, however, was scaling the business to meet his ambitious year-on-year targets without a clear exit strategy.O’Brien’s approach to business was deeply rooted in inclusivity and shared success. He established an incentive share scheme, ensuring that when the time came to sell the business, everyone would benefit, not just himself. “I wanted to share the wealth,” he explains.Recruitment posed a significant challenge, with O’Brien observing a decline in the calibre of candidates, not in terms of intelligence, but in the social awareness and character traits he sought. The UK’s competitive technology sector made recruitment even tougher, as companies were willing to pay top dollar for average individuals due to a limited talent pool. Managing expectations around incentives and benefits became increasingly complex.The pandemic presented a universal challenge, but O’Brien believes the spirit, culture, and community feel he had nurtured helped his company navigate the crisis. With a diverse business portfolio and a strong relationship with Microsoft, Twenty2 International was well-positioned to pivot and seize new opportunities, bouncing back stronger.Stephen’s Guide for Aspiring EntrepreneursMoving on from the pandemic experiences, Stephen shares invaluable advice for young investors and leaders drawn from his own experiences. “Surround yourself with people who are better at things than you are,” he advises, emphasising the importance of recognising one’s limitations and complementing them with the strengths of others.O’Brien gives an example from the start of his career. “The one lesson I learned within those first six months was to bring somebody in from a financial control point of view who knows more than I knew,” he recalls, highlighting the significance of building a trustworthy and skilled financial team.For O’Brien, letting go of control in certain areas was not a sign of weakness but a strategic move towards growth. He stresses the need for entrepreneurs to overcome the fear of delegation, which he sees as a common barrier to success. Cash flow, he notes, is the lifeblood of a scaling business, and profitability on paper means little without liquidity in the bank. Stephen’s approach was to ensure his finance team was not only efficient but also felt included in the company’s journey, fostering a sense of collective responsibility.Transparency and shared goals are also central to Stephen's leadership style. He made it a point to share the company’s objectives with every team member, believing that a unified approach cultivates a strong team spirit. “Share the plan with everybody,” he insists. A pivotal moment in O’Brien’s career was the introduction of a profit share scheme, which reinforced the sense of collective success within his company. Even when the company faced setbacks, O’Brien’s candid approach and ability to use honesty as a motivational tool were key to maintaining trust and morale.And when the going gets tough, Stephen highlights the need to “remain calm, objective, and measured.” Even during the most challenging times, he believes that leaders must maintain their composure and the ability to motivate their team.Drawing inspiration from sports leadership figures like Alex Ferguson and Clive Woodward, O’Brien emphasises the significance of having a solidified team culture that starts at the top. “It’s about building a culture where everybody matters. I knew that with such a culture, wealth would take care of itself.” This belief in the power of a people-first approach is what propelled Twenty2 International to its remarkable £85 million success.Nearing the end of the conversation, we touch on how Stephen’s personal story of resilience and ambition, rising from a challenging background to become a successful entrepreneur, serves as an inspiration. In this regard, he calls for more proactive support for aspiring leaders, emphasising that leadership potential isn’t solely determined by academic achievements but also by other valuable traits.Overall, Stephen O’Brien’s advice to young investors and leaders is to focus on creating an environment where honesty, transparency, and a shared culture thrive. By doing so, leaders can harness the collective energy and dedication of their teams to drive success and overcome any obstacle. “It’s not rocket science,” O’Brien reflects, “but the formula is relatively simple: be right with people, and you’ll always get the best out of them.” In this regard, Stephen’s career speaks for itself.</div>

Stephen O'Brien, a successful entrepreneur and investor, has a wealth of experience. In this feature, we cover his investment philosophy, his unique approach to business growth, and his advice for aspiring entrepreneurs. Learn about his diverse investments, including a high-tech chicken farm in Abu Dhabi aiming to revolutionise poultry farming in the UAE.

Stephen O’Brien: An Entrepreneur’s Voyage to Diversified Investment

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/jonathan-pidduck-a48a4b10b/?originalSubdomain=uk">Jonathan Pidduck’s</a> career has been about mastering the legal sector, specifically in injury law.&nbsp;Starting straight from school in 1984, he embarked on a journey that would see him become a legal executive and later a solicitor in 1996.&nbsp;His early years were marked by a rigorous process of self-improvement and education, “I studied in the evenings and worked during the day,” he recalls.Pidduck’s career saw him move from a small practice in Ramsgate to a larger one in Margate, before eventually settling in Folkestone for seven years. It was during this time that the firm he was with was acquired, leading him to join<a href="https://girlingspersonalinjury.co.uk/index.php"> Girlings Personal Injury Claims Solicitors</a>, where he has been for the last 17 years. In 2011, he played a pivotal role in the strategic decision to set up the personal injury department as a separate entity, Girlings Personal Injury Claims Limited, which has since “gone from strength to strength.”The legal profession has not been without its trials, with constant changes and challenges over the last 13 years. Yet, under his leadership, the firm has not only weathered these storms but has thrived and nearly quadrupled in size at a time when many personal injury firms have been downsizing or closing.Pidduck’s personal areas of expertise have evolved significantly, with a focus on brain injury work, which he finds particularly fulfilling. “A very high percentage of my work is brain injury work, which I enjoy doing,” he says. This dedication stems from a personal connection, as his best friend sustained a brain injury in the 1990s, inspiring him to specialise in this area. He takes pride in not just securing compensation for his clients but also in ensuring they receive the necessary care and support, which provides him with a profound sense of job satisfaction. In his own words, “It gives an extra sense of job satisfaction if I know that I’m positively affecting them on a day-to-day basis, often helping them for the rest of their lives.” Another niche area of his practice is hypermobility syndromes, a condition that is often overlooked and misunderstood. With personal experience in this area, as three members of his family have the condition, Pidduck offers a unique perspective and expertise that draws clients to his firm.The Evolution of Work and Technology at Girlings Alongside growing expertise, Jonathan has overseen significant changes in how the work itself is conducted, particularly in how his team operates and manages cases. “Two main differences,” he points out, “One from the point of view of the team and one for the point of view of the cases that we deal with.”From the team’s perspective, the shift towards hybrid working has been monumental. The traditional five-day office week has transformed into a flexible arrangement where employees spend two days in the office and three days working from home. Pidduck expresses satisfaction with this new model, “I’m both pleased and relieved to say that it worked out incredibly well.” He believes that this approach has improved the quality of life for the team, allowing them to avoid long commutes and enjoy a better work-life balance while maintaining the same level of service to their clients.On the technological front, Pidduck has witnessed a dramatic increase in the use of video conferences and remote communication tools. “The use of technology on this front has seen a big uptake,” he says, referring to the shift from in-person court hearings and meetings to virtual ones. This change has not only made the firm more tech-savvy but also more efficient, as it eliminates the need for time-consuming travel. “It saves time,” Pidduck notes. And whilst the changes have been driven by necessity and innovation, they have ultimately allowed Girlings Personal Injury Claims to adapt and thrive in an ever-evolving legal landscape. Fostering Unity: Jonathan’s Approach to Leadership at GirlingsWhen it comes to leadership, Jonathan champions the philosophy of teamwork and mutual support. “It’s the same as any other area,” he asserts, emphasising the importance of trust and autonomy within the team. “If you try to micromanage your colleagues, you’re not going to get the best out of them,” he explains, advocating for a balance between oversight and empowerment.Pidduck’s leadership style is one that encourages a happy and productive office environment. He believes in the value of fostering relationships among colleagues, which he sees as crucial to a cohesive team dynamic. “I think it is very helpful to have working relationships with colleagues,” he says, acknowledging the potential isolation of complete remote work.Drawing parallels from his readings on history and cricket, Pidduck finds affirmation for his leadership approach in the wisdom of figures like Ben Stokes and Donald Bradman. He reflects on the evolution of workplace culture, noting the shift from formal titles to a more egalitarian atmosphere. “We’re all in the same boat and on the same team,” he remarks, highlighting the outdated nature of hierarchical divides.As we close the conversation, we reflect on Pidduck’s vision for leadership. He echoes his position as being that creates a supportive environment where everyone pulls together, making management not just easier but more effective. With a strong team at Girlings, he navigates the complexities of leadership with a focus on unity and collaboration, ensuring that the firm sails smoothly through the challenges of the legal industry.</div>

Jonathan Pidduck has a careet trajectory dedicated to the legal sector, with a focus on injury law. In this feature, we discuss his leadership at Girlings Personal Injury Claims Solicitors, his unique expertise in brain injury work and hypermobility syndromes, and how he has navigated the evolving legal landscape to foster a thriving firm amidst industry challenges.

Jonathan Pidduck: Ensuring Collaboration is Key in Personal Injury Law

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">As a child, Philip Bartey dreamt of becoming a Spitfire pilot, idolising the strategic genius of military leaders and the courage of those who overcame adversity. “I was more than interested in people with a disability who were leaders,” Bartey reflects, citing Lord Nelson’s triumphs as a source of youthful inspiration.His aspirations to join the RAF were dashed by a diagnosis of colour blindness, a condition he had long suspected but only confirmed during his teenage years. Undeterred, Bartey’s passion for flight evolved into a love for chocolate, leading him to a management trainee role at Cadbury’s. His career soared, and by 29, he was the youngest board member at Harveys of Bristol, earning the affectionate nickname ‘the young whippersnapper’ among his more seasoned colleagues.<a href="https://www.leadersgb.co.uk/members/philip-bartey">Bartey</a>’s career took a transformative turn at 40 when he joined Leonard Cheshire Services, marking his first foray into working with disabled people. It was here that he realised the profound impact of the charity sector. He shares an anecdote in which a friend told him “once you come in from business, the disability bug grabs you, and you don’t want to leave it,” and indeed it did with Philip joining <a href="https://autismplus.co.uk/">Autism Plus</a> as its Group Chief Executive.At Autism Plus, Bartey leveraged his business acumen to navigate the charity through financial challenges, applying the negotiation skills he honed in the wine and food industry. His leadership philosophy, inspired by historical figures like Lord Nelson and Douglas Bader, has been instrumental in guiding the organisation’s strategy. “It’s thoroughly enjoyable, and I thrive on the difficult challenges as well as the positive ones,” says Bartey, reflecting on his 19-year tenure.Uniting for Holistic CareWhen it comes to looking at the sector as a whole, Philip has long recognised the pitfalls of a fragmented approach to disability care. “I found that a lot of them are working in silos,” he says, referring to organisations that limit their scope to a single type of disability. Bartey likens this to the ‘bad back syndrome,’ where specialists focus on one issue to the detriment of the whole. “You’ve got to meet people and deal with the holistic condition,” he insists.In 2007, Bartey spearheaded a rebranding of his charity to Autism Plus, signalling a broader commitment to all disabilities. This inclusive mentality led to partnerships like the one with the Royal Society for the Blind, where mutual support transformed services for those with complex needs. Alongside partnerships, Philip also acknowledges broader aspects. “The sector is improving in diagnosis,” Bartey observes, “but the government has failed to address social care, especially for adults with autism and learning disabilities.” Bartey spends a significant part of his job negotiating fees with local authorities, a task made tougher by financial constraints and a lack of governmental support. “It’s a considerable part of my job now,” he admits, detailing the strategic measures he employs to ensure fair funding. But despite the challenges, Bartey finds satisfaction in the ‘cut and thrust of the negotiations,’ applying his business and strategic expertise to advocate for those in need. In this regard, Philip shares his candid reflections on the state of local governance and the urgent need for structural reform. “Authorities need to focus on what they can afford,” he asserts, highlighting the need for a sustainable approach to managing local authorities.Bartey’s experience as a founder member of the National Government’s Local Enterprise Partnership in the Sheffield City Region in 2010 gave him a unique perspective on the need for greater communication between the various stakeholders. Philip suggests looking to successful business models for inspiration, where efficiency and digitalisation are key. He points out the inefficiency of the current system, where local authorities are still reliant on paper-based systems, and advocates for a digital transformation that would allow for better management of funds and resources.Bartey’s insights are a clarion call for policymakers to take decisive action and implement the radical changes necessary to ensure the long-term viability of local governance. His vision is one where local authorities are streamlined, digitalised, and capable of self-management.Philip Bartey’s Vision for SuccessAs we come to the end of our conversation, we bring Philip’s unique, tactical, and well-ordered leadership style back into the spotlight. Drawing parallels with the legendary Admiral Horacio Nelson, Bartey hammers home the importance of inspirational leadership. “What won the naval battles the Admiral fought was his ability to create a Nelson out of every ship’s captain,” he reflects, underscoring the transformative power of leading by example.Bartey’s approach is situational and adaptive, recognising that leadership is not a one-size-fits-all endeavour. He believes in meeting people where they are, guiding them from uncertainty to autonomy, and fostering an environment where each team member can flourish. “I believe that one of the most important things is inspiring your team to be wonderful leaders,” he states, advocating for a culture where credit is shared, and success is a collective achievement.His leadership style demonstrates the belief that the true measure of a leader is not in the accolades they receive, but the growth and accomplishments of their team. Bartey concludes with a powerful message: “If you want to succeed, you need to succeed through your people.” It’s a simple yet profound principle that has shaped his journey and continues to inspire those around him. Reflecting on Bartey’s insights, it’s clear that his leadership is not just about directing. Instead, his approach is much like that of Admiral Nelson, guiding others to become leaders in their own right.</div>

Our feature on Philip Bartey explores his journey to the forefront of disability care, from aspiring RAF pilot to transformative leader of Autism Plus, all with a love for strategy and tactics. Discover how his  vision and passion for inclusive care are reshaping disability support and advocacy.

Philip Bartey: Leading Autism Plus on a Flight Beyond the Skies

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">The story of <a href="https://www.leadersgb.co.uk/members/kevin-hewlett">Kevin Hewlett</a>, Director and Owner of <a href="https://haleplace.co.uk/">Hale Place Care Solutions</a>, reminds us that it’s never too late to find your passion and that sometimes, the most challenging beginnings can lead to the most rewarding journeys.“I’ve got a colourful history, I lived on the streets and in squats for a short period and then luckily, I ended up getting a job in the bank where I did well.” This job, he says, put him back on the path, allowing him to continue his education and opening up opportunities he is very appreciative of.Despite his success in the banking sector, including three promotions and a stint working in the City, Hewlett felt something was missing. “I realised financial life wasn’t for me,” he admits. This realisation led him back to university and then into the insurance industry. Yet, the same feeling persisted. “There was something not right and I have to have a passion for something,” he explains.It was during this time that Hewlett discovered his true calling. “Whilst I was working in the insurance industry I used to go finish for the weekend and work night shifts at a care home on Friday night and Saturday night. Just as a care worker doing hands-on personal care,” he recalls. “And I realised this was something that, for some reason, I gravitated to.”From that point forward, Hewlett knew his passion lay with people and helping people more than making money. “That was where my focus became at a very early stage. And that was around the age of 27,” he says. From that point, Kevin had the concept of Hale Place. “You need to find something that you have a passion for because the only way I believe I could improve was to have a passion behind it,” he advises. “And you have to have a love for life.”Hewlett’s passion for care has not only shaped his career but also his approach to leadership. “As a leader, one of the big challenges was getting the right people around me. That’s the only way that I was ever going to achieve the objectives that I had for the care home from the outset,” he shares. The Ideal Leader in the Care SectorIn the care sector, Kevin believes that leadership is about more than just managing people. It’s about inspiring them to continuously develop and improve. “First and foremost, being ethical, having good ethics and integrity is paramount,” he says. “My values are to ensure that my clients and my staff and the clients’ health and well-being is uplifted and they have meaningful lives.”Hewlett’s approach to leadership is rooted in his belief in the power of personal development. “I think it’s about being a good coach,” he explains. “If you inspire people to continuously develop and improve, you’re gonna be surrounded by people that showcase your leadership.”This focus on development extends to his staff at Hale Place. “I’ve been blessed with having good people around me,” he says. “I understood the value of training and development, so I went into that area of work as well, again whilst running the care home side by side with a training company.”Hewlett’s commitment to development has led to a culture of continuous learning within his organisation. “We’ve probably got the highest percentage of employees with a Level 3 qualification within a care home within the country,” he shares. “And then I’ve got a lady now who’s come to us to ask to go to Level 4 and she’s starting in September.”But it’s not just about qualifications. Hewlett believes in the importance of recognising potential and creating opportunities for his staff. “Occasionally we create jobs that don’t exist,” he says. “So if we see someone with great potential and we want to motivate and inspire, we’ll just create the senior position anyway and get an extra one in.”Challenges in the Care SectorKevin is no stranger to the challenges that the care sector faces. “We know that financing and staffing have never been on a path of where they should be to provide quality care,” he explains. “You can’t do that without staff, which we’re short of anyway. But you can’t do that without money because in dementia care, that’s more of a one-to-one or one-to-two staff ratio.”Despite these challenges, Hewlett remains committed to providing quality care for his clients. “We are privately funded. But when someone’s money runs out, we do not move them on, that’s inhumane,” he says. “If you move someone with dementia to another care home at a mid or late stage, that can be amazingly distressing.”Hewlett’s approach to these challenges is truly rewarding, as demonstrated through the success of Hale Place. “We are regarded as one of the premier providers in the country for giving meaningful lives to people with dementia.”Kevin Hewlett: A Legacy of Inspiration and AchievementWhen it comes to a legacy, Kevin has a clear vision. “I would hope that I’ve made a positive difference to people’s lives and to all those staff that I could inspire and help develop.”Hewlett takes pride in the fact that many of his staff have gone on to other careers within the care sector, attributing their success to the development and support they received at Hale Place. “We’ve developed people into nursing, the NHS, management positions, and other care homes,” he shares.Looking back at the numerous awards his organisation has received, Hewlett sees them as a testament to the hard work and dedication of his team. “One of the most gratifying things is just looking down there and seeing how many people in my organisation have contributed to a list of 24 awards,” he says. “A lot of staff with these awards say that if they weren’t in an organisation that believed, supported, and developed them, they wouldn’t have achieved the things that they have.”As he looks towards the future, Hewlett remains committed to making a difference in the care sector. His legacy, he hopes, will be one of inspiration, development, and meaningful change. “If that’s not inspirational, well, what is?”</div>

Kevin Hewlett exemplifies what it means to overcome adversity. From living in squats to working within banking, Hewlett eventually found himself at the forefront of the care sector. Now, Kevin is one of the UK's most successful leaders at the helm of Hale Place Care Solutions.

Kevin Hewlett A Resilient Ascent to the Summit of Excellence in Care

Dr Nerys Llewelyn Jones in the founder of Agri Advisor, a niche law firm specialising in agricultural law and offering specialist services to countryside communities across Wales and Herefordshire.

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Stephen O’Brien: An Entrepreneur’s Voyage to Diversified Investment

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