<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/370139e09107eac0164201adfdad08e5.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Nicola MacGregor’s professional roots have their branches firmly in childcare. “I’ve always been in the sector,” Macgregor reflects.&nbsp;“It wasn’t a choice. It was something I’ve always known I’ve wanted to do.” This unwavering dedication to nurturing young minds is the driving force behind her ascent to Managing Director at Inspirations Nurseries.Despite never harboring ambitions of leadership, <a href="https://www.leadersgb.co.uk/members/nicola-macgregor">MacGregor</a> found herself naturally gravitating towards it after a decade in the field. Disillusionment with the status quo in various settings sparked a desire for change. “I felt like I could do certain things better,” she admits. Her journey took a decisive turn when she stepped out of day nurseries and into schools, only to encounter constraints that stifled her vision for childcare.The leap to establish her own nursery 20 years ago was not about leadership or financial gain but a profound commitment to doing “what I felt needed to be done within the childcare sector for the children that came into my care.” Nicola’s leadership story has been singularly focused on putting children at the heart of everything, a philosophy that has permeated every aspect of her work, from staff meetings to leadership seminars.MacGregor’s approach to education is distinct and innovative, eschewing traditional methods for a curriculum deeply rooted in nature, outdoor activities, and artistic expression. This shift was not without its challenges, particularly in aligning parents with the nursery’s ethos. “My leadership’s moved from educating the staff to educating the parents,” she explains.As her own children grew, so did Nicola’s aspirations, leading to a constant pursuit of innovation and improvement. Her team, some of whom have been with her since the beginning, have become accustomed to her dynamic approach to reviewing and refining practices. “I’m constantly trying to innovate. I’m constantly trying to make change,” she states with conviction.Looking ahead, Nicola envisions expanding her impact beyond the nursery, potentially embarking on a campaign for real change in education at large. Her observations of young staff members lacking critical thinking and problem-solving skills have solidified her belief in the need for a fundamental shift in how we educate our youth. Nicola MacGregor’s story is one of passion, dedication, and a relentless drive to foster a connection to nature and creativity in children’s education. It’s a narrative that challenges the conventional, champions change, and above all, places the well-being and development of children at its very core.Values at the Heart of ChildcareNicola holds a deep-seated belief in the power of care, love, and affection in childcare. “Ultimately I want them to be cared for,” she states emphatically, placing the well-being of children above all else. Her values extend beyond mere education and curriculum to the fundamental need for children to feel loved and secure.In a world where policies may sometimes seem disconnected from the needs of the young, MacGregor stands firm in her conviction that physical affection is essential for a child’s development. The relationships her carers build with the children are, according to her, unparalleled, providing comfort not only to the children but also to their parents during those vulnerable early years.Nicola’s second priority is the environment in which the children are nurtured. She envisions a space that is “stimulating, exciting, and reactionary to their needs,” an environment that adapts to the ever-changing nature of children. This dynamic approach inevitably places additional demands on her staff, but it’s a challenge they accept, understanding the importance of constant review and adaptation.However, maintaining the quality of staff has become increasingly difficult. MacGregor points out that recruitment is one of the biggest challenges facing the sector, with quality staff leaving in significant numbers. Despite these difficulties, she finds solace in her core team, some of whom have been with her for over two decades, providing stability and continuity in care.For Nicola, the care provided, the environment created, and the quality of staff are the pillars that support her nursery. Once these are in place, she believes everything else will follow, including the delivery of the curriculum. “We work really hard on making sure that the environment is right,” she explains.A Vision for the Future: Nicola’s Educational LegacyAs the conversation draws to a close, it’s clear that her vision for the future of education is both profound and personal. MacGregor envisions a legacy that will resonate for generations—a complete and absolute change in the education system.“I’m not going to be able to spend the next couple of decades not doing something about it,” the Managing Director states with determination. Her passion for change is fuelled by her firsthand experiences with the current system’s shortcomings, particularly its impact on children’s mental health and natural curiosity.MacGregor’s approach to education is holistic, emphasising the need for a spiritual connection—a sense of being part of something greater. “For me, being spiritual is just being connected,” she explains. This connection, she believes, is crucial for children to understand their place in the world and to foster a sense of purpose.Her frustration with the status quo is evident. “It’s clearly not working and hasn’t been for such a long time,” she says, questioning why society clings to an outdated model. Nicola’s call to action is a rallying cry for educators and parents alike.In the end, Nicola’s legacy is about more than just reforming education; it’s about rekindling the spark of learning in every child. It’s about creating an environment where children are not just taught but understood, valued, and connected to their world. Her legacy, she hopes, will be a new dawn for education, where every child’s potential is nurtured and their passion for learning is everlasting.</div>

Nicola MacGregor's, Managing Director at Inspirations Nurseries, holds an innovative approach to education and an unwavering commitment to children's well-being redefine the future of learning. Ensuring that the children in her care are surrounded by nature, Mac

Nurturing Nature: Nicola MacGregor's Childcare Vision and Educational Legacy

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/david-rai?originalSubdomain=uk">David Rai</a>, the Co-Founder and CEO of <a href="https://www.spartaglobal.com/">Sparta Global</a>, is firmly committed to making his company a vehicle of social mobility. His career, marked by a series of ventures and a relentless pursuit of excellence.Before the inception of Sparta Global, David led a tech managed service business focused on software testing—a venture that laid the groundwork for what was to come. “It’s while I was running that business that the DNA for Sparta Global came around,” he says.The turning point came with the establishment of an internal academy aimed at harnessing the potential of young graduates. Rai discovered that these fresh minds, when trained intensively, “were actually better than the contractors.” This revelation sparked the idea for Sparta Global, a standalone business model with its own academies offering services across various sectors.Rai’s path wasn’t confined to the tech world alone; he dabbled in gaming and hospitality, always driven by an “entrepreneurial spirit.” Yet, it was the tech sector that truly resonated with him, leading to a focus on IT and a commitment to nurturing talent.The challenges were manifold, from the solitary startup phase to learning the art of delegation. “It’s just you on your own,” Rai recounts, emphasising the importance of overcoming the initial hurdles to grow a business. His ability to evolve from a one-man show to leading a team and eventually attracting private equity investment has been pivotal in Sparta Global’s success.Empowering the Next GenerationWhen it comes to the Spartan mission, David speaks with a fervour that is both infectious and inspiring. which is to forge a path for the next generation of tech professionals, particularly those from underprivileged backgrounds. “It’s a compelling proposition to the Spartans,” Rai explains, detailing the company’s dedication to nurturing talent from day one.The Spartans, as Rai affectionately refers to his trainees, are not just employees; they are the embodiment of Rai’s belief in the transformative power of opportunity. Sparta Global’s approach is revolutionary, offering not just training but also immediate employment, with a promise of conversion to prestigious roles within two years.&nbsp;Rai’s strategy is not only about filling the “significant shortage of tech workers in the UK” but also about addressing a broader economic need. He notes the potential cost to the economy, “billions a year,” if the skills gap remains unbridged.The company’s impact extends into the public sector, with Rai proudly mentioning their role in modernising government technology. “We’re effectively creating that next generation of civil servants in tech,” he says, underscoring the importance of their work with central government departments.Recognition for their efforts has come in the form of accolades such as the King’s Awards for Enterprise, reflecting their unwavering commitment to social mobility. Rai dismisses the negative stereotypes often associated with Generation Z, instead focusing on the eagerness and ambition he sees in his Spartans. “You see the fire in there,” he says, speaking of the young people from South London and other challenging environments who are eager to kickstart their careers in tech.Leadership at Sparta Global, according to Rai, requires a delicate balance of “profit and purpose,” with a focus on stakeholder management and critical decision-making. It’s about making a tangible difference, impacting generational wealth, and ultimately contributing to the GDP of the country. Rai’s philosophy is simple yet profound: “Everybody’s a winner.”As Sparta Global continues to chip away at the “million figure” of young people not in employment or training, Rai’s message is one of hope and action. With the advent of AI and the ever-evolving landscape of tech skills, Sparta Global stands ready to lead the charge, equipping the next generation with the tools they need to succeed in an increasingly digital world.A Legacy of Opportunity: David Rai’s Vision for Sparta GlobalDavid’s aspirations for Sparta Global are not just about numbers or business growth; they are deeply personal and rooted in a desire to effect real change. Rai envisions a legacy that transcends the traditional confines of the tech industry, one that is inclusive and empowering. “We’re branching out to include a variety of people, not just the youth, to be able to skill more people up in tech,,” he saysThe measure of success for Rai is not solely in the company’s achievements but in the lives it has transformed. “At the moment, I think we’ve over 4,000 people coming through the programme who we’ve managed to deploy,” he proudly states, acknowledging the tangible outcomes of their efforts.Looking beyond the UK, Rai is determined to take Sparta Global’s model of social mobility and tech education to an international stage. “To internationalise the business and take it to places that also struggle with social mobility is the ultimate goal,” he explains, highlighting the universal relevance of their mission.David Rai’s legacy at Sparta Global is one of empowerment, innovation, and unwavering commitment to social mobility. Through the company, he seeks to create a world where opportunity is not a privilege but a right accessible to all, regardless of background or circumstance. It is a vision that promises to shape the future of tech and the lives of countless individuals around the globe.</div>

Discover the journey of David Rai, Co-Founder and CEO of Sparta Global, as he transforms the tech industry by empowering the next generation of professionals. Learn about his unique approach to social mobility, his commitment to nurturing talent, and his vision for a more inclusive future in tech.

David Rai: The Social Mobility Mission Behind Sparta Global

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">“My life has always revolved around health and social care,” starts <a href="https://www.leadersgb.co.uk/members/sarah-ainge">Sarah Ainge</a>. This dedication to the sector began when she found her niche working with Mencap, aiding those with learning disabilities. “I loved that I could make an impact on a variety of people that were misunderstood and needed the extra help,” she says, her voice imbued with the satisfaction of enabling individuals to live independently.Sarah’s career path took an unexpected detour when she embraced the adrenaline-fueled role of a retained firefighter, a rarity for women at the time. However, motherhood and a close call during a dangerous blaze prompted a reevaluation of priorities, steering her back to the health and social care sector.With 16 years as an NVQ assessor under her belt, Sarah faced a personal battle with breast cancer in 2018, which led to a sabbatical for recovery and reflection. It was during this period that she questioned the increasingly academic nature of NVQ assessments, prompting a decisive career shift. Now, as the Manager of Ashcott House, Sarah oversees a close-knit community of seven residents, cherishing the intimate setting that allows her to know each individual’s needs, wishes, and preferences. “I like the intimacy of me knowing these guys,” she shares, emphasising the importance of the ‘family feel’ in her approach to management.Leadership Through Empathy and EngagementSarah embodies the quintessence of leadership within the care sector. Her approach is not one of distant command but of immersive engagement and example-setting. “One of the main things is to lead by example,” Sarah asserts, emphasising the importance of being willing to do what you expect of your staff. This philosophy has earned her the respect of her team, especially during the trying times of COVID-19 when she would personally cover shifts to ensure continuous care for the residents.Sarah’s leadership style is characterised by a blend of camaraderie and accountability. She believes that a leader should not “rule with an iron fist” as it erodes the team’s respect and support. Instead, she fosters a culture where the home operates smoothly even in her absence.Moreover, Sarah highlights the significance of a “fun nature” and a “willingness to go above and beyond.” She understands that a leader’s demeanour sets the tone for the entire home, affecting both staff and residents alike. By being open and approachable, Sarah creates an environment where staff feel comfortable discussing their problems, leading to a happier, more harmonious workplace.In her own words, Sarah describes the ripple effect of leadership, “What starts at the top comes all the way down to the bottom.” She takes pride in the positive feedback from her staff, who appreciate her leadership style.What’s more, Sarah also values collective decision-making, involving her team in the process to ensure their voices are heard and their contributions recognised. “It’s really important to involve everybody and show appreciation for things,” she notes, highlighting the diversity of perspectives as a strength in addressing challenges and fostering a sense of community.Trends and TribulationsMoving on, Sarah offers a candid perspective on the current trends affecting the sector. Post-COVID, the shift towards online self-diagnosis and the ensuing difficulties in obtaining timely health support have been significant hurdles. “It’s been difficult getting health and well-being support for individuals in this industry without waiting months,” Sarah explains, highlighting the inefficiencies of the referral system.The introduction of weekly paramedic visits at Ashcott House has been a beneficial development, yet Sarah points out that non-emergency services, such as referrals to dieticians or occupational therapists, still face unacceptable delays.Beyond the logistical challenges, Sarah identifies a profound knowledge gap within general practices and hospitals regarding individuals with learning disabilities and mental health issues. She expresses dismay at the lack of support, stating, “The mental health support just isn’t there.” This concern underscores the critical need for enhanced understanding and resources to address mental health.The Ashcott House Manager is also acutely aware of the systemic issues plaguing the healthcare sector, particularly in the wake of the COVID-19 pandemic. Ainge’s concern is not just for her own predicament but for the residents under her care, who also face delays in receiving non-emergency treatments like dietetic advice or occupational therapy.Kindness as a LegacyAs the conversation approaches the end, the essence of Sarah’s character shines through her aspirations for legacy. “Just do something for somebody they can’t do themselves,” she muses, encapsulating her philosophy in a simple yet profound statement. Ainge’s approach to life and work is underpinned by acts of kindness, a principle she holds dear and practices with conviction.For Ainge, her legacy transcends professional achievements; it’s about the human connections and the positive impact she can leave on others. “It feels good to do good,” she reflects, acknowledging the intrinsic reward that comes from helping those in need. Her message is clear: kindness is easy to practise, and its ripple effects can be far-reaching, especially in the health and social care industry where she has dedicated her career. “There’s not enough kindness in this world,” she laments.As our conversation with Ainge draws to a close, she reiterates the importance of understanding the motivations behind those who choose the path of care. The COVID-19 pandemic, while presenting unprecedented challenges, has also cast a spotlight on the critical role of frontline workers—a silver lining that Ainge appreciates. Her personal battles, including her fight against cancer, have only strengthened her resolve to find positivity in adversity and to encourage others to do the same.Ultimately, Sarah’s legacy is not just about the tangible contributions she makes to Ashcott House, but also the ethos of kindness that she embodies and the hope that it will continue to inspire and influence long after her tenure. In a world often marred by harshness, Ainge’s unwavering commitment to kindness serves as a powerful reminder of the good that humanity is capable of.</div>

In this feature, we explore Sarah Ainge's inspiring journey in health and social care, from working with Mencap to managing Ashcott House. Discover her unique leadership style, her commitment to kindness, and how she navigates the challenges of the sector to create a positive impact on individuals' lives.

Sarah Ainge: A Journey of Compassion and Leadership

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Riky Bains, Brash Strategist and Co-Founder of the XP Club, provides unique life experiences across the world.&nbsp;But his career started out dedicated to the written word. <a href="https://www.leadersgb.co.uk/members/riky-bains">Bains </a>recalls, “I started out as a freelance journalist writing for magazines and various publications.” His early days were marked by a voracious appetite for writing, a skill that would become the cornerstone of his career.After university, Bains’ path took a turn towards sales and copywriting. This shift was not a departure from writing but rather an expansion into writing for businesses and brands, which eventually evolved into brand strategy for clients.Bains’ strategic acumen led him to a 10% stake in a London agency, where he spent six years honing his craft. During this time, he grew the team and worked with a plethora of startups, fostering a rich environment of growth and innovation. Seeking a change of scenery and larger clients, Bains moved to a bigger agency in Dubai, where he now works on some of the largest branding projects globally. Parallel to his branding career, Bains co-founded <a href="https://www.thexpclub.com/">XP Club</a>, a social enterprise focused on adventure travel and providing life changing experiences. Since 2018, XP Club has been creating itineraries to destinations like Tanzania and Peru, with the profits directed towards building schools in these communities. “We’re currently building our second school in Tanzania.”Striking a Balance: Personal Growth Amidst Career TransitionsIn the face of new challenges, Riky has learned the importance of self-compassion and balance. “The only way I could get rid of imposter syndrome was by earning my stripes,” Bains explains. Bains speaks to the difficulty of juggling personal and professional life, especially when significant changes like moving abroad come into play. Now at 31, Bains reflects on the pressures he placed on himself during his 20s, setting difficult objectives and being hard on himself. He has since realised the value of a more relaxed approach: “You can achieve more when you’re in that frame of mind.”Emphasising the importance of health and happiness, Bains has adopted a perspective that prioritises well-being over relentless ambition. “As long as I’m healthy in mind and body, the rest will come into place,” he asserts, suggesting that a contented mind is a fertile ground for success. This shift in mindset, from a focus on specific achievements to overall well-being, marks a significant development in Bains’ approach to life and work.Personal Growth Through Adventure: The XP Club PhilosophyAs demonstrated through his own experiences, Riky passionately believes in the transformative power of stepping out of one’s comfort zone. “Once you’ve achieved it, you’ve always got that reference point,” he explains. This philosophy is at the heart of XP Club’s mission, which is not just about organising trips but about fostering personal growth and resilience.Bains shares his own experience of climbing Kilimanjaro in 2018, describing it as “still the hardest thing I’ve ever done.” This accomplishment serves as a personal benchmark for overcoming future challenges. He emphasises the importance of such experiences, stating, “It’s really important to help people move on with their lives.”XP Club’s unique approach to travel includes cultural immersion, which Bains believes enhances the overall experience. “We create truly unique itineraries where we also do cultural immersions,” he says. This face-to-face interaction with local communities is not only enriching for the travellers but also ensures transparency and direct impact.The club’s initiatives, like building a school for young children in Tanzania, are tangible proof of their commitment to making a difference. For Bains and the XP Club, it’s about creating a meaningful and lasting impact, both for the adventurers and the places they visit.Envisioning a Legacy of Conscious Capitalism and LeadershipAs we near the end, Riky highlights his aspirations for a legacy that marries entrepreneurial success with altruistic endeavour. Bains envisions “XP having projects and trips in many destinations around the world,” not just focusing on a few but becoming a “global representative of conscious capitalism.”This concept, as Bains describes, is about pursuing entrepreneurial ventures while simultaneously giving back “in a sophisticated, meaningful way that will make a difference.” It’s not about the superficial act of charity but creating a lasting impact. Bains’ ideal legacy is to help people step out of their comfort zones and discover their potential. For Riky, the success of the XP Club is represented in “the number of people that I can help and get on these trips to show them that they can do things that they most likely thought they couldn’t do.”When it comes to defining leadership, for Bains, it is a multifaceted concept. It requires trust, proactive support, and vocal guidance. He believes that especially for the younger generation, “they need somebody who’s vocal,” someone who can provide a balance of freedom and support in intimidating environments. His leadership philosophy is grounded in the belief that leaders should be present and engaged, even when it’s not strictly necessary.During the pandemic, Bains had to invest personal funds and conduct exhaustive efforts to keep the travel business afloat, eventually finding success through a B2B partnership with David Lloyd health clubs. It proved to be a strategic alliance which accounted for “80% of the trips.”Bains’ hands-on leadership style is evident in his decision to be present for every trip to Tanzania, despite having a capable team. “I think it’s important that I’m there when they arrive,” he says, underscoring the importance of being the face and trust behind XP Club. His presence is not just about logistics; it’s about providing camaraderie, boosting morale, and ensuring a fulfilling experience for his clients.As we conclude, it is evident that Riky envisions a legacy where adventure and philanthropy intersect, creating transformative experiences for individuals and the communities they visit. But alongside this, it will also consist of the lives he has touched and the positive change he has fostered through travel and philanthropy.&nbsp;</div>

In this feature of Riky Bains, co-founder of XP Club, we cover his early days as a freelance journalist to becoming a strategic brand consultant and a social entrepreneur. Learn about his unique approach to personal growth, his philosophy of adventure travel, and his vision for conscious capitalism.

Riky Bains: A Strategist Creating Unique Experiences

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From the vibrant corridors of York’s academia to the dynamic world of international events, <a href="https://uk.linkedin.com/in/faye-elizabeth-alexander-5929b5a6">Faye Elizabeth Alexander’s</a> career is a rich cultural tapestry that is still growing.&nbsp;With a BA Honours in Theatre, Film, and Television, Alexander cut her professional teeth with some of the UK’s broadcasting giants, including the BBC and ITV.&nbsp;However, Alexander’s foresight led her to seek a “backup plan,” a pursuit that took her into the realm of education. It was a move that would not only broaden her skill set but also enrich her network. “I took a sidestep from film and television to do my teaching qualification,” she explains, referring to her PGCE in the lifelong learning sector.Her stint in academia was not just confined to teaching. Alexander became an integral part of the university team at York St. John University within the Faculty of Arts, orchestrating events that leveraged her industry contacts. “I was able to bring my contacts to those events,” she says, detailing her involvement in international summer schools, creative panels, film festivals, and the Channel 4 inspiration day.It was this blend of education and event management that paved the way for her entry into <a href="https://www.linkedin.com/company/kes-international/">KES International.</a> Meeting a key contact, the then-owner and CEO of KES International, marked a pivotal moment. “I started working for him,” Alexander states, a move that would eventually lead to the establishment of her own events business in 2012, <a href="https://www.reevention.co.uk/about">ReEvention</a>.Manoeuvring Through the ChallengesFaye has faced her fair share of challenges head-on. “Learning how to expand the business and keeping up with social media,” she notes, were just the tip of the iceberg. The real test came with managing a growing team and mastering the art of time management—a skill that “spans across it all.”Alexander’s business, which has grown organically since its inception in 2012, relied heavily on relationships and client return, rather than a competitive market driven by tenders. This approach, however, was put to the test during the COVID-19 pandemic, which hit the events industry hard. “We were shut down and told to retrain,” Alexander recalls, highlighting the sector’s struggle to bounce back.The response from Alexander and her team was swift. They transitioned their events to virtual or hybrid platforms, creating a bespoke virtual platform during the pandemic tailored for their international conferences and event management. “We had clients who were live when the pandemic happened, so we had to quickly get them online,” she explains. This platform included meeting spaces with breakout rooms, resource libraries, and virtual exhibition spaces—all created in a virtual fashion.Moreover, the cost of living crisis and energy crisis have led to a global increase in event and hospitality prices, necessitating a rise in their own pricing structures. “Certainly when events are hybrid and they offer a virtual and a live element, you can’t charge as much for the virtual element as you can live,” Alexander points out.Brexit added another layer of complexity, with increased red tape affecting international shipping and logistics. “Flight and travel management is not as straightforward as it was before,” she states. Yet, despite these “challenging times,” Alexander remains undeterred.Looking ahead, Alexander sees the hybrid model as an integral part of the events world. Their platforms cater to events of various sizes, including a recent one in Athens with 300 people live and 200 online, representing over 50 different countries. “Hybrid has become a big part of what we do now,” she affirms.The Dual Pillars of KES International and ReEventionKES International, a membership organisation with a rich 28-year history, was acquired in 2018 by Alexander and her husband. Serving over 10,000 academics globally, KES International manages a comprehensive suite of services from paper submissions and reviews to international conference portfolios and publications.Alexander describes the essence of their conferences as opportunities for academics to “come together and network, present their findings, and disseminate their research amongst each other.”ReEvention, on the other hand, has evolved into a dynamic events management agency, expanding its offerings post-pandemic to include global venue finding, team building away days, incentive travel, and exhibition stand builds. Faye highlights the shift towards immersive experiences, such as creating an operating theatre for a MedTech client, reflecting the changing landscape of the events industry where brand activation and bringing brands to life are becoming increasingly important.The subjects at the heart of their events are high-level research-intensive topics like intelligent systems, computer science, AI, big data, and sustainability. Alexander underscores the importance of resilience and drive as key leadership traits, sharing anecdotes of overcoming challenges like severe weather at an event in Athens and adapting to cultural differences and dietary requirements during international gatherings.With a focus on preparation, flexibility, and proactive planning, Alexander and her team are dedicated to delivering exceptional experiences, whether for a small meeting or a large global event. They nurture their young team members, providing them with invaluable global exposure and the skills to navigate the complexities of international event management.Envisioning a Legacy of Enduring Impact and Providing Space for Academic ExcellenceFaye has a clear sight of the legacy she aspires to leave. For KES International, Alexander aims to create a lasting platform that facilitates the continual professional development of academics. “The publication of their work, the dissemination of their research, the ability to network, the ability to publish will never end,” she asserts, showcasing the importance of these elements in the academic sphere.Over the past 28 years, KES International has been instrumental in providing global academics with opportunities through its International Conference portfolio. Alexander’s ambition is for this legacy to thrive well into the future, ensuring that the platform remains a cornerstone for academic growth and collaboration.ReEvention, Alexander’s events management agency, mirrors this commitment to longevity and evolution. Catering to a diverse clientele, from local UK businesses to global enterprises, ReEvention is dedicated to developing with the industry and adapting with the times, all whilst delivering excellency. “The hope is that many of our events will have a memorable and a long-lasting impact on the teams that were involved, the delegates that are involved, the attendees, and the managers that are involved in each one of our events,” concludes Alexander.&nbsp;</div>

Faye Elizabeth Alexander's journey has taken the Director from York's academic halls to international event management. Tracing her career from media to education, and finally to founding her own successful events business, this article delves into the challenges and triumphs of a dynamic professional life, underscored by resilience in the face of industry upheavals such as COVID-19 and Brexit. 

David Evans

Articles published by David Evans

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Nurturing Nature: Nicola MacGregor's Childcare Vision and Educational Legacy

David Rai: The Social Mobility Mission Behind Sparta Global

Sarah Ainge: A Journey of Compassion and Leadership

Riky Bains: A Strategist Creating Unique Experiences

Faye Elizabeth Alexander: A Stage Set for Success