<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/5ea1be6b887b3bedfbc953da2638524b.jpg&quot;);"></div>

 <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

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 <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.

Dr Sue Smith

Articles published by Dr Sue Smith

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