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 <div data-pmr-editable="" class="medium-editor-insert-plugin">David Bly, the Operations Director of Cornerstone Management Service, holds a career spanning over two decades and has been at the forefront of driving change in an industry that is all too often resistant to it.“We wanted to drive more thinking and more transparency,” Bly reflects on the early days of <a href="https://www.cornerstone-ltd.co.uk/">Cornerstone</a>, a company he co-founded 15 years ago alongside a handful of industry veterans. Their mission was clear from the outset: to revolutionise the way property damage and moisture mechanics were understood and handled. Cornerstone’s ethos was never about quick fixes. It was about understanding the structure first, whether commercial or residential, to minimise impact. This philosophy quickly garnered attention. “We were soon approached by people like the NHBC and some housing associations,” Bly notes, underscoring the trust and reputation Cornerstone built by delving into the causes of property damage rather than just treating its symptoms.Understanding the building fabrics and the diverse architectural styles across the UK has been key to Cornerstone’s success. “We’ve been utilised since that time as a company that will look at complex issues,” Bly states with a sense of pride.Today, Cornerstone stands at the cusp of sharing its wealth of knowledge more broadly. With unique platforms and CPD training on the horizon, Bly is excited about the future. “We’re going to make this available to everyone,” he declares, emphasising the company’s commitment to reducing the time from the moment mould is witnessed to when it’s removed.Running a business like Cornerstone comes with its challenges, but for Bly, the biggest hurdle was ensuring that as the company grew, the ‘Cornerstone way’ remained intact. “We’ve got a very small but unique framework now that we’re comfortable with,” he explains, ensuring that their processes are upheld across their network.Tackling the Mould: Cornerstone’s Proactive ApproachDavid is a man with a mission: to combat the increasing trend of mould in buildings, a challenge that has grown alongside the evolution of modern housing. “Since the early 1960s, as we’ve removed our fireplaces and replaced them with gas heating, changed our timber window frames with double glazing and added insulation measures exponentially, the cases of mould have followed,” Bly explains.This trend is not just a matter of aesthetics; it’s about understanding the behaviour of our buildings and the daily activities of the occupants. Bly is keen to differentiate between damp and mould for the purpose of identifying root causes, stating, “Damp will show itself as spoiling, darkening surfaces, splitting, and cracking. Whereas mould is a symptom. Mould especially is not down to one issue, it’s a number,” reflecting the complexity of the challenges they face and the depth of their expertise in addressing them. Bly’s strategy involves a ‘did you know’ approach, engaging with residents without blame and providing guidance on managing internal atmospheres to break the cycles of excess moisture. “We’re talking about a majority atmospheric related issue,” he says, citing that 91% of the buildings they surveyed were dry. This data underscores the need for a deeper understanding of building fabric and occupant behaviour.Cornerstone’s training starts with the admin staff, equipping them with a ‘5Q’—five key questions—that help identify the nature of the issue when residents call in. Bly also emphasises the importance of building orientation and the impact of daily activities like drying clothes indoors. He shares insights into the science of mould growth, explaining how warm air from our breath can condense against colder walls, providing the first nutrient for mould spores. “The fabric of the building itself is also very important,” Bly notes, highlighting the need for a greater understanding of building fabrications and types before considering any interventions.Concrete Leadership: David Bly’s Legacy at CornerstoneDavid envisions the ideal form of leadership as a concoction of variables that lead to success within a team. “Great leaders are passionate and are willing to listen, as well as having a lot to divulge and share with people,” Bly reflects. He believes that the essence of leadership lies in the ability to connect with others, to resonate with them on a personal level beyond the technicalities of business.Bly’s aspirations for Cornerstone extend beyond solving individual problems; he aims to transform strategies, training, and frameworks within housing associations. “I’d like to think we’re a company that assists with changing the strategy, training, changing the framework,” he says, emphasising the importance of sharing information to empower others.One of Bly’s innovative concepts is the ‘property MOT’, a holistic approach to ensuring the health of a building and its occupants. “When you change windows, insulate a property, or change the ventilation measures, you actually impact the whole building as a whole and therefore its occupants,” he explains. This initiative reflects his belief in the power of collective knowledge and experience to create a uniform framework for property health.Bly is not content with the status quo; he is actively working on a knowledge-sharing platform to provide timely advice on damp and mould issues. “It’s about timeliness with dealing with a report of damp and mould,” he states, advocating for accessible solutions that residents can implement themselves before escalating issues to landlords.David Bly’s legacy at Cornerstone is not just about the problems solved but the proactive strategies and frameworks established to guide housing associations into the future. His leadership style and original thinking have set a new standard in property management, ensuring that Cornerstone remains an icon of knowledge in property maintenance and a catalyst for change in the industry.</div>

David Bly has over two decades of expertise at Cornerstone Management Service. Bly's proactive approach and 'property MOT' concept are changing the industry for the better, ensuring buildings' health and empowering residents with knowledge to combat mould and dampness. 

The Cornerstone of Property Maintenance: David Bly and Cornerstone Management Services

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">The story of <a href="https://haleplace.co.uk/management-team/">Kevin Hewlett</a>, Director and Owner of Hale Place Care Solutions, 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 <a href="https://haleplace.co.uk/">the concept of Hale Place</a>, which is now celebrating 35 years of expert care and has featured in the BBC and ITV. “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: An Sturdy Journey to the Pinnacle of Care

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Richard Lee is a prominent figure within the competitive landscape of kitchen, bedroom, and bathroom (KBB) retail.&nbsp;As the CEO of <a href="https://prmf.co.uk/">Paula Rosa Manhattan</a> (PRM), his journey through the industry’s various sectors has resulted in his adaptability and leadership. “My background has been in the sector pretty much all my working life,” Lee shares. “I worked through from sales into operations and then into senior management roles and C-Suite level roles.”With over two decades of experience, Lee’s career is a tapestry woven from diverse corporate backgrounds, ranging from public companies to private equity-owned firms. “I’ve worked in a cross-section of businesses with very different cultures,” he explains, highlighting his tenure in distressed businesses and mature companies seeking growth.Lee’s approach to leadership is shaped by his varied experiences. “I like to learn from all experiences,” he says. From the rigour and professionalism of PLCs to the agility of private equity, each has contributed to his strategic toolkit.Richard came into PRM to define the company’s strategy, instil a vision, and lead a turnaround. Despite financial challenges and the need for autonomy from its Swedish parent company, Lee has focused on fostering a culture of engagement and strategic growth. “We’ve worked hard on employee engagement,” he notes, emphasising the importance of communication and listening to build a team that shares a common purpose.Now, PRM is not just surviving but thriving, with financial metrics set to surpass expectations. It’s a milestone that reflects not only the company’s resilience but also Lee’s unwavering commitment to excellence. “Our ambition to grow and improve will not change,” Lee asserts, signalling a future as promising as the legacy he’s helping to build.Richard likens his initial experience with the company to steering a cumbersome vessel. “It felt a bit like trying to turn an oil tanker around,” he describes. The company’s processes, while thorough, were overly complex, hindering agility and progress. “A grading system in production meant that no one actually got upgraded. It was just too complex,” Lee recalls.When Richard came in the company confronted its siloed operations head-on. His remedy was to shift the focus from individual departmental success to the company’s collective achievement. “The measure of success wasn’t how your department was doing. The measure of success was how the company was doing,” he asserts.Lee’s background in turning around distressed businesses proved invaluable in addressing these challenges. He understands that resistance often stems from fear of the unknown rather than malice. Through a series of workshops with the executive team and subsequent levels of management, he worked to dismantle barriers and foster a culture of collaboration and mutual support. The result is a transformed environment where disruptive behaviour is met with understanding and resolution, aiming for win-win outcomes. “A Confluence of Tradition and InnovationRichard oversees a unique amalgamation of heritage and progress. The company, born from the merger of two distinguished kitchen manufacturers, has served the contracts market with distinction, resulting in strong foundations in the UK’s bustling construction sector.Under the aegis of Balance Love and the broader Stunner Group, PRM has maintained a low profile, focusing on quality rather than publicity. “We’ve taken a very quiet background role,” Lee admits. However, this reticence did not equate to stagnation. On the contrary, Lee’s strategic vision has propelled the company into a new era of social media engagement, with a commitment to regular postings.Looking at broader industry trends, Lee acknowledges the differences between the UK and Scandinavian markets, particularly in product preferences. “Shaker kitchens probably account for 50% of the UK market,” he points out, contrasting it with their sister company’s offerings in Scandinavia. Despite these differences, Paula Rosa Manhattan is adept at navigating the nuances of the market, from colour trends to working practices.Lee’s approach is one of learning and adaptation, seeking to harmonise the company’s practices with the best of European standards while maintaining its unique identity. “We can always learn from each other,” he concludes, encapsulating his philosophy of continuous improvement and cross-cultural collaboration. Richard’s Legacy at Paula Rosa ManhattanThe PRM CEO is not only steering the company towards a prosperous future but is also meticulously crafting a legacy that will endure. “I am already working on my succession plan,” Lee states. He is determined to ensure that the company’s success is not transient but becomes a permanent fixture in its culture.Lee’s blueprint for the company’s growth is ambitious yet straightforward: “2X5Y,” he calls it, aiming to double the size of the revenue in the next five years. This strategy focuses on financial growth and expanding the company’s horizons. “We recently launched a B2C operation,” he reveals, showcasing his initiative to leverage the company’s assets more effectively.The expansion is not limited to business operations; it extends to product offerings as well. “We have started a bedroom offer for our customers,” Lee says, indicating the company’s venture into new markets. This diversification is part of his vision to create a more agile and nimble business that remains true to its core values of quality and service.Ultimately, Richard’s legacy is deeply intertwined with the people of Paula Rosa Manhattan. His aspiration is to create a company that values its workforce as its greatest asset, fostering loyalty and a thirst for growth. “The loyalty and longevity of service is what’s going to carry this business through the next 3-4 five years of growth and beyond,” he concludes.</div>

Richard Lee, CEO of Paula Rosa Manhattan, is leading the KBB retail giant through a transformative era of strategic growth and cultural innovation. With over 20 years of diverse experience, Lee's vision for PRM is setting new industry standards, ensuring a legacy of excellence and resilience. 

Richard Lee: Steering Paula Rosa Manhattan to New Horizons

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Financial Accountant Director <a href="https://www.accountantssolutions.net/about-me/">Christine Adedokun</a> has carved a niche for herself in the accountancy industry. Her journey, however, stems from an unyielding belief in one’s abilities.Her journey began in a grammar school where she struggled with algebra. “That is the main subject that I couldn’t grasp.” However, a turning point came when she sought help from a teacher during her time in Nigeria. “I actually called him and said I’m not following this subject, I don’t get anything and I think I need it for my future.” The teacher agreed to coach her, and she quickly grasped algebra, which led her to admire physics.Christine’s journey took her back to the UK, where she started a family. Wanting to further her education, she faced a crossroads. “My dad was telling me to follow different paths, but I wasn’t interested. I said I wanted to do business studies or anything business related.”She pursued business studies and then banking, but found it wasn’t for her. “I got into the banking classes, but there wasn’t much that I liked. I didn’t understand anything.” It was then that she discovered her passion for accountancy. “I discovered accountancy and thoroughly liked it because it followed up on what the other teacher taught me.” She changed courses, went into accountancy, and that marked the beginning of her journey.Christine’s journey was not without its challenges. She juggled her studies with work and raising a family. “I would go to work during the day, and at night I would go to college. And In between, I would be raising a family.” Christine persevered and found her calling in financial accounting. “That was the exciting plan for me. That’s what I liked the most, becoming a financial accountant.” She completed her courses and specialised in small to medium-sized organisations as a financial accountant.Overcoming Challenges and Empowering ClientsSome of the key challenges Christine has had to overcome have only served to strengthen her leadership. “The challenges that come to mind and I have overcome by the grace of God came during COVID. It was slow and difficult getting people to work for and to work with me. Even up to now to make sure that even though they’re working with me, they’re not pulling me down because I have to train them,” she shares. This dual role of working and training simultaneously has been a significant challenge for her.<a href="https://www.accountantssolutions.net/">Adedokun’s company, Accountants Solutions</a>, is geared towards helping people manage their wealth. “We do mostly what other accountancy firms do, but it’s a financial accountancy, so we are more geared to helping people with their wealth, keeping it, increasing it and contributing to wealth creation and wealth distribution as well. So we’re more geared toward making the money sing,” she explains.She acknowledges that many of her clients, particularly those from small to medium businesses, may be knowledgeable in their fields but lack financial knowledge. This gap can hinder growth as proper documentation and orderliness are crucial in today’s world. “If you're a small business, it’s a bonus. Try and get an accountant. If you want the accountant to do your records, that’s even better. If not, you can ask them to train you and what to do,” she advises. Engaging an accountant can enlighten business owners on how to increase their wealth and keep proper records, which is essential for growth.Leadership and LegacyChristine’s approach to leadership is rooted in empathy and connection. “People like to be pampered or loved. Being shown courtesy goes a long way. I try to do that to people because I’m a people person. I like people to at least give me something, so those are my motives and managerial skills, just being nice to people,” she shares. This simple act of kindness and the ability to connect with people ensures quality connections and fosters a positive work environment.Adedokun’s vision for her company is to carve out a niche in the market for accountancy solutions. “I believe by the grace of God it has, especially during COVID, reached the stage that we’re not advertising for clients and I think that it’s a very good position to be in. I would like to still continue to promote our work granted we have the capacity to cope with it,” she states. This vision reflects her commitment to sustainable growth and client satisfaction.In terms of services, Adedokun’s firm covers pensions and investments, especially capital venture investments. “If you invest in the capital venture you would be able to get that investment that you’ve made. The tax on it would not be taxed. For instance, if you put a certain amount in and that amount is coming off of the profit and loss which should have been taxed, it won’t be taxed. And when the profit that you gain by investing also when it comes back is not taxed. So there’s lots of things involved. This is just one example of how we contribute toward the wealth creation of our clients,” she explains. Adedokun’s leadership style, vision for her company, and commitment to client service paint a picture of a leader who is not only adept at navigating the complexities of finance but also deeply invested in the success of her clients.&nbsp;</div>

From overcoming academic challenges to carving out a niche in financial accounting, Christine Adedokun and her company, Accountants Solutions, offer specialised services to manage wealth and foster growth. Dive into her leadership philosophy rooted in empathy and connection, driving sustainable growth and client satisfaction. 

Christine Adedokun: A Journey from Algebra to Accountancy

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

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

Olga Murray

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