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

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

Mark Burns: From Banking and Nightclubs to Leading Hair Development

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

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

Lee Bovell: A Journey of Care and Management

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

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

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

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/adam-kiani">Adam Kiani</a>, Founder and Chief Executive of Academy Investment Group (AIG), has had the courage to challenge the status quo for as long as he can remember.&nbsp;“I always had an entrepreneurial background,” Kiani reflects. After obtaining a university diploma in finance journalism, he quickly realised that his passion lay not in writing but in the business world. <a href="https://www.linkedin.com/in/adam-kiani-25687964/?locale=ru_RU">His early venture into business</a> ownership was a prelude to a pivotal role at LA Fitness, where he began as a gym manager before ascending to regional management and eventually overseeing the recruitment of personal trainers.It was during his tenure at LA Fitness and DW Sports that Kiani identified a significant gap in the market: the education of personal trainers. “And that’s when I started <a href="https://ptacademy.com/">PT Academy</a> back in 2009,” he says. Kiani observed that the traditional method of training, delivered by university lecturers, was not producing the quality of personal trainers the industry demanded. Determined to elevate the standard, he pioneered a novel approach. “Let’s change how courses are delivered,” he proposed, opting to employ successful personal trainers to impart their knowledge and expertise to new recruits.Kiani’s innovative method faced scepticism, but he remained undeterred. “I trusted my gut instinct, and it worked,” he asserts. And work it did, setting a new industry standard that is now widely adopted. “There won’t be a training provider you come across within our sector that doesn’t use active personal trainers to teach its courses,” Kiani proudly states, marking a significant shift in the industry’s landscape.The impact of Kiani’s vision extended beyond training methodologies. When faced with rejection from his employers regarding his business plan, he embraced the challenge and forged his own path. “That was the best rejection I’ve ever received,” Kiani muses, reflecting on the moment that spurred him to establish PT Academy. His resolve to succeed has not only reshaped the fitness industry but also solidified his role as a trailblazer and a beacon for aspiring entrepreneurs.Innovation Amidst Crisis: PT Academy’s Strategic PivotWhen the fitness industry was brought to its knees by the COVID lockdowns, PT Academy faced a dire crossroads. “We were given guidance from one of the regulators that fitness qualifications have to stop until gyms reopen,” Kiani explains. The prospect of halting operations was daunting, but Adami’s innovative spirit spurred a groundbreaking solution. “I wrote six pathways which would allow learners to continue without the use of a gym,” he says, showcasing his proactive approach to crisis management.The inspiration for this pivot came from an unlikely source: “What triggered it for me was watching Joe Wicks on the first day of lockdown do an online PT session with a million people,” Kiani recalls. This observation led to a swift adaptation, allowing PT Academy to set a precedent for the entire industry. “Just by writing those pathways, it allowed not only us but every other fitness training provider to continue without having to use gyms,” Kiani proudly states.This strategic shift kept PT Academy’s business model afloat and simultaneously revolutionised the fitness training landscape. “Some great things came from tackling those challenges,” Kiani reflects. “Prior to COVID, very few people knew how to do online PT, whereas it almost became a prerequisite.” The company’s agility in adapting to online platforms has since fostered a robust online client base and established new norms within the industry.Kiani’s foresight and adaptability have not only navigated PT Academy through turbulent times but have also positioned it at the forefront of the industry’s evolution. As Kiani observes, ‘challenges aren’t necessarily burdens; they can be great to develop from.” This ethos has been integral to PT Academy’s continued success and expansion, both within the UK and internationally. Envisioning a Lasting ImpactAs the final curtain draws near on the conversation, Adam draws attention to the scale of his company. “It’s under £4 billion,” Kiani states, reflecting on the staggering economic contribution PT Academy has made to the UK economy. But beyond the numbers, Kiani sees a legacy that is “not just quantifiable,” but also rooted in the life-changing impact on individuals’ health and well-being.Kiani’s pride is palpable when he speaks of the hospital built in East Sudan with the money donated by his company, demonstrating a commitment to making a tangible difference in the world. “That hospital proves to be a godsend,” he says, underscoring the profound effect of his philanthropic efforts.Yet, Kiani’s legacy is not confined to the realms of fitness and philanthropy.&nbsp;<a href="https://www.imdb.com/name/nm12365217/">His foray into the entertainment industry</a> as an actor, marked by appearances in The Gentleman Netflix series and Red Notice, along with his role as a stunt double, reveals a passion for storytelling and performance. His journey into film production, from writing and directing to showcasing a trailer in Cannes, showcases his relentless drive to create and innovate. Kiani’s work in film is more than a diversion; it is a parallel path that enriches his legacy, offering inspiration and opening doors to new opportunities.In the grand tapestry of Adam Kiani’s career, each thread – from personal training to acting, from manufacturing gym equipment to philanthropy – weaves together to form a legacy that is both diverse and unified. It is a legacy that transcends the individual, shaping industries, touching lives, and inspiring future generations.</div>

Adam Kiani, Founder of PT Academy, has revolutionised personal training education and navigated the company through the COVID crisis with innovative online training solutions. Learn about his entrepreneurial spirit, industry impact, philanthropic efforts, and acting endeavours in our in-depth feature.

Adam Kiani: The Multi-Talented Entrepreneurial Spirit Behind PT Academy

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/craig-webster-87760a3b/?originalSubdomain=uk">Craig Webster</a>, the enterprising Managing Director of <a href="https://www.tigerestates.co.uk/">Tiger Estates</a>, has a rich heritage in property, ingrained in him from a young age.&nbsp;“I’m from a property family,” he says, recalling how his parents transitioned from owning hair and beauty salons to becoming landlords after selling their business in the 90s. This early exposure to the world of property planted the seeds for Craig’s future ambitions. Despite a brief flirtation with the idea of becoming a builder, Craig pursued higher education in human geography, providing a foundation for his property career.Post-university and with a blend of youthful audacity and professional acumen, he proposed a merger of two floundering property companies, including one owned by his father. Starting with a 25% stake, Craig’s tenacity saw him gradually increase his shareholding, steering the company towards managing a vast portfolio of properties and expanding services across the northwest, even as far as Doncaster in South Yorkshire. “It’s worked for testament,” Craig reflects on his bold decisions, which have led Tiger Estates to manage approximately 2000 properties and sell £80 to £100 million annually. Navigating the Unpredictable In the dynamic world of property management, Craig has faced a plethora of challenges that have shaped the success of both himself and the company. “It all sometimes seems nice and stable and then something out of left field rocks everything,” Craig reflects on the unpredictable nature of the business. He has weathered fallouts with senior managers and shareholders, navigated clients’ financial collapses, and grappled with the turbulence of the property market. These experiences have not only tested his resolve but have also honed his business acumen.Craig’s hands-on leadership style has seen him through the complexities of property management compliance and legislative changes in the private rental sector. “There’s always obstacles to overcome… you use your experience a lot of the time from a business perspective,” he says, emphasising the importance of learning from each hurdle.The lockdown posed yet another significant challenge, but Craig’s proactive approach and determination to “deal with them head-on” ensured that Tiger Estates not only survived but thrived, expanding its operations by acquiring other companies. “Sometimes it felt like I was chewing a massive piece of steak, but you just got to keep going,” he muses, reflecting on the relentless pace of growth and the satisfaction of overcoming each obstacle and enjoying the success. With Tiger Estates covering notable areas such as Poulton and Lytham, there’s plenty of success to be satisfied with. Advocating for ClarityWebster, with his extensive experience in the property market, calls for greater transparency and regulation within the industry. “More transparency,” he asserts, having voiced his concerns to local MPs regarding the renters reform bill and the influx of legislation affecting the private rental market. Despite discussions, Craig points out the lack of concrete action: “It’s all being talked about, but there’s never been anything actually set in stone.” He believes that while some aspects of the proposed bill are commendable, such as the introduction of standalone property courts and the elimination of no-fault evictions, others may be too severe.Webster argues for a balanced approach that protects both landlords and tenants without reverting to the overly protective tenancies of the past. “Let’s make it more professional,” he suggests, highlighting the ease with which one can start a property company without any qualifications. This, he believes, undermines the professionalism of the industry. He urges the government to clarify the implications of the renters reform bill for small-scale landlords who fear increased taxation and difficulties in managing their properties.“There needs to be improvements in communication and transparency,” Craig laments, emphasising the need for clear guidelines and standards to elevate the property market. As a qualified surveyor and active member of professional bodies, he champions the necessity of qualifications and higher standards in the industry. His advice to policymakers is unequivocal: increase transparency, communicate effectively, and regulate the market to safeguard its most significant asset—property.Elevating Standards In the words of Craig Webster, Managing Director at Tiger Estates, the legacy he envisions for his company is deeply rooted in service and integrity. “We help people,” he asserts, encapsulating the essence of his mission. Webster’s ambition goes beyond mere business expansion; he seeks to establish a trust with his clients, fostering growth and delivering excellent results. “It’s all about lifting standards,” he says, reflecting his commitment to enhancing the property market. Webster’s dedication to aiding landlords and tenants alike is evident in the establishment of a dedicated action line, a testament to his desire to assist and elevate the industry. As Tiger Estates continues to innovate with new services like auctions, the core of Webster’s aspiration remains unwavering: “But we help people—that’s what I set up to do.” It is this steadfast focus on helping others that Webster hopes will define the enduring legacy of Tiger Estates. “But talking about our legacy isn’t to say we’re going anywhere,” Webster adds. “We have big plans for the future.”&nbsp;</div>

Craig Webster, Managing Director of Tiger Estates, has established himself as an integral part of the property industry in the North West. With contracts now extending to Yorkshire, the full potential of Webster and Tiger Estates is yet to be seen.

Paul Kallee-Grover MBE

Articles published by Paul Kallee-Grover MBE - Page 4

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