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 <div data-pmr-editable="" class="medium-editor-insert-plugin">As a new year begins, <a href="https://www.mgpstesting.co.uk/">AG Instruments</a> can look back fondly on its 2021 accomplishments, which have set the company up well for further success over the next 12 months. Not only did the gas analysis equipment manufacturer roll out two new products to market in the MGV1000 and the MGPS1000c, but its <a href="https://www.mgpstesting.co.uk/">MGPS1000</a> all-in-one gas analyser was <a href="https://www.linkedin.com/posts/ag-instruments-limited_medicalgas-medicine-technology-activity-6877245046366765056-W9y2">recognised</a> as ‘Innovative Product of the Year’ by <a href="https://www.iheem.org.uk/">the Institute of Healthcare Engineering and Estate Management [IHEEM].</a>The MGPS1000 has been <a href="https://www.mgpstesting.co.uk/description/">developed</a> from AG Instruments’ patented technology and the company trademarked “Technology Made to Measure” concept, which is based around using the best available sensing technologies to produce highly user-focused products of the highest quality. It is capable of carrying out gas tests that would normally require use of multiple instruments, and has received credit for speeding up MGPS testing in the Nightingale hospitals which were operated across the UK at the height of the Covid-19 pandemic.For company founder, <a href="http://www.leaderscouncil.co.uk/members/hany-agaiby">Dr Hany Agaiby</a> - who <a href="https://www.youtube.com/watch?v=qMBwivqegO0">took a leap of faith</a> in establishing the business from his home in 2009 -the success of the business and in particular the MGPS1000, comes as a source of great personal pride.Dr Agaiby said: “I and the whole AG Instruments team are proud to have been recognised as ‘Innovative Product of the Year’ by IHEEM for the MGPS1000.“We also brought two new products to market in the MGV100 &amp; the MGPS1000c as well as supporting and meeting the medical community at tradeshows, training courses and conferences across the UK and worldwide.“I must say an incredible ‘thank you’ to everyone that we have met and worked with through 2021.”For 2022, as Dr Agaiby explained, AG Instruments already has ambitious plans. The firm is planning to release another suite of new products, which will be exhibited at further trade conferences, starting as early as this month.Dr Agaiby said: “We are not stopping here. We are looking forward to the New Year as we continue to bring new products to market and meet more healthcare professionals across the globe, starting with the Arab Health Exhibition in January 2022.”<div class="medium-insert-embeds">
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As a new year begins, AG Instruments can look back fondly on its 2021 accomplishments, which have set the company up well for further success over the next 12 months.

2021 sets foundations for bumper New Year for AG Instruments

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/chris-chaney">Chris Chaney</a> orchestrates a unique blend of art and medicine as the Chief Executive of <a href="https://www.cwplus.org.uk/">Chelsea and Westminster + (CW+)</a>.&nbsp;Chaney’s narrative is punctuated by a familial dichotomy, with half of his kin dedicated to the NHS and the other half to artistic pursuits. “Occasionally we get the odd kind of rogue banker,” he quips, “but deep down we’re artists.” This blend of healthcare and creativity seems to have predestined him for a role where both would converge.Chris took on a role at Great Ormond Street Hospital’s charity that was meant to be a brief interlude, yet it spanned a decade of transformational work in leukaemia research fundraising. “My one year turned into ten years,” he recounts. <a href="https://www.linkedin.com/in/chris-chaney-48b05392?originalSubdomain=uk">The crescendo of Chaney’s career</a> came with his leadership in establishing a £2 billion fundraising campaign at the University of Cambridge. It was here that he honed his ability to unite disparate departments towards a common goal, a skill that would serve him well in his current role at CW+ which he took up in 2016.At CW+, Chaney finds himself at the nexus of his lifelong interests. “Chelsea and Westminster is a hospital that, when it opened 30 years ago, was the third largest art gallery in London,” he explains. The hospital’s commitment to integrating the arts into healing is a vision that resonates deeply with Chaney’s own beliefs. Under his guidance, CW+ continues to explore the therapeutic potential of the arts, building on a legacy of pioneering research in the field. For Chaney, the role is more than a job; it’s a harmonious blend of passion and purpose, a melody that continues to evolve and enrich the lives of those it touches.The Philanthropic PulseAt the heart of Chaney’s leadership lies a symphony of strategic challenges and philanthropic insights. Chaney reflects on the essence of his role, “Working in high-profile institutions is undoubtedly a privilege, but with that privilege comes the challenge of juggling a lot of agendas.” His tenure is marked by the delicate art of prioritisation, fostering relationships, and building partnerships.Representing the interests of third parties, whether partners, individuals, or families, is a responsibility Chaney does not take lightly. “Their voices are important, they have expectations and you have to represent them as well,” he asserts, highlighting the multifaceted nature of his role.Chaney credits his intellectual growth to the daily interactions with global subject matter experts, which honed his ability to distil complex concepts into comprehensible narratives. This skill proved invaluable in navigating the mysterious waters of NHS philanthropy and later, in the realm of higher education.The pandemic brought a surge of awareness to the role of philanthropy, a silver lining that Chaney welcomes. “Philanthropy enables people to try new things,” he notes, underscoring its critical role in bridging the gap between taxpayer funding and innovative proof of concepts.CW+'s principle, shared by Greater Ormond Street and Cambridge, is clear: philanthropy is the catalyst that transforms promising ideas into tangible realities. For Chaney, this is where philanthropy truly shines, providing the necessary support for effective delivery and infrastructure. “That’s where philanthropy came to bear,” he concludes, encapsulating the transformative power of charitable partnerships.Bridging Innovation and Healthcare: The CW+ VisionChaney, articulates the essence of the organisation’s mission with clarity and vision. “We’re not just a traditional hospital charity,” he asserts. “We’re at the forefront of healthcare technology, deeply involved in the DigitalHealth.London accelerator, and committed to bringing the best of global best practices to our local context.”At CW+, the focus is on adaptability and innovation. Chaney describes the organisation’s approach as one of co-design and meaningful long-term partnerships, rather than transient, transactional projects. “It’s about engaging with our workforce, understanding their adaptability, and ensuring clinical and operational buy-in,” he explains. This philosophy has led to significant achievements, such as a 22% reduction in waiting lists.Chaney emphasises the importance of CW Innovation, a joint venture between the trust and the charity, which plays a crucial role in bridging the gap between new technologies and the organisation’s needs. “They do the heavy lifting,” he says, “allowing us to focus on what matters most—improving care and quality for our patients and community.”Chaney reflects on the journey ahead, acknowledging the challenges but remaining optimistic about the future. “There’s no great mystery as to where healthcare is going,” he states. “The real challenge is the appetite and tenacity to get there.”Shared Success and Patient-CentricityAs the Chief Executive reflects on the organisation’s journey, he envisions a legacy defined by innovation, collaboration, and a commitment to patient-centred care. “We’re not here to say we invent everything or that we’re the best at everything,” Chaney humbly remarks. Instead, CW+ prides itself on being a testbed for new approaches, continuously seeking more effective ways of working.The organisation’s initiatives, such as the elective recovery programme, have seen widespread adoption, now mirrored in over 40 hospital trusts across the UK. This success is a testament to the close relationship with NHS England and the federated data platform partnership. “It’s hugely exciting to see the work here having an impact in other organisations and health systems,” Chaney notes.At the heart of CW+'s ethos is the open-source design of its programmes, allowing for scalability and adaptability. The ‘Best for You’ mental health programme, which supports young people and families across North West London, has already seen over 100,000 website visits, indicating its far-reaching impact.Chaney attributes the organisation’s ability to spread best practices to the collective effort and ethos of CW+ and its partners. He emphasises the importance of sharing not only successes but also failures, to prevent the wasteful repetition of ineffective methods.In the closing remarks, Chaney highlights the critical role of co-creation with patients and families in the success of programmes, such as ‘Best for You’. “The most critical reason why our Best for You programme is working quite well is that we’ve involved young people and families in designing every element of it from the outset,” he explains. This inclusive approach ensures that the initiatives are truly reflective of the needs and experiences of those they aim to serve, and thus making way for a legacy that is both innovative and empathetic.</div>

Chris Chaney leads Chelsea and Westminster's CW+ with a unique fusion of art and medicine, championing innovation in healthcare and philanthropy. Discover how CW+ shapes the future of patient care through technology, partnerships, and a patient-centric approach.

A Symphony of Service: Chris Chaney at the Helm of CW+

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">As the Principal of Hampstead School of Art (HSoA), <a href="https://isabelhlangtry.myportfolio.com/projects">Isabel Langtry</a> is not only shaping the future of art education but also leaving her mark on the world with her public sculptures, with sculpture pieces across the world, from Chile to China for the 2008 olympic games.“Art learning should be possible for absolutely everyone,” Langtry asserts, reflecting on <a href="https://www.hampstead-school-of-art.org/about/about-hsoa">her role at HSoA</a>. Her commitment to inclusivity is evident in the school’s diverse offerings, from family classes to sessions for their oldest student, a 94-year-old stone carver. The school’s ethos of community engagement is further reinforced by providing bursaries for those unable to afford fees, embodying the belief that art should transcend financial barriers.Langtry’s philosophy extends beyond the classroom walls. “Public sculpture is about making art accessible in public spaces where people don’t have to pay for it,” she explains. Her work, such as the mosaic-covered ‘Pop’ in Berkeley Square, London, not only brightens the day of passersby but also inspires creativity and thoughtfulness. This approach aligns with recent studies, including one by NASA, which concluded that every human being is inherently creative, a trait often stifled by systematic undervaluation in education.Born into an international family, with roots stretching from Havana to northern Spain, and a childhood spent in Lagos, Langtry’s global perspective is deeply ingrained in her work. Her sculptures, influenced by local traditions and environments, aim to reflect and enhance their settings, as seen in her ‘Oxygen’ installation, which emphasises the importance of trees and repurposing discarded materials.Langtry’s journey took her from Derbyshire to University of Hull and finally to Saint Martin’s School of Art, where she gained her teaching experience. Now, at Hampstead School of Art, she continues to uphold the values of individuality, expression, and hands-on learning that have long defined Britain’s historic art schools.Building Dreams into Reality: Isabel Langtry’s Transformation of Hampstead School of ArtWhen Isabel took the helm at HSoA, she was met with a challenge that would daunt many: revitalising a school that had seen better days. “I found a school that had fallen into the doldrums,” Langtry recalls. The institution, once started by local artists including Henry Moore, was in a state of decline, housed in dilapidated accommodation and with a student cohort of merely 260.Langtry’s vision was clear and her determination resolute. She embarked on a mission to not only increase the student body but to also rebuild the school’s very foundations—literally. “We now have over 1000 learning places a week and a state-of-the-art building which belongs to us,” she proudly states. The journey was arduous, involving negotiations with the local council and builders, but the result is a testament to her perseverance: a new home for art, designed by the brilliant architects Allies and Morrison, complete with a beautiful community garden.The garden is graced by one of Langtry’s own sculptures, serving as a daily reminder of the school’s ethos and the role public art plays in community engagement. “It’s become the meeting point, a living example of what public sculpture can contribute,” she explains.Under Langtry’s leadership, the school has grown exponentially, from a staff of two to over 50, and has become a bustling hub of creativity and learning. Her open-door policy and the school’s active involvement in local events like the Hampstead Summer Festival exemplify the deep connection between the school and the community. “We planted 1000 bulbs in the garden, it’s the kind of thing that art schools do when they’re at the centre of the community,” she says, highlighting the school’s role in fostering both practical support and inspiration.The success of HSoA’s students, who often receive their first choice of universities, speaks volumes about the quality of education and preparation they receive. With full-time students enjoying permanent studio space and an impressive 18 hours of tutor time each week, the school’s commitment to nurturing talent is unparalleled.The Future of Hampstead School of ArtThe HSoA Principal has not only transformed the institution but also nurtured a vision for its future and the broader community. “What we need are new ideas, people from different backgrounds… who drive different ways of thinking,” Langtry asserts, drawing attention to the school’s role in fostering creativity and innovation.The school’s legacy, as Langtry envisions, extends beyond its current success. With plans to open a second art school in the capital, she aims to create more opportunities for creativity, especially in disenfranchised communities. “We need more opportunity to be creative, not less,” she insists, highlighting the importance of art education in society.Langtry’s commitment to inclusivity is evident in the school’s approach to education. From providing bursaries for homeless individuals to integrating classes, Hampstead School of Art goes above and beyond in their role as a community art education facility. “Bringing people together from different spheres who wouldn’t normally meet each other, it’s about making that possible,” she explains.As the school flourishes, so does its impact on the students and the community. Langtry’s dedication to the school’s growth and her belief in the transformative power of art ensure that Hampstead School of Art’s legacy will continue to inspire and shape art education whilst drawing attention to its importance.</div>

Isabel Langtry, Principal of Hampstead School of Art, is on a mission to revolutionise art education and public sculpture. By making creativity accessible to all, from Chile to China, Isabel is fostering a community where art transcends financial barriers.

Sculpting the Future: Isabel Langtry’s Artistic Vision at Hampstead School of Art


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 <div data-pmr-editable="" class="medium-editor-insert-plugin">In the construction industry, where metal meets ambition, stands <a href="https://www.dmsteelworks.co.uk/">DM Steelworks</a>, a company that has transformed to a robust team of up to 70 skilled individuals. Founded in 1997 by Don Mitchell, the company began its journey in a modest railway arch, expanding over the years to occupy a significant workshop and office space by 2012.Paul and Joe Walters, the dynamic managers at DM Steelworks, describe the company’s evolution. “We started off with a little railway arch and then moved to a bigger one, and took on another one after that,” Paul recalls. The growth is not just in size but in capability, with an in-house design team, health and safety managers, and a workforce that spans both the workshop and the office.Joe, who climbed the ranks from draughtsman to general manager, reflects on his journey and the company’s specialisation. “I primarily did architecture before coming here, then started doing more structural stuff once I arrived,” he says, highlighting the company’s shift from architectural metalwork to more complex structural projects.Joe points out that due to a lack of information from customers, the team end up taking on more than expected, as was the case with their recent project at London Zoo. “We did all the architectural metal work for the Snowdon Aviary and we ended up developing the whole of the architectural metal systems,” Joe shares, showcasing the company’s adaptability and problem-solving prowess.From garden gates to 500-tonne structures, spiral staircases to balconies, DM Steelworks’ portfolio is diverse. Their work graces the skyline of Birmingham, with long-term projects like the nine tower blocks at Silver Wharf, and they have left their mark on iconic structures such as Tower Bridge and Twickenham Stadium.The company’s reach extends beyond the UK, with projects like the Spiral Stair for Netflix’s ‘The Glass Onion’, shipped all the way to Belgrade. Their versatility and willingness to tackle any challenge head-on have earned them a reputation for being fast-paced and responsive, embodying the very essence of London’s dynamic construction scene. “We like to undertake anything at all that we can” Paul concludes, a statement that captures the ambition and drive of this thriving enterprise.Navigating the Tides of ChallengeFor Paul and Joe, the journey of growth is not without its hurdles. The biggest challenge they face is financial: “Getting your money,” as Paul puts it bluntly. The issue of retentions looms large, with funds owed to them often taking years to recover, if at all. “You’re writing off a lot of money on retentions, and you have to chase the contracts,” he explains.But financial concerns are not the only obstacles. The quest for skilled labour is equally daunting. Paul laments the difficulties in nurturing new talent due to educational and regulatory constraints. The challenges extend to the very core of their operations. Variations in design and last-minute changes are commonplace, often leading to disputes over payment for additional work. “It comes down to the end of the job and [it’s] difficult to get paid for the work that you’ve been instructed to do,” Joe shares, highlighting the precarious nature of contractual agreements in their industry.Despite these challenges, DM Steelworks thrives on its diversity and the strength of its design team. “We seem to be getting the work alright,” Paul notes, attributing their success to their ability to adapt and tackle a wide range of projects. From local ventures to international collaborations.As they navigate the tides of challenge, the company remains steadfast. Their resilience and commitment to their craft have seen DM Steelworks through two decades of change, and they stand ready to face whatever the future holds. “It can be tough,” Paul admits, but for DM Steelworks, every challenge is an opportunity to prove their mettle.A Legacy Cast in SteelWhen asked how they perceive the legacy of the company, Paul draws to the fact that the company has made their mark all over the country in some of the most well-known landmarks. DM Steelworks has not only contributed to the skyline but has become a part of the nation’s fabric. “Every time we go up Tower Bridge, we see the work underneath it, in the water, so it’s little things like that,” Paul remarks with pride.Looking ahead, Paul and Joe envision a legacy that transcends the steel beams and bolts of their projects. It’s about the relationships they’ve built, the communities they’ve supported, and the future generations they hope to inspire. “You can go up in the London Eye, and look on the Houses of Parliament, and you can say, ‘that’s our work we’re looking at,’” Paul reflects, contemplating the broader significance of their work.For Paul and Joe, the legacy of DM Steelworks is not just about what they have built but how they have built it—with integrity and a commitment to excellence. As they look to the future, they do so with the confidence that their company’s legacy will endure, not just in the steel that frames the nation’s landmarks but in the hearts and minds of those who will follow in their footsteps.</div>

DM Steelworks, the personification of steel expertise in the construction industry, have evolved from a modest start in 1997 to a powerhouse with a 70-strong team at present. Specialising in both architectural and structural metalwork, they've shaped landmarks across the UK and beyond, proving their mettle against financial and operational challenges. Their legacy? A skyline adorned with integrity and excellence.

DM Steelworks: Providing Steel Expertise in the Construction Industry


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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.linkedin.com/in/sharif-mohamed-trail/?originalSubdomain=uk">Sharif Mohamed</a>, the Vice President of Sales at Lenkie, is mastering the ever-evolving Fintech industry.&nbsp;His early days at Iwoca, a company that has since become a leading fintech firm in the UK and Europe, laid the groundwork for his ascent. “I worked in their sales department and made my way up before going into commercial divisions, where I looked after partnerships and then eventually headed up business development across partnerships and new products.”But his tenure at Iwoca was just the beginning. Mohamed went on to make significant contributions at Currency Cloud, where he played a pivotal role until its acquisition by Visa. There, he provided crucial infrastructure for lenders across Europe and advised on operations in Asia-Pacific and the USA. “I gained a deep understanding of the other side of the fence and what makes a lender run internally,” he says, highlighting the importance of ensuring that these entities can function in diverse environments, particularly in the face of challenges and the ever-shifting landscape of regulations.But it wasn’t just traditional lending institutions that caught Mohamed’s eye. His expertise extended into the realms of web three, the metaverse, and blockchain technology, though he remained focused on the sales and commercial functions of businesses. It was this breadth of experience that led him to Lenkie, a young lending firm with a “very exciting product” and a “phenomenal team.”At Lenkie, Mohamed’s role is as dynamic as the fintech industry itself. “I look after anything revenue-related. So sales channels, account management, introduced or broker channels alongside partnerships and any other go-to-market function that we think of,” he explains. His days are “massively varied,” a reflection of the fast-paced environment in which he thrives.Under his leadership, Lenkie has seen a staggering “1000% revenue increase last year,” propelling the company towards a promising funding round. But for Mohamed, it’s not just about the numbers; it’s about understanding and navigating the complexities of international finance, from tax implications to regulatory compliance across jurisdictions.As fintech continues to redefine the financial landscape, sector experts like Sharif remain at the forefront, steering their companies through the currents of change with a steady hand and an eye towards the future. “It’s one thing to do it, but it’s another thing to truly master it from very early on,” he muses.Navigating the High-Pressure World of Fintech Sales: Sharif Mohamed’s ApproachMohamed has harnessed his extensive experience to foster a culture of sustainable growth and employee satisfaction. “It’s managing those people as we scale and understanding pressures are going to go up,” says Mohamed. His leadership is defined by a deep understanding of the pressures his team faces and a commitment to structuring the business for scalable, efficient growth.Mohamed’s ground-up experience in sales has been instrumental in shaping his approach to building sales channels that are not just commercially viable but also conducive to employee well-being. “A happy employee is always going to do twice as well as an unhappy employee,” he asserts, highlighting the correlation between employee satisfaction and productivity.Reflecting on the evolution of finance, Mohamed contrasts the reactive nature of traditional banking with the proactive stance of modern fintech companies. He notes the shift towards a more aggressive sales approach, which, while driving growth, has also led to challenges such as the payday loan crisis. However, this has resulted in a significant learning curve for the industry. “Fintech has become very aware of its capabilities,” Mohamed explains, emphasising the importance of responsible selling and the impact of financial products on customers.As fintech continues to evolve, Mohamed remains committed to ethical sales practices, ensuring that the pursuit of revenue does not overshadow the well-being of customers and employees. “It’s very tricky to build in that mindset of we have to sell, not at all costs,” he concludes, pointing to the delicate balance required in the pursuit of sales excellence in the fintech sector. Embracing Change The Vice President of Sales has also witnessed firsthand the transformative power of fintech in automating traditional banking processes. “Fintech was all about automation and speed,” he reflects, reflecting on the industry’s drive to make financial services more seamless and fair for customers. The agility of fintech companies during the COVID-19 pandemic, particularly in rolling out government-backed loans, demonstrated the sector’s ability to quickly adapt to market conditions. However, Mohamed cautions against the pitfalls of prioritising speed over sustainability. “There are actually very few success stories of businesses being sustainable,” he notes, highlighting the pressure to grow rapidly often at the expense of long-term viability.Mohamed observes a positive shift towards building more sustainable business models in fintech, a trend accelerated by the COVID pandemic’s economic impact. He advocates for a balanced approach that considers profitability alongside growth, ensuring that fintech companies can endure and thrive in the future.Discussing the broader financial industry, Mohamed sees a gradual but significant shift towards digitalisation, with traditional banks and financial institutions increasingly investing in fintech innovations. “They’re not necessarily interested in the business as a whole. What they’re interested in is what the business is doing,” he says, indicating a strategic focus on technology that benefits customers.One of the most notable changes Mohamed highlights is the globalisation of the workforce within fintech. “We have got some of the best talent based in Nigeria and South Africa,” he proudly states, underscoring the industry’s embrace of international talent and the opportunities created by remote and hybrid working models.&nbsp;Overall, it is safe to say that Sharif’s insights reveal a fintech industry that is maturing, prioritising sustainable growth, and adapting to the demands of a digital world. .</div>

Sharif Mohamed, VP of Sales at Lenkie, continues to navigate the fintech industry's evolution from Iwoca to Currency Cloud and beyond. Discover his role in fostering sustainable growth, embracing automation, and leading through change with a focus on ethical sales and international finance.

Sharif Mohamed: A Decade of Fintech Growth

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From London and Manchester to Bradford, <a href="https://www.linkedin.com/in/paul-urry/?originalSubdomain=uk">Paul Urry</a>, Headteacher at St Stephen’s Church of England Bradford, has an unwavering commitment to enhancing the life chances of children across the United Kingdom.&nbsp;With a career spanning over ten schools in four different local authorities, Paul’s journey is one of passion, resilience, and a deep-rooted desire to make a difference.&nbsp;“I’ve tended towards schools that have been in low socioeconomic areas,” Urry shares, reflecting on his personal mission to provide quality education to those who need it most. His own upbringing in Portsmouth, a city with its own challenges, has shaped his approach to teaching and leadership.Starting his career in 1992, <a href="https://www.leadersgb.co.uk/members/paul-urry">Urry </a>was introduced to “quite radical thinking” in London, which he felt put the capital “ahead of the game” in education. However, leaving London exposed him to a “cultural gap” and greater levels of deprivation in Manchester. “I saw the impact that quality education could make on the real life chances of children,” he recalls, emphasising the transformative power of learning.Urry now heads an educational institution which he believes to be “the most dynamic and exciting place to work and learn” he’s ever experienced. His story proves that with dedication and a heart for service, one can indeed change the world, one classroom at a time.Building BridgesPaul is a headteacher with a clear vision for the future, and is pioneering a holistic approach to education that transcends traditional boundaries. His leadership at a community faith school, which proudly serves a diverse population including a 60% Muslim cohort, is marked by an unwavering commitment to inclusivity and support for all students, particularly those facing the brunt of post-COVID challenges.Urry’s strategy is rooted in the belief that “reading is the greatest possible leveller.”. Under his guidance, the school has transformed into a “calm and purposeful place to learn,” where the psychology of the classroom and the pedagogy of learning are tailored to create a safe and happy environment, brimming with laughter and devoid of behavioural difficulties.In a bold move, Urry has abolished traditional school rules, instead fostering a culture where children are aware of boundaries and are rewarded for behaviour that facilitates learning. This relational approach ensures that each child is known as an individual, their happiness and triggers understood, making them feel valued and heard.Paul acknowledges that most behavioural issues stem from adult actions, emphasising the importance of skilled staff who can pre-emptively address potential crises. This philosophy extends to providing essential services like a food bank and clothing bank, as well as heated rooms for parents, reflecting the school’s role as a cornerstone of the community.Addressing the broader challenges faced by the education sector, the headteacher criticises the short-term focus of policy decisions, advocating for a generational perspective that considers the long-term well-being and development of children. He calls for policies that are informed by those on the front lines of education, rather than detached decision-makers.What’s more, the school’s ethos is encapsulated by the inspirational figures it celebrates, such as the local Bradford MPs William Forster and Margaret McMillan, who left indelible marks on the world of education and welfare. Urry draws on their legacy to inspire his pupils, reinforcing the belief that a small group of committed individuals can indeed change the world.In his quest to create an optimal learning environment, Urry has invested in high-quality resources and facilities, ensuring that every aspect of the school reflects the respect and care afforded to each student. This meticulous attention to detail is part of a broader mission to meet pupils and parents where they are, supporting them in every possible way to achieve their full potential.A Legacy of Literacy and Educational TransformationAs the headteacher of a school that prides itself on nurturing growth and flourishing ambition, Paul Urry’s approach to education is anything but conventional. His legacy? His team and a revolution in reading for pleasure, encapsulated in the school’s unique program, “Leaf through a good book.”“I surround myself with brilliant people as any good leader does, and they keep me young and they keep challenging me, which is what I love,” Urry shares with a twinkle in his eye. His passion for reading is infectious, and it’s this zeal that has led to the creation of a bespoke reading initiative that’s all about instilling a lifelong love of books in children. “We have designed, written, and self-published a book to encourage reading. It’s called ‘Leaf Through a Good Book’ because ‘leaf’ has a double meaning. It’s like the leaf of a page,” he explains.The school’s emblem, a tree with 50 different leaves, each unique in colour and shape, symbolises the diversity and individuality that Paul and his team celebrate. This emblem has been adapted to represent their reading program, inspiring children to explore the world of literature. “We have identified 50 books we want the children to experience. They can have it read to them, they can do it in class, or they can listen to the audio version,” Urry elaborates.But it’s not just about reading; it’s about engaging with the material. Each book comes with a QR code leading to activities, and a woodland creature that introduces the story. “It’s a gateway into learning,” Paul states. The program also encourages children to delve into various genres, from poetry to graphic novels, and even books without words, challenging them to think critically and creatively.Urry’s efforts extend beyond the classroom. “We didn’t fully realise the impact on the parents. They are genuinely listening to it as a family,” he admits, highlighting the program’s reach. The impact of Paul’s work is tangible. Reading scores have soared, and children’s opportunities at high school have significantly improved. “Because reading has a positive impact on cognitive development, we’re seeing a real change in their outcomes,” he says with pride.Despite the challenges, the headteacher remains undeterred, driven by a moral purpose to do the best for his students. His school is a place of innovation, refusing to conform and treating every child as an individual. With a part-time chaplain and collaborations with other schools, Urry’s school is a testament to the power of community and the importance of diverse experiences.As Urry’s tenure as headteacher continues, his legacy is evident: a commitment to making a difference and the belief that every child deserves the best education possible. It’s a legacy that will undoubtedly continue to inspire and positively change the lives of many. “I’m driven by a moral purpose to help these children,” Paul concludes. And it is this purpose that will continue to guide him and his school towards a brighter future.</div>

Discover Paul Urry's transformative approach to education at St Stephen’s Church of England Bradford, where his commitment to inclusivity and literacy fosters growth and ambition in children from diverse backgrounds, reshaping the future of education in the UK.

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