<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/dfe6e220e37207bfe5edc71ee86dccb7.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">In a fascinating <a href="https://www.leaderscouncil.co.uk/TheStreetlightEffect">new publication</a>, Dr George Xynopoulos, consultant cardiologist and founder of Medical Diagnostics, poses the question: is the NHS suffering from the streetlight effect? The streetlight effect is a cognitive bias that occurs when people limit their search for a solution or information to readily available or easily accessible sources, rather than exploring all relevant possibilities. It is named after the idea of someone searching for a lost item under a streetlight simply because the light makes it easier to see, even if the item is not actually located there. But does this apply to the NHS? Read Dr Xyanopoulos’s fascinating publication and let us know your thoughts. READ IT HERE:&nbsp;<a href="https://www.leaderscouncil.co.uk/TheStreetlightEffect">https://www.leaderscouncil.co.uk/TheStreetlightEffect</a>Photo by <a href="https://unsplash.com/@carrier_lost?utm_source=unsplash&amp;utm_medium=referral&amp;utm_content=creditCopyText">Ian Taylor</a> on <a href="https://unsplash.com/s/photos/nhs?utm_source=unsplash&amp;utm_medium=referral&amp;utm_content=creditCopyText">Unsplash</a> </div>

In a fascinating new publication, Dr George Xynopoulos, consultant cardiologist and founder of Medical Diagnostics, poses the question: is the NHS suffering from the streetlight effect?

Is the NHS suffering from the streetlight effect? 

<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/d32f13f666668fd4a51acf1081546c14.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">“I’m a trainer, registered nurse and I’ve been nursing for 30 years,” says <a href="https://www.linkedin.com/in/jane-green-6bb8a7198/?originalSubdomain=uk">Jane Green</a>, Company Director of Casicare in Cheshire, whose journey in the medical field began in the bustling wards of a hospital.&nbsp;It was a place where her passion for nursing thrived, yet it was not immune to the winds of change. The shifting landscape led her to a pivotal decision – to step into the care industry as a manager.Her ascent through the ranks was marked by perseverance and adaptability, navigating through various companies until an opportunity for ownership presented itself. “The Casicare owner decided he wants to retire. We took over the company and now I’m the company director,” Green states. This transition from manager to director was not just a change in title, but a profound learning experience. “It’s a big eye opener. I can see the challenges that he had in the past, which I’m dealing with now,” she reflects on her new role.Beyond her directorship at Casicare, Green’s influence extends to another vital aspect of healthcare – education. As a shareholder in a company that provides training to care homes, she continues to shape the future of care through knowledge and skill development. A Culture of ExcellenceJane has built her career on the bedrock of experience and empathy. Her approach to leadership is encapsulated in the wisdom imparted by a senior nurse from her early days in an acute medical unit: “Never run, never stop, take a deep breath and count to 10 because if you’re panicking, you cannot think.” This philosophy of calm and considered action is what Jane strives to instil in her staff, emphasising that “whatever the problem is, we can deal with it.”In her own words, Jane acknowledges the inevitability of mistakes, advocating for openness and transparency as the means to address them. “Don’t dwell on the mistake, focus on fixing it” she states, reinforcing the importance of every team member, from managers to kitchen staff, in creating a cohesive and supportive environment. “It’s respect within a team,” she asserts.The significance of training in the care sector is a subject close to Jane’s heart. She recognises the disparity in support between the NHS and the care industry, where “the cost of bringing in trainers is astronomical” and financial aid is minimal. To combat this, Jane has innovatively partnered with a training company, securing reduced rates and investing in the business to ensure that all staff receive the necessary training to feel valued and competent in their roles.Fostering a Supportive EnvironmentAlongside the measures taken to counter the employment struggles within the sector, Jane has been proactive in creating a supportive environment for her employees. “We have our own counsellor,” she states, ensuring that staff have access to emotional support. “It’s all about investing in your staff so they want to stay with you,” Green states.Green’s advice to policymakers to address these issues is clear: “Get health and social care into gear.” She calls for a unified approach, lamenting the lack of coordination between health, social services, and the care sector. The financial struggles only exacerbate the difficulties in providing quality care. “We can’t do it without the finances,” Green asserts, highlighting the unfair burden placed on private payers to compensate for the inadequacies of social care funding.At the heart of Green’s concerns is the well-being of the residents. She envisions a care home where staff can be present and engaged with residents, rather than preoccupied with paperwork. “The person who’s receiving care is being forgotten,” she remarks, emphasising the need for a human-centric approach that ensures the last moments of residents are dignified and compassionate.Leadership and Legacy: A Vision for Compassionate CareWhen asked what good leadership means to her, Green says a blend of kindness, compassion, and an open ear, and the ability to accept and acknowledge the challenges faced by her team. Her journey from nurse to company director has endowed her with a profound understanding of the sector’s demands, allowing her to empathise deeply with her managers and staff.Green’s leadership style is hands-on and personal. She encourages her managers to maintain an open-door policy, ensuring that staff feel supported not just professionally, but personally as well. “What can we do to help? What can we do to support you?” are questions that epitomise her approach to management. For Green, the legacy she wishes to leave is one where both staff and residents feel content and fulfilled. She envisions a workplace where employees leave feeling accomplished, having made a positive impact on the lives of residents. “My legacy would be for my staff and my residents to be happy and feel content,” she reflects.Green’s philosophy extends to the end-of-life care provided in her facilities. She stresses the importance of getting it right the first time, as there are no second chances with a person’s final moments. Her personal experiences with family have shaped her belief in the necessity of providing dignified and compassionate care, ensuring that the last thing a person feels is the comfort of a caring hand.Coming toward the end of the conversation, it is evident that Jane Green’s leadership style is characterised by her deep understanding of the human aspect of her work. Her envisioned legacy is not just about the success of her business, but about the well-being and happiness of her staff and residents. It’s a reminder that in the world of care, compassion and empathy are not just desirable traits but essential ones for a leader.</div>

Jane Green, a seasoned nurse and Company Director of Casicare, brings 30 years of expertise to healthcare management and training, fostering a culture of excellence and compassionate care in the industry.

Jane Green: A Lifetime of Care and Leadership

<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/46661abc3a82633f0a9eb232f71abdd7.jpg&quot;);"></div>

 <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+

<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/03616b832f7068a320ec1ca052ea9cf2.jpg&quot;);"></div>

 <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


<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/d9b7a5f622b1ada22b1a303a94300d03.jpg&quot;);"></div>

 <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


<div class="editor-cover-image" data-dimensions="780:300" data-pmr-editor-image="" style="background-image: url(&quot;https://leaders-council-web.s3.eu-west-2.amazonaws.com/uploads/store/18f6f4164949033987bca9e200255b2c.jpg&quot;);"></div>

 <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.

Is the NHS suffering from the streetlight effect?

Share this article

About Leaders of Great Britain

Related Features

Nuffield Trust study shows decline in support for unpaid carers despite government policy ambitions

Human trials for Covid-19 vaccine to begin on Thursday, health secretary says

Baroness Harding to leave NHS role later in the year

Authored By

Follow Us

Share this article

Popular Features

Jane Green: A Lifetime of Care and Leadership

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

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

DM Steelworks: Providing Steel Expertise in the Construction Industry

Sharif Mohamed: A Decade of Fintech Growth