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 <div data-pmr-editable="" class="medium-editor-insert-plugin">English football fixtures spanning the Premier League, English Football League, FA Women’s Super League and Women’s Championship have been suspended until at least April 3 in the wake of the coronavirus outbreak.The Football Association also confirmed that the England National Team fixtures against Italy and Denmark, scheduled for March 27 and March 31 respectively, have been postponed.The English Football League said in a statement that its clubs had been advised to stop all “non-essential activities”.The news comes as sports fixtures worldwide are being called off in a bid to curb the spread of the virus. The domestic football leagues in France, Italy and Spain have all been suspended this week, while in the US, all major sporting leagues have either been halted or are playing fixtures behind closed doors.Elsewhere on Thursday, football’s governing body in Europe, UEFA, confirmed that all of its competitions, including the Champions League and Europa League will be suspended until further notice.The draws for the next round of fixtures, scheduled for March 20, have also been called off, along with all UEFA Youth League matchesIn its statement, UEFA said that further decisions on the scheduling of affected matches “will be communicated in due course”, with a meeting scheduled for March 17 to discuss a broader response to the coronavirus scourge.On the agenda at the meeting will be the fate of the month-long international Euro 2020 tournament, scheduled to take place between June 12 and July 12.</div>

English football fixtures spanning the Premier League, English Football League, FA Women’s Super League and Women’s Championship have been suspended until at least April 3 in the wake of the coronavirus outbreak.

League football in England suspended until April 3

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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/felix-marufu">Felix Marufu</a>’s professional journey from Coventry University’s halls with a BASc in Mental and Social Health Services to the vanguard of specialised care with <a href="https://flexicoventry.co.uk/about-us-2/">Flexi Coventry</a>, epitomises a steadfast commitment to premier care standards.“My training as a mental health nurse was instrumental in my formative years,” Marufu states, “leading to a crucial role in the local NHS between 1999 and 2004.” He cites frustration as a driving force during this period, lamenting, “I was unable to provide families with the quality of care they deserved.” Along with fiscal limitations, this frustration propelled him to exit the NHS in 2004 and delve into specialised care with his business partner and friend, Mark Barnes, providing care for the local authorities. “By 2010, I resolved to carve my own path,” Marufu recounts, signalling his foray into autism and learning disabilities specialisation. By 2012, only two years into Felix’s project of delivering specialised care, the local Coventry authorities approached Marufu and his team, asking them to deliver complex care across the community. Since then, Flexi Coventry have provided relentless dedication to the community and its care, an inspiring and evolving tale that continues to provide a pillar of support across the Coventry community.What’s more, Marufu and Flexi’s dedication to excellence shines through: “We meticulously train and mentor our team to ensure that each family receives unparalleled care.” His methods not only revolutionised lives but also garnered local authority recognition, catalysing a foray into complex care. “It hinges on mentoring and training. Investing in people leads them to embrace your ideologies and project,” Marufu articulates, summarising his ethos. Presently, his endeavours have established the region’s sole complex care home, serving as a beacon for families and exemplifying cost-effective care. Navigating Care ChallengesMarufu doesn’t shy away from the key issues that must be addressed. “The amount of care providers that are shutting down is just staggering, especially when we need them the most,” he laments. Marufu identifies the crux of the issue as the financial constraints of local authorities, which inevitably lead to a cost-cutting race to the bottom. “It takes us between £9,000 to £11,000 to train one carer,” he explains, highlighting the investment his organisation makes in quality care—a stark contrast to providers who undercut costs at the expense of proper training and mentorship. This short-term saving for local authorities often results in long-term issues, as Marufu notes, “within no time it will end up coming on our desk again.” The cycle of inadequate care due to insufficient training is a recurring theme in Marufu’s critique, as he underscores the importance of investing in people to ensure the highest standard of care.But alongside acknowledging key challenges, Marufu offers sage advice to fellow care leaders and policymakers. “Proper due diligence in planning is essential,” he begins, stressing the importance of foresight and preparation. Marufu urges those tendering care packages to collaborate closely with the government, especially in financial matters. “The minimum wage goes up… and we have our uplift from the local authorities,” he explains, pointing out the often insufficient increments that fail to cover the new wage standards. Felix advocates for wages that reflect the critical nature of carers’ work, akin to that in critical care wards, underscoring the need for fair compensation. For Felix, Leaders of Great Britain is a key outlet for providing a collective voice when it comes to addressing such critical industry issues. Marufu’s gratitude toward the organisation is evident as he says, “I couldn’t thank the team highly enough,” acknowledging the platform’s role in voicing sector-specific concerns, influencing positive change and providing the means to share knowledge. “At every event, you learn one or two things that you bring back to the team and it’s like an aha moment,” he says.The Future of FlexiMarufu’s vision for Flexi Coventry is one of enduring growth and a lasting positive impact on the community. At the end of the interview, Felix reflects on how he envisions the legacy of his care institution. “I would want Flexi to grow and be better beyond me in my absence,” he states, reflecting his desire for the project’s sustainability and continued evolution. He envisions a legacy where Flexi Coventry is synonymous with transformation and support, “a home from home” for the community. Marufu’s leadership philosophy is deeply rooted in his faith, as he draws parallels to the teachings of Jesus: “Our leader Jesus didn’t build one church,” he notes, underscoring the importance of building a strong foundation that can proliferate and thrive independently. For Marufu, success is not just in the creation but in the continuation and expansion of his work, ensuring that “the inheritance of the projects” – the youth – are empowered to take Flexi Coventry to new heights. “That’s how I visualise it,” Marufu concludes, with a vision that is both a challenge and a beacon for future generations.</div>

Felix Marufu, a Coventry University alum, leads Flexi Coventry with a focus on specialised care. His journey reflects a dedication to quality care, overcoming NHS limitations, and pioneering complex care solutions. Marufu's ethos emphasises training and investing in people, ensuring sustainable and cost-effective care for the Coventry community.

Felix Marufu, Managing Director Flexi Coventry: A Visionary’s Journey in Transforming Complex Care

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Even as a child, <a href="https://www.leadersgb.co.uk/members/jeanette-phillips">Jeanette Phillips</a> was no stranger to the world of work. “I always say I began my career at 2 because my father had a shop, I was a little mini entrepreneur,” she recalls with a chuckle. Fast forward to today, and Phillips stands as the Chief Executive Officer of <a href="https://flexicareuk.co.uk/">Flexicare</a>, a company that has revolutionised social care with a personal touch.Her journey into healthcare began at 16, when she embarked on a nursing career that would span half a century. “So next year, it will be 50 years,” she says, reflecting on her time as a cadet nurse specialising in orthopaedics and her early days in the operating theatre. It was there, at the age of 17, that she discovered the seamless link between thought and action—a connection that would define her career.By 1981, Phillips had qualified as a registered nurse, spending several years in the NHS before making a pivotal executive decision. “I actually wanted to change social care,” she explains, “and that was about 32 years ago.” Her passion for elderly care, fuelled by her orthopaedic nursing training, led her to a mission: transforming the industry by personalising care and keeping people healthier in their own homes.Flexicare, now 27 years strong, stands as a testament to Phillips’ vision and relentless drive. “It always seems impossible until it’s done,” she quotes Nelson Mandela, a saying that propels her every day. Under her leadership, Flexicare has aligned its services with government policies, recently earning a spot on the Government Climate hub for the NHS net zero by 2040 initiative.Phillips’ philosophy is simple yet profound: “To do differently, you’ve got to think differently.” It’s this mindset that has not only shaped her approach to care but also inspired those around her. As she looks ahead to her 50th year in healthcare, Phillips remains a beacon of positive thinking and the power of being the change you want to see. Her legacy is one of compassion and a deep-seated belief that personalisation is the key to a life well-lived.Jeanette’s Vision for a Healthier TomorrowBut Jeanette is not just at the forefront of healthcare management; she is actively shaping its future. “The way forward is to keep as many people as possible at home,” she asserts. This isn’t just about leveraging technology or reallocating resources; it’s about a fundamental shift in how we perceive and engage with our health services.Phillips and Flexicare are making use of a new app, Moments, designed to seamlessly integrate into daily life, capturing the small but significant activities that contribute to our well-being. It’s part of a broader strategy to foster a “mindset change” towards health—a move from passive receipt of care to active participation in health maintenance.But Phillips’ vision extends beyond apps and attitudes. She’s tackling systemic issues head-on, questioning policies like the attendance allowance and advocating for a more inclusive approach. “If we’re going to get this mindset of prevention… that should be guaranteed to people who need it,” she explains, highlighting the potential savings for the NHS and the broader benefits of preventative care.<a href="https://www.leadersgb.co.uk/news/a-new-solution-to-level-up-health-and-social-care-with-wellbeing-at-its-heart">Her efforts have not gone unnoticed</a>. The levelling up agenda papers she authored have sparked interest, and her pilot site is one of seven in the UK, working with the Department of Health to enact change. It’s a delicate process, requiring sensitivity and a commitment to Flexicare’s values. Phillips is also calling for more community involvement, particularly from retired healthcare professionals, to bolster the workforce and provide compassionate care. She’s looking ahead, focusing on what works and expanding successful models.A Blueprint for Compassionate CareAs Flexicare grows, Phillips remains committed to her mission, ensuring that the company attracts individuals who share her passion and vision. She sees Flexicare not just as a provider of care but as a foundation for a new model of health service—one that is integrated, efficient, and, above all, caring. Her dedication is evident in her words: “We want people with imagination. They’re going to come on board to help us build what we’ve got today.” With such a leader at the helm, Flexicare is poised to make a lasting impact on the healthcare landscape. As she reflects on how she would like Flexicare to be remembered, Jeanette’s answer is immediate and straight forward: “I would like it to be remembered as a safe foundation where people can stay at home knowing that the care, support and well-being advice is second to none.” With Jeanette’s exemplary healthcare dedication, such a legacy is certain to be true.&nbsp;</div>

Jeanette Phillips, CEO of Flexicare, has been a trailblazer in healthcare for nearly 50 years. From her early days as an entrepreneur to leading a revolution in social care, she embodies a philosophy of personalisation and proactive health management. Her innovative approach, including the Moments app, aligns with government initiatives and advocates for community involvement, shaping a future where home-based care is paramount.

Jeanette Phillips, Flexicare CEO: A Lifetime of Care and Innovation

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">From a maths graduate at Southampton University to the CEO of Nurse Next Door England, a Canadian elderly care organisation, <a href="https://www.leadersgb.co.uk/members/prash-patel">Prash Patel’s journey</a> demonstrates the power of care ambition and adaptability. With a start in optometry that led to a successful partnership with Specsavers, Patel, alongside his wife, built a business that not only won countless service awards but also set records that still stand. His entrepreneurial spirit didn’t stop there. In 2014, he ventured into home care by founding Care More, a move that earned him an invitation to Leaders of Great Britain in 2020. Last year marked a new chapter as <a href="https://www.leadersgb.co.uk/news/prash-and-karen-patel-to-bring-nurse-next-door-to-england">Patel and his wife Karen struck a deal with Nurse Next Door</a>, rebranding Care More and spearheading their expansion into Europe with the launch of new franchises. Innovating Home CarePrash Patel’s professional journey is a demonstration of leveraging past experiences to innovate within the healthcare sector. “What we learned at Specsavers was essential,” Patel reflects, “they taught us how to run businesses, how to market, how to incentivise staff and management.” This comprehensive business education proved invaluable when Patel formed the partnership with Nurse Next Door, where he applies these principles to revolutionise home care. Emphasising the strategic importance of the organisation, Patel says, “Nurse Next Door is completely different to any other home care company in the world,” a bold claim substantiated by their unique ‘happier ageing’ philosophy. This approach, which seeks to enrich the lives of the elderly by fulfilling their long-lost passions, was inspired by Patel’s belief in the power of asking the right questions: “What is it that you used to love doing that you can’t do?” By integrating his multifaceted business acumen with a genuine desire to impact lives positively, Patel has positioned Nurse Next Door England as an exemplary organisation in the care sector.Addressing Key ConcernsBut when it comes to the challenges faced by the sector, Prash is candid. “Recruitment is a challenge every industry is suffering from,” Patel admits, highlighting the stark reduction of European workers, which used to constitute 70% of their workforce. To address this, Nurse Next Door has increased pay rates, though Patel acknowledges this is a double-edged sword: “If they come to us because we pay them a bit more, another care company has probably lost out.”Patel has consciously steered clear of the visa route for recruitment, citing the unpredictability of rules and the inability to offer guaranteed hours as deterrents. “It just seemed fraught with danger,” he explains, emphasising the importance of focusing on UK-based staff to maintain service consistency.Beyond recruitment, Patel is pioneering a service model that sets Nurse Next Door apart. Unlike other home care companies, they employ nurses directly, alleviating the strain on overworked district nurses and enhancing patient care. “We’ve got nurses on board who can actually just go out in 10 minutes time and get that sorted,” says Patel, illustrating the organisation’s agility and commitment to timely care. This innovative approach not only improves service quality but also promises cost savings for the healthcare system. Patel is actively engaging with councils and CCGs to expand this model, aiming to establish a network of nurses across England and ultimately elevate community nursing services. “That is our goal,” Patel asserts, “and that will improve all the services for nursing in the community.”A Pillar for Transforming CareAlongside recruitment is a rapidly ageing population and the consequent strain on social care, and the Nurse Next Door CEO offers a clarion call to leaders and policymakers: “social care needs fixing,” he asserts. Patel highlights the dire need for adequate funding, lamenting the futile expenditure on surveys that fail to catalyse change. “It's really a case of funding it,” he says.What about the ideal leader in the care sector? For Patel, this would be someone who possesses a genuine passion and the ability to spearhead necessary transformations. He admires the founders of Nurse Next Door for their innovative approach, stating, “They sat down over the years and thought about the customer… they’re the kind of people who inspire me to think differently.” Patel’s vision is embodied in the vibrant pink hue of Nurse Next Door’s brand, a deliberate choice to stand out and challenge norms. “It’s not the normal colour that two guys would normally think of,” he explains, “they chose it because they looked at the whole market and thought “ there’s no pink, it’s obvious we need it!”” This bold branding strategy, Patel says, is emblematic of the forward-thinking and distinct identity that care sector leaders should aspire to cultivate.Prash’s insights ought to be heeded by those navigating the complexities of leadership in the care sector. His emphasis on thoughtful customer-centric strategies and the courage to break the mould are invaluable lessons for leaders striving to make a tangible difference in a landscape marked by challenges and opportunities.</div>

Prash Patel's holds an inspiring trajectory from a maths graduate to CEO of Nurse Next Door England. His innovative approach in healthcare, from Specsavers to 'happier ageing' philosophy, showcases adaptability and a passion for transformative care.

Home Care Mastery: Prash Patel, CEO of Nurse Next Door England


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 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/shann-jones">Shann Jones</a>, the Founder and Director of Chuckling Goat, exemplifies the transformative power of personal adversity.&nbsp;With no formal business education, Jones’s journey began in the bustling city of San Francisco as a journalist and radio talk show host. Her pivot to entrepreneurship was not driven by profit, but by necessity—a quest to heal her family’s health woes. “I created solutions for my son’s eczema and my husband’s MRSA infection,” Jones reflects. It was this innovative spirit that caught the attention of the Welsh Assembly Government and led to collaborations with scientists and Aberystwyth University, validating her homegrown remedies against formidable pathogens. Today, under Jones’s leadership, <a href="https://www.chucklinggoat.co.uk/">Chuckling Goat is at the forefront</a> of microbiome research, partnering with Cambridge University to develop a UK-based test, marking a 29% growth from the previous year. Her story is not just one of business acumen but of a relentless pursuit of evidence-based solutions for common health issues.Doing Well by Doing GoodAt Chuckling Goat, the ethos of innovation intertwined with familial values has been the cornerstone of its success. Shann has always prioritised the well-being of her family and community over mere financial gain. “Cash has never been king for us… we’ve done well by doing good,” Jones states. The company’s growth has been organic, allowing for a steady expansion without external pressures. This approach has not only fostered a resilient business model but also cultivated a workplace where every employee is treated as family, contributing to a harmonious and productive environment.The journey, however, has not been without its hurdles. The introduction of the microbiome test presented a significant challenge, necessitating a pivot in strategy when faced with the sudden departure of a key staff member. In true Chuckling Goat fashion, the solution was found within, as Jones empowered her existing team to upskill into nutritional therapists, ensuring customers received the expert guidance they deserved. Moreover, the company’s flagship product, kefir, due to its unfamiliarity and unique taste profile, required not just marketing, but educating consumers on the importance of gut health—a mission Jones and her team have accomplished with remarkable success, leading to a staggering 6000% growth over four years. Such achievements underscore Chuckling Goat’s commitment to its customers, with Jones affirming, “It’s about relationships… I’m taking them on this gut health journey which can take years.” A Healthy InfluenceChuckling Goat has since emerged as a trailblazer in the UK’s healthcare landscape. The company has become the leading seller of microbiome tests in the UK, reflecting a growing public awareness of the importance of maintaining a healthy gut. “We’re dealing with the root cause of the health problem,” Jones explains, emphasising the company’s commitment to long-term health solutions over quick fixes. With the National Health Service (NHS) struggling, the company’s ethos of offering complementary alternatives to traditional healthcare is timely. “The NHS is on its knees,” Jones remarks, acknowledging the challenges faced by the public health system and <a href="https://www.leadersgb.co.uk/news/chuckling-goat-asks-how-can-you-serve">positioning Chuckling Goat as a supportive partner</a> in the journey towards preventative care. This shift towards prevention over treatment is akin to the patience and dedication required in gardening—a metaphor Jones uses: “I’m like the lady at the garden centre… you’re gonna have to do the gardening.” It’s a call to action for personal responsibility in health, a message that Chuckling Goat embodies as it guides customers through their gut health journey.Alongside being an advocate for responsible and preventative approaches, Shann wishes for a paradigm shift in healthcare, focusing on <a href="https://www.leadersgb.co.uk/news/chuckling-goat-boss-highlights-traditional-medicinal-solution-for-seasonal-anxiety">evidence-based natural remedies</a> and the power of microbiome testing. “We need to start looking not at our failures but at success frames,” Jones asserts, highlighting the importance of learning from what is effective. She champions the use of antimicrobial vinegars, which have shown promise in combating pathogens without fostering antibiotic resistance—a significant breakthrough for healthcare. “The science is out there, but nobody’s doing anything about it,” Jones laments, underscoring the gap between scientific knowledge and its application in healthcare.Jones advises other leaders to seek out and amplify the ‘bright spots’—look at what is working rather than is failing. Her approach is not just about treating symptoms but addressing the root causes of health issues. “It’s like dealing with the trunk of the tree,” she explains, describing how tackling gut health can lead to improvements in various conditions. Jones’s message to leaders is clear: invest in research and empower individuals to take charge of their health. This, she believes, is the key to transforming healthcare and creating a ripple effect that extends beyond individual well-being to societal benefits. “It’s an easy win that, at the moment, is being left on the table.” Merging Nature’s Wisdom with ScienceWhen it comes to leaving a legacy, the Founder and Director envisions Chuckling Goat as a beacon of innovation and integration between the wisdom of the natural world with the precision of scientific technology. “I would like Chuckling Goat to be remembered as the company that took the information from the natural world and joined it to the technology of science to make massive improvements in people’s health,” Jones reflects with pride. Her ambition is not just to create a successful business but to empower individuals to become custodians of their own health. “We are making people stewards of their own ecosystems,” she explains, drawing a parallel between personal health and the natural environment. For Shann, it’s about providing the knowledge and tools necessary for people to take control and enact positive change in their lives. “It means giving them the tools so that they can make their own improvements. That’s what works.”</div>

Shann Jones, Founder and Director of Chucking Goat, holds a journey that uses transformative adversity to advance gut health. Learn how her quest to heal family health issues led to pioneering microbiome research and enduring success, embodying the ethos of doing well by doing good.

Transforming Gut Health: Chuckling Goat Founder and Director Shann Jones

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 <div data-pmr-editable="" class="medium-editor-insert-plugin">Adrian Hall holds a professional past that is a testament to his extensive experience and unwavering dedication to the timber industry. From his academic roots with a timber degree from what was then Buckinghamshire College of Higher Education, Hall has climbed the ranks from a humble salesman to a pivotal figure in the timber industry. Adrian’s tenure has seen him traverse the UK, championing specialist products and honing his sales acumen, and it was his rich tapestry of experiences that culminated in his bold decision to take the reins of Stoneleigh Timber Engineering, steering it away from closure and towards prosperity. The Managing Director’s directorship at the Trussed Rafter Association and his strategic role with system providers have equipped him with a unique blend of technical expertise and commercial insight. Hall’s leadership is defined by his ability to manage expectations, deliver beyond promises, and navigate the complexities of a business that, while not vast, is vital to the livelihoods of the families it supports.Stoneleigh’s Integral RoleAt the core of Stoneleigh Timber Engineering’s strategic significance lies its integral role in the construction industry, as articulated by the MD. “We are a very important part of the building industry,” Hall asserts, emphasising the company’s contribution to modern housing through the supply of truss roofs—essential components that form the skeleton of a building’s roof. Hall highlights the company’s alignment with governmental objectives to streamline construction via off-site production, a domain where the truss industry has been pioneering for decades.Under Hall’s stewardship, Stoneleigh has expanded its repertoire beyond roofs to include stairs, feature trusses, and even the structural elements of buildings, all crafted from wood. “We’re starting to add in extra things… now we can actually offer the whole fabric of the building as well,” Hall explains, showcasing the company’s adaptability and innovation. This expansion not only meets the government’s increasing demands for building output but also addresses the skill shortage in the industry by creating products that require less skilled labour to assemble.Hall envisions a growing importance for companies like Stoneleigh in the face of Britain’s housing challenges. “The importance of companies like this is going to become bigger and bigger as we move forward,” he predicts, acknowledging the pressing need for more homes and the limitations of the current system to meet this demand. With a focus on efficiency and local trade, Stoneleigh’s strategic reach extends from North Wiltshire to Kent, though its impact resonates on a national scale. Hall’s forward-thinking approach and his commitment to overcoming industry challenges position Stoneleigh Timber Engineering as a pivotal player in the future of British construction.Educating the Industry’s FutureIn his dual role as a director for both the Trussed Rafter Association and the Wood Technology Group, the Stoneleigh Managing Director underscores the pivotal role of education in the timber industry. “We’re always talking about education,” Hall states, highlighting the need to attract school leavers to the sector, which he considers a crucial part of the economy. Adrian is passionate about dispelling misconceptions regarding the environmental impact of timber usage, advocating for managed systems over the exploitation of rainforests. “We need to get the education out very broadly across the whole of the nation,” he insists, emphasising the sustainable and renewable nature of timber as a building material.Hall’s commitment to education extends beyond industry specifics to career opportunities within the sector. “I went and did a talk last year at one of the local colleges to try and tell people what is possible,” he recounts, reflecting on his own rewarding career journey since 1985. Adrian believes it is incumbent upon companies like Stoneleigh to illuminate the potential within the timber industry for the younger generation, “it’s a very important part of what we do.”Advice From an Industry Exemplar In his concluding remarks, Adrian imparts wisdom that transcends the timber industry, offering a blueprint for aspiring leaders. “The most important message is the one on education,” Hall asserts, emphasising the need to ignite passion in the younger generation for the natural environment and sustainable practices. His vision is clear: “We really must get onto that bandwagon… education has to be the thing.”Hall’s legacy is shaped not only by his achievements but also by his vibrant character. “I would like to be remembered as somebody that’s not boring,” he says with a chuckle. His approach to leadership is refreshingly candid, encouraging others to challenge the status quo. “Don’t be afraid to speak out and say no,” he advises, wary of the ‘emperor’s new clothes’ syndrome that plagues many industries.For those who dare to lead, Hall offers a parting thought: “It requires a certain amount of bravery.” He reflects on his own journey to the top, a testament to perseverance and the value of experience. “Don’t be in too much of a rush,” he counsels, underscoring the importance of integrity and the lessons learned along the way. In a world often hasty to reach the summit, Adrian Hall’s advice stands as a beacon, guiding future leaders towards a path of thoughtful and principled stewardship.</div>

Adrian Hall, a seasoned leader in the timber industry, has propelled Stoneleigh Timber Engineering to a beacon of innovation and prosperity. With a degree in timber and a journey from salesman to Managing Director, Hall's strategic vision and technical expertise have expanded the company's offerings from truss roofs to complete structural elements. His commitment to education and sustainable practices positions Stoneleigh as a key player in the UK's construction future.

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