<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/a2081f362c9867f1459123f26ee11220.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">Just days after news of the job cuts at Bentley, Aston Martin and Lookers, more jobs have been announced by UK plc - <a href="https://www.bbc.co.uk/news/business-52990612">this time in the hospitality sector.</a>The Restaurant Group, a London Stock Exchange-listed operator of popular chains such as Frankie &amp; Benny's, Wagamama and Chiquito, warned a week or so ago that as many as 125of its outlets would be closing their doors permanently after the pandemic.In line with this announcement, it has revealed today that it will be cutting up to 3,000 jobs, mainly across the Frankie &amp; Benny's outlets.A spokesperson for the firm described its current operating model as "unviable" given the impact of Covid-19.The group is now looking to restructure through a partial insolvency procedure known as a CVA, or company voluntary arrangement. Other measures the company will undertake include renegotiating rental terms on some of its property assets.CEO Andy Hornby described the current market state as "very challenging", but said the group was looking to "ensure it was well-positioned" going forward.Other high street names to announce structural changes today include fashion group Monsoon Accessorize - comprising, among other brands, those two retail names - and Quiz Plc.Yesterday, retailer Debenhams also announced it would be cutting some 300 jobs.</div>

Just days after news of the job cuts at Bentley, Aston Martin and Lookers, more jobs have been announced by UK plc - this time in the hospitality sector.

Restaurant Group to axe as many as 3,000 jobs

<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/2921a2de362fd8130e4ed8a7759c63a8.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin"><a href="https://www.leadersgb.co.uk/members/alex-till">Alex Till</a>, the CEO of <a href="https://www.menta.org.uk/">MENTA </a>and Chairman of the <a href="https://nationalenterprisenetwork.org/">National Enterprise Network</a>, is a figure synonymous with the entrepreneurial spirit that drives the UK’s economic development. His is a dual role that sees him cover an impressive 98% of the country’s economic development work for pre-start startups and micro businesses.Till’s journey is as diverse as the businesses he champions and he has always been drawn to exploring opportunities for community and business support. His professional history is a tapestry of varied experiences, from aiding SME development in Estonia and Lithuania to collaborating with the French racing school in Chanty. “I’ve always been into looking at different opportunities and how people are supported,” he shares.In Suffolk, Till’s focus shifted to micro business support, recognising their crucial role in the country’s economic agenda. “They are 97% of the country’s economic growth agenda rather than high growth, high tech, and large organisations,” he explains. This perspective has led him to spearhead initiatives that have reshaped the landscape for small and medium-sized enterprises across urban, rural, and coastal areas.Beyond his executive roles, Till’s dedication extends to supporting disadvantaged individuals through the Prince’s Trust, where he serves as a regional ambassador. His involvement with the Regional Council and various non-executive roles with community-driven organisations underscores his commitment to creating significant impact and opportunity.As Till reflects on his path, he acknowledges the serendipity of his career. “You get involved with things and then you become passionate about it.” It’s this passion that has made Alex a pivotal figure in shaping the future of entrepreneurship and economic growth in the UK.Championing Organic and Community-Centric SupportTill’s philosophy is rooted in organic support for small businesses, recognising them as entities with “faces, lives, families, worries, and struggles.” <a href="https://www.leadersgb.co.uk/news/too-often-we-see-the-opposite-of-levelling-up-national-enterprise-network-chair-says">He acknowledges his role</a> as a partner for these businesses, sharing in their challenges and offering real-world advice drawn from personal experience. “This isn’t textbook; it’s real life,” he asserts. His impact extends beyond the business realm, with Till highlighting his involvement with initiatives like the Global Refugee Forum. Alex’s approach is about reaching people where they truly need help, beyond the “shiny doors’’ of banks and large organisations.Celebrating MENTA’s 40th anniversary,&nbsp; Till draws attention to the organisation’s extensive support for around 50,000 individuals exploring self-employment or needing assistance within a micro business. As a not-for-profit, any revenue generated is reinvested into local communities, particularly in Norfolk and Suffolk.Alex is also pioneering in providing coworking spaces, creating environments that are engaging and accessible 24/7 to accommodate the varied schedules of business owners and that foster community and collaboration. His commitment to honesty and practicality is evident when he discusses the need to be forthright with clients, even if it means advising against certain actions that may not benefit them.Till’s organisation strives to be a beacon of stability, offering consistent support and information to those navigating these confusing times. “We’ve been here for 40 years,” he says, highlighting the organisation’s longevity and experience through various socio-economic shifts. This experience is now leveraged to aid those in need, from young people in difficult home environments to older individuals struggling with digital banking. In an era where traditional banking services are retreating,&nbsp;Alex and his organisations step in to fill the void, offering guidance and support to those left behind. “We’re a community embedded organisation,” he states proudly, emphasising their role in fostering economic growth and being a reliable source of information and opportunity. “What seems to get lost is the social return on investment,” Till remarks, underscoring the significance of reinvesting surplus into local communities. This philosophy is particularly pertinent in the wake of Brexit, with various funds undergoing substantial changes.For 40 years, they have been an integral part of the community, providing open access to anyone in need. “Don’t be afraid to come in, just come and have a chat,” Till invites, embodying the organisation’s approachable and honest ethos. If they don’t have the answers, they will direct individuals to someone who does, ensuring that no one is left without support. This open-door policy is a testament to their commitment to serving the community and adapting to its evolving needs. Employment Trends and the Importance of Education in Shaping FuturesAlex Till’s perspective on employment trends is shaped by the current economic landscape and the aspirations of young people. He observes a trend where young people are “coming through quite disillusioned.” Till is actively engaged in discussions about the state of skills, opportunities, and education, noting that “most people who want to go on to university now have to decide whether or not they want to get into debt.”Alex reveals insights into the broader economic effects of large infrastructure projects he is involved in, like the Sizewell C nuclear power plant, which require a diverse workforce and can displace local businesses, leading to new enterprises and startups. Till acknowledges the fluctuations in self-employment trends, influenced by economic factors such as mortgage rates, and emphasises the need for government programs to address the actual needs of UK PLC.At the heart of Till’s vision is education. He advocates for early conversations about career options at the secondary school level, stressing the importance of exposing young people to self-employment and entrepreneurial environments. Till believes in empowering individuals to understand and achieve their ambitions, moving beyond mere survival to thriving in their chosen paths. His ultimate goal is to foster an environment where people can “thrive, not just survive,” aligning education with the evolving economic climate and the diverse aspirations of the youth.Envisioning a Legacy of Empowerment and Entrepreneurial SpiritAlex Till’s vision for his legacy is deeply intertwined with the entrepreneurial spirit and the empowerment of individuals at every stage of life. “The legacy for me is that there is a national programme of business support,” he explains, highlighting his advocacy for a robust support system that champions the growth of small businesses. Till envisions this support filtering down to various localities, each with its unique characteristics, whether urban, rural, or coastal. The goal is to build upon the national framework to provide tailored support for these communities. “From cradle to career,” he says, illustrating a comprehensive approach that begins with early-stage families and extends through the educational system, offering entrepreneurial opportunities beyond traditional employment.This inclusive vision rejects the notion that success is solely about exams and university degrees. Instead, it embraces the idea of running parallel paths where self-employment and small business ventures are viable and celebrated options. “It’s about good people having ambition and achieving what they want from life,” Till asserts.Overall, Alex’s legacy is not measured in monetary terms but in the vibrant and healthy lifestyles it fosters within the community. It’s a legacy that ensures skills, employment, and enterprise are accessible to all, promoting a non-politically biased environment that mirrors the best practices of European countries. By advocating for this vision, Till hopes to leave behind a world where ambition and community support coalesce to create a thriving ecosystem for small businesses and the people they serve.</div>

Explore the journey of Alex Till, CEO of Mentor and Chairman of the National Enterprise Network, as he champions the UK's economic growth through support for startups and micro businesses. Discover his diverse experiences and commitment to community-centric support, education, and empowering the entrepreneurial spirit.

Alex Till: Steering the Future of Startups and Economic Growth

<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/31b000a9443b2577f58893b6d386f177.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">In the heart of London’s bustling financial district, a young <a href="https://www.leadersgb.co.uk/members/stephen-hurst">Stephen Hurst</a> embarked on a journey that would transform him from a trainee in an old-school merchant firm to the founder and Managing Director of <a href="https://coffeehunter.com/">Mercanta</a>, a company at the forefront of the specialty coffee movement. “My career in the coffee industry started in the mid 80s,” Hurst reminisces. His initiation into the world of commodities began at Wilson Smith and Cope, part of the Guinness Peat Banking Group, where he learned the ropes from the logistical and shipping side of the business.As the City of London underwent the seismic shifts of deregulation, Hurst found himself amidst the giants of American banking. It was a time of third-party contacts and serendipitous opportunities that led him to Jayaraman Company, Goldman Sachs’ commodity trading division. There, Hurst transitioned from cocoa to coffee, eventually overseeing accounts for major roasters like Nestle and Kraft.The 80s were a time when capital was king, and firms like Goldman Sachs dominated the trade without owning origin assets. However, Hurst observed a nascent trend emerging from North America – the specialty coffee business. Artisan companies sought small quantities of high-quality beans, a stark contrast to the large-scale operations of the time. “These were independent owner-operator type guys, people genuinely looking for the best of the harvest type of coffees,” Hurst explains.Quality and AuthenticityIn 1996, sensing the winds of change, Hurst established Mercanta to bring the specialty coffee movement to Europe and the UK. It was a challenging endeavour, as the market was initially resistant to paying a premium for quality. Yet, Hurst persevered, finding allies in businesses like Monmouth Coffee, who shared his vision for excellence in small quantities.Over time, Mercanta flourished, riding the wave of the specialty coffee sector’s growth, bolstered by Britain’s success in Barista Championships. Hurst’s vision extended beyond trading; he realised the importance of education in the industry. This led to the founding of the London School of Coffee in 2005, a training, consultancy, and education business that remains a key source of knowledge and influence.<a href="https://www.leadersgb.co.uk/news/mercanta-s-stephen-hurst-highlights-the-importance-of-standing-by-principles-and-looks-to-the-future-with-optimism-as-25-year-anniversary-in-business-approaches">Today</a>, Mercanta’s global footprint extends to 50 countries, with offices in strategic locations like Seattle, Singapore, Berlin, and Dubai. The company caters to hundreds of specialty coffee roasters, from large corporations to craft and artisan businesses. “We sell about £10 million worth of specialty coffee beans a year,” Hurst states proudly.Hurst’s story is not just about coffee beans; it’s about the journey, the education, and the passion for a product that has become an integral part of people’s lives worldwide. From the remote regions of Colombia to the highlands of Scotland, each bag of coffee tells a story – a story that Stephen Hurst has been a pivotal part of writing.Creating Positive ChangeHurst has a unique perspective on market trends, drawing parallels between the growth of the coffee industry and the boom experienced by the craft beer movement. He observes, “There’s probably about 8 to 10 piles of beer… but they eventually coagulate into about 10 broad categories.” This insight reflects the diversity within the coffee sector and the importance of standout qualities in a saturated market.Hurst’s approach to coffee is holistic; it’s not just about the bean but the entire experience. “It’s always about the delivery or the place you’re drinking it,” he asserts, emphasising the significance of the setting in which coffee is consumed. He appreciates the global journey of coffee bags from remote regions, recognising that the origins of these beans are often overlooked.Mercanta’s commitment to quality and direct trade is evident in their business practices. Hurst proudly states, “We still own the farm gate to the roaster door, the chain of custody.” Hurst’s dedication to positive social impact is evident in Mercanta’s practices. He instituted a minimum price for Arabica coffee, ensuring fair compensation for producers regardless of market fluctuations. This price commitment, along with Mercanta’s transparent and authentic storytelling, sets the company apart in an industry often shrouded in mystery and marketing narratives.Envisioning Mercanta’s LegacyMercanta’s success lies in its ability to provide market access for small, unrepresented producers and deliver high-quality coffee with provenance and traceability. Through this, Hurst and his company have crafted a legacy that intertwines ethical commitment with the specialty coffee revolution. The Managing Director’s approach has not only shaped the specialty coffee landscape in the UK and Europe but has also created a positive impact at the origin, championing the cause of small-scale farmers and the authenticity of their products. In his own words, Hurst describes the essence of Mercanta’s impact: “It’s not just about having that provision of specialist brew, but it’s also creating a positive social impact.” As consumer behaviour evolves towards a desire for greater definition in their purchases, Mercanta stands as a testament to this trend, offering transparency and provenance in coffee. “People are moving towards wanting greater definition on all the things they buy… And we do it for coffee,” Hurst asserts, emphasising the alignment of Mercanta’s values with consumer expectations.In a world where many businesses remain theoretical exercises, Mercanta operates in the tangible realm of moving physical coffee, connecting remote areas of production with equally remote areas of consumption. This hands-on approach to business is what sets Mercanta apart, as Hurst proudly declares, “It works. I’ve got physical coffee moving… We’re carrying out a physical, visceral sort of business.”Ultimately, Mercanta’s legacy is one of authenticity, quality, and a positive social impact that resonates from the origins to the cup. It’s a legacy that Hurst and Mercanta continue to build, one container of coffee at a time.</div>

 Stephen Hurst holds a transformative journey from a trainee in London's financial district to the founder of Mercanta, a leader in the specialty coffee movement. Learn about Mercanta's commitment to ensuring quality, education, and positive social impact in the coffee industry.

Stephen Hurst: The Man Who Brewed a Coffee Revolution

<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/6fdc07645a1158ee05ba2cce4f448397.jpg&quot;);"></div>

 <div data-pmr-editable="" class="medium-editor-insert-plugin">In the heart of the Herefordshire countryside lies Glewstone Court, a charming Georgian manor turned wedding venue, <a href="https://www.leadersgb.co.uk/members/gary-homewood">where Gary Homewood</a>, along with his family, has woven his diverse professional tapestry. From aspirations of veterinary science to steering multinational corporations, Homewood’s journey is a testament to adaptability and vision.“I wanted to be a vet when I was very young,” Homewood reminisces. His academic pursuits in Animal Physiology and Nutrition were a stepping stone, not to veterinary clinics, but to the bustling world of food and beverage. He pivoted towards a corporate career, joining Cargill on a graduate training scheme. It was here that Homewood’s flair for revitalising struggling businesses began to shine. “My expertise is going into businesses that are struggling and doing a turnaround job,” he states.Homewood’s career is marked by a series of strategic moves across various sectors, including a significant stint in financial services where he picked up transferable skills, he explains. Gary’s ability to improve efficiencies and manage mergers transcended industry boundaries, leading him back to food and beverage, where he took on roles that spanned continents.As the director of BRF for Europe, Homewood managed a €300 million business, overseeing 23 countries with eight regional managers. His international experience brought with it a vast experience in cultural intelligence amidst different languages and cultures.At the core of Homewood’s success is his philosophy on change management. “People are very resistant to change,” he observes. Convincing teams to embrace transformation and understand their role in it has been a cornerstone of his approach. “It’s a case of bringing people with you,” Homewood asserts, highlighting the need for collective buy-in to achieve key goals and objectives.But Homewood’s story is not just about professional triumphs; it’s about the human connections made along the way. “The people I met across the world were incredibly friendly, and made you feel like part of the family straight away,” he fondly recalls. It’s this blend of business acumen and personal touch that has defined his tenure at Glewstone Court and beyond.Charting New HorizonsGary’s professional journey took a pivotal turn when he decided to step away from the corporate whirlwind and into the realm of personal enterprise. “It was a lot of travel and time away from home,” Homewood reflects on his tenure with BRF. The desire for change led him to <a href="https://www.glewstonecourt.com/">Glewstone Court</a>, a venue ripe with potential and familiar from past visits.“We knew it had a lot of potential and we knew it from the past,” Homewood says of the Herefordshire venue that had been on the market. With a vision for its transformation into a premier wedding and events destination, Gary and his wife embarked on a journey of renovation and innovation. “We invested a lot of personal money to get the business looking the part,” he shares, underscoring the commitment to revitalising the property.But the unforeseen challenge of COVID-19 tested Homewood’s resolve. “Just as we got to the point where we were starting to turn a corner, COVID lockdowns came upon us,” he recounts. Yet, in the face of adversity, Homewood’s leadership shone through. Prioritising staff welfare and community support, he navigated the business through turbulent times, even accommodating weddings for servicemen amidst restrictions.Emerging from the pandemic, Glewstone Court found itself inundated with a backlog of weddings and new bookings. The venue’s reputation for excellence was cemented by prestigious accolades such as the 2AA Rosette award and the coveted Red Star award for superior service and quality. “The hotel business was really taking off,” Homewood notes with pride.However, the success brought about a strategic crossroads. “We were moving between being a boutique hotel running a wedding going back to that,” he explains, highlighting the operational challenges. The decision was made to focus solely on weddings and events, a bold move that relinquished a steady income stream from the hotel and restaurant operations. “The first year was always going to be tricky,” Homewood admits, yet the transition has proven fruitful, with Glewstone Court thriving as a dedicated venue for life’s most celebrated moments.The Allure of Glewstone Court: A Blend of History, Romance, and Personal TouchGlewstone Court stands as a testament to British history and architectural grandeur. “It’s a historic building, with lots of beautiful Georgian and Regency architecture,” says Gary. The estate’s rich past, dating back to ownership by Guy's Hospital and later by the wealthy landowner Charles Ballinger, adds a layer of intrigue and charm that captivates couples seeking a venue with a story.But it’s not just the history that draws people to Glewstone Court; it’s the breathtaking natural beauty and the venue’s adaptability to modern demands. “We’ve got a beautiful view across what we call the Chin Valley, it’s stunning,” Homewood enthuses, describing the picturesque landscapes that provide a romantic backdrop for weddings. The venue’s ability to evolve with the times, catering to the Instagram-savvy Gen Z and adapting to the UK weather and economic challenges, has set it apart in the industry.Homewood proudly shares their success in exceeding industry standards, with booking statistics that double the norm, a testament to the venue’s allure. “We’re currently booking about 8% of our inquiries, with the norm being 4%,” he reveals, highlighting the impressive conversion rates.At the heart of Glewstone Court’s appeal is its family-run ethos and the exceptional culinary experience led by their head chef. “We’ve got a lot of flexibility in terms of catering and food offerings,” Homewood explains, emphasising their commitment to personalising menus to meet diverse dietary needs.Above all, it is the personal touch and the familial atmosphere that truly sets Glewstone Court apart. “The team is our USP, absolutely,” Homewood asserts. The staff’s dedication to knowing each guest by name and attending to every detail is reflected in the venue’s stellar reviews. “It’s all about the people, we go out of our way to look after people exceptionally well,” Homewood states.Envisioning Glewstone’s LegacyAs Gary contemplates the future of Glewstone Court, his vision for its legacy is clear: “We create an environment where people come and really celebrate life,” he shares. With aspirations to expand their family of venues, Homewood and his team are dedicated to ensuring that each event is a cherished memory for those who attend. “It’s a place where you make memories,” he reflects, acknowledging the full spectrum of life’s moments, from joyous weddings to wakes.For Homewood, the journey has been one of learning and legacy-building. He hopes to pass on his wealth of experience to his team and family, ensuring that the essence of Glewstone’s hospitality endures. The recognition of their efforts, as finalists in the SME of the Year category at the Great British Awards, is not the goal but a welcome affirmation of their commitment to excellence. “We’re not in it for the awards,” Homewood asserts, “we’re in it for people to make memories and have a great time here.” This sentiment encapsulates the enduring legacy that Glewstone Court aims to leave: a haven for celebration, a place where life is honoured, and memories are forged to last a lifetime.</div>

Glewstone Court, a Georgian manor in Herefordshire, is now a top wedding venue thanks to the vision of Gary Homewood and his family. The Managing Director's journey from veterinary dreams to corporate leadership shapes this unique destination where history and romance meet personal service. Celebrate your special moments at a place where memories last a lifetime.

Gary Homewood: From Corporate Leader to Countryside Venue Connoisseur

<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/43aec889bb1700c9dd4509857989f9bb.jpg&quot;);"></div>

 <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

<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/38ad2df5c6f4aeead5f9a77217e41300.jpg&quot;);"></div>

 <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.

Restaurant Group to axe as many as 3,000 jobs

Share this article

About Leaders of Great Britain

Related News Stories

Littlefair Director's supply chain and training concerns over Covid-19

Qantas cancel: no international flights for another four months

Coronavirus update: PM leaves hospital, almost two million confirmed cases

Authored By

Follow Us

Share this article

Popular Stories

Alex Till: Steering the Future of Startups and Economic Growth

Stephen Hurst: The Man Who Brewed a Coffee Revolution

Gary Homewood: From Corporate Leader to Countryside Venue Connoisseur

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

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