Nottingham Business School Business Leaders

Nottingham Trent University
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How do great leaders inspire others, bring ideas to life and deal with setbacks? Join your host Honorary Visiting Professor Mike Sassi in conversation with business leaders to explore the stories, leadership lessons and actionable advice to help you excel in your career.

  1. JAN 27

    Leadership roundtable – Why soft skills matter in the construction industry

    SUMMARY The UK construction industry is changing fast – shaped by new technology, shifting markets and the growing demand for skilled people who can lead with confidence. In Episode 76 of the Nottingham Business School’s Business Leaders’ Podcast, two senior industry figures tell Visiting Honorary Professor Mike Sassi what it really takes to build a successful career in construction. Jonathan Suckling, Director at VolkerWessels UK, and Garry Julyan, Commercial MD at TClarke Contracting, both graduated from NTU in 1994. Since then, they’ve helped deliver projects ranging from viaducts on High Speed 2 to London landmarks like The Shard. Back in Nottingham to meet today’s students, they reflect on lessons learned across 30 years of building, bidding, negotiating and leading high-performing teams. LEADERSHIP TAKEAWAYS from Jonathan Suckling and Garry Julyan Early career networks become long-term professional assets GJ: “All roads lead back [to NTU] … you meet people along the way, and it opens conversation. It always helps.” Leadership means listening, delegating and trusting others GJ: “You have to delegate and trust in the individuals who work for you. If you can’t trust others… you’ve got a limited capability to expand.” Soft skills matter as much as technical skills JS: “Technical skills will get you so far… but if you want to be a director of a big organisation, without people skills it’s very, very hard to succeed.” Authenticity stands out – especially in an AI-driven world JS: “My advice [to young managers and leaders] is, be creative, be yourself… if you want to make a difference, stand out.” Resilience is often built through crisis leadership GJ: “Covid was sudden… you had to act decisively, to protect the business. You had to [learn to] make decisions you didn’t like to make.” Create a culture where people aren’t afraid to speak up JS: “If there’s a problem… people need to shout out early, because they feel safe to do so. If they don’t… that’s when you can lose millions of pounds.” Long-term relationships strengthen careers and leadership JS: “When you stay in a business a long time… the relationships you form really help you… they give you the best chance of getting to the top.” Embrace technology – but not blindly JS: “Use tech, but don’t rely on it… What you get our is only as good as what you put in. You’ve got to use your wider experience to make the final call.” Self-reflection is essential for continuous improvement GJ: “Be positive, be inquisitive… and above all else be critical and analyse your performance… If you can assess how you performed, you will get better and become more successful.” RELATED LINKS If you enjoyed this episode of the Business Leaders’ Podcast with Jonathan Suckling and Garry Julyan, listen to previous shows with… • The MD of Via East Midlands and Arc Partnership Dan Maher • Managing Director at Morgan Sindall Sean Bowles • Dubai-based developer Louise Rodrigues • Construction round table with Class of ’84 NTU engineering grads Chris Evans, Colin Collier and Neil Gibson…

    36 min

  2. JAN 15

    Anna Lungley – Sustainability is a business opportunity

    INTRODUCTION • Anna Lungley is Head of Sustainability Consulting at Fujitsu, where she advises leaders on embedding net positive thinking into their business. • She is also a Senior Associate at the Cambridge Institute for Sustainability Leadership, helping organisations tackle some of the most complex challenges in the global economy. • Anna was previously at Japanese media agency Dentsu, as Chief Sustainability Officer and Executive Board Member • She previously spent 15 years working at BT, including in the roles of Group Director of Sustainable Business and Director of Communications (Technology Division) • Her work has been recognised with several awards, including Sustainable Business Leader of the Year (2023); Ad Net Zero Global Best Practice Award (2023); Campaign’s Top 10 Sustainability Leader (2022); World Economic Forum “New Vision for Development” Award (BT Connecting Africa) • Anna is a frequent contributor – as speaker and mentor – to industry events such as London Climate Action Week, New York Climate Week, and UN Global Compact forums. • She originally graduated in Law with languages, then studied postgraduate journalism. LEADERSHIP TAKEAWAYS from Anna Lungley… 1. Early experiences shape sustainability values. “My grandmother had a huge influence on me… she used to talk to me very openly about her experience of social inclusion.” Anna’s exposure to social and environmental issues from her grandmother’s work as a teacher in Africa and India ignited her lifelong passion for sustainability. 2. Global awareness fosters environmental empathy. “I grew up in countries like the Caribbean and Spain, which were water constrained… we didn’t take water for granted.” Living in regions facing resource scarcity gave Anna a deeper understanding of environmental interdependence. 3. Purpose begins with understanding your societal value. “You need to understand what is the true value that you create for society… that ultimately is your purpose.” Anna believes that authentic corporate purpose is rooted in the value an organisation delivers to people and planet. 4. Communication is a catalyst for change. “When you work in advertising, you don’t just shape culture, you create it.” In Anna’s experience, storytelling and communication can shift public behaviour toward more sustainable choices. 5. But… facts and storytelling must work together. “We must balance [stories] with facts, evidence and data. That’s indisputable.” Credible sustainability communication requires both emotional resonance and scientific rigour. 6. Sustainability is a business innovation opportunity. “Sustainability is about innovation… exploring new business models and new opportunities.” Rather than being a compliance burden, sustainability can drive creativity and competitive advantage. 7. ‘Doing less harm’ is no longer enough. “We have the opportunity to build more regenerative business models… that’s business resilience.” Anna says business needs a net positive mindset, actively restoring resources rather than merely reducing impact. 8. Progress, not perfection, sustains motivation. “Celebrate progress, not perfection.” A successful leadership philosophy encourages recognising small wins to maintain optimism in tackling long-term global issues. 9. Future leaders must think short and long-term. “We need business leaders who are pragmatic about the current reality but still keep their eye on the long-term imperative.” Anna says that modern business requires ambidextrous leadership – balancing immediate business needs with enduring sustainability goals. RELATED LINKS Find out more about Anna Lungley… • On Anna’s LinkedIn pages • Through this ‘Business Case for Net Positive’ document she wrote at Fujitsu • In this interview with the creativebrief marketing platform If you enjoyed this episode of the NBS Business Leaders’ Podcast with Anna Lungley, listen to previous episodes with… The former head of the RAF Sir Andrew Pulford CBE KBE The former CEO of the Financial Ombudsman Service Caroline Wayman The co-founder of the Amazing If… company Sarah Ellis

    19 min
  3. Sarah Gregory – How joining a board helps leadership development

    JAN 13

    Sarah Gregory – How joining a board helps leadership development

    Nottingham Business School’s Business Leaders’ Podcast Episode 75 Sarah Gregory – How joining a board helps leadership development SUMMARY Stepping into a non-executive board role can be one of the most powerful – and most overlooked – ways to accelerate leadership development. In Episode 75 of the Business Leaders Podcast, BBC Deputy Chief People Officer Sarah Gregory explains why taking a seat on the board – often unpaid – offers emerging leaders a rare chance to stretch their skills, broaden their perspective and influence real change. Drawing on her experience at the BBC, Swim England and NTU, Sarah explains to Visiting Honorary Professor Mike Sassi how non-exec positions helps leaders see how organisations really work – from long-term strategy and governance to risk, finance and culture. INTRODUCTION to Sarah Gregory • Sarah Gregory is Deputy Chief People Officer at the BBC. • She is also a member of the Board of Governors at Nottingham Trent University, where she chairs both the Employment Policy Committee and the Remuneration Committee. She plays a significant role in shaping NTU’s staff policies, employment practices, and executive pay. • Sarah was four years a non-executive director of Swim England, the national governing body for swimming • She holds a first-class BSc in Physiology from the University of Sunderland and an MSc in Management from NTU’s Nottingham Business School. • Since October 2020, she has been undertaking a part-time doctoral degree at NTU, with her research focused on social mobility and career progression for people from working-class backgrounds. • Before joining the BBC, Sarah’s career spanned senior HR and business-improvement roles across retail, financial services, and technology companies – including Aviva, Boots UK and BT. • Sarah is also a BBC Executive Coach and a Fellow of the Chartered Institute of Personnel and Development (CIPD). • Her reputation is as a thinker and advocate for inclusive career pathways. LEADERSHIP TAKEAWAYS from Sarah Gregory 1. Leaders need to give people purpose “Your people strategy is all about… how you make people excited about that mission?” 2. Leaders need to constantly test themselves “Start by having an early stretch assignment, something really outside your comfort zone… “ 3. Leaders must listen “It’s so tempting to jump in… but you just have to let it all sink in. Really listen. It [gives you] a new context.” 4. Successful leaders contribute beyond their specialism “[On the board of Swim England] I was surprised by how much encouragement there was to get out of your lane… property, finances, regulation… you could give a different point of view.” 5. Confidence grows through contribution, not perfection “I felt so nervous [on joining the board of Swim England] … but a good chair welcomes you in and you build your confidence over time.” 6. Diversity of background strengthens boards and leadership teams “Boards benefit from people with different life experiences… you might spot risks others have overlooked.” 7. Thoughtful leadership is more powerful than hurried leadership “I’m more reflective now… thoughtful leadership is taking time, bringing different people in, being more considered.” 8. Being on a board allows you to step back and see the whole system, not just your own function “You get this helicopter view… a wider awareness of how an organisation is run, governed, its responsibilities and direction.” 9. Mentoring staff gives your leadership more impact “You get to coach… you get to inspire… you feel part of a big mission.” 10. The expectations of the next generation will reshape leadership “Don’t carry assumptions of how we worked… the next generation might want something completely different.” RELATED LINKS to Sarah Gregory Find out more about Sarah Gregory… • On her LinkedIn pages… • On the Board of Governors section of NTU’s website… • On the BBC website… If you enjoyed this episode of the NBS Business Leaders’ Podcast with Sarah Gregory, listen to previous episodes with… • The Global Head of Emerging Talent at Rolls Royce Ellie Long • The former CEO of the Financial Ombudsman Service Caroline Wayman • The co-founder of the Amazing If… company Sarah Ellis

    26 min

  4. 12/09/2025

    Levi Roots – The power of perseverance

    Levi Roots is a hugely popular entrepreneur, musician, chef and TV celebrity who won £50,000 on the BBC’s Dragon’s Den… then never looked back. In Episode 74 of Nottingham Business School’s Business Leaders Podcast, he tells Visiting Honorary Professor Mike Sassi about the challenges of arriving in the UK as an 11-year-old from Jamaica – and the influence of his mother and the Windrush Generation. He explains how he turned his Reggae Reggae Sauce from a family recipe into a major supermarket brand – discussing mentorship, storytelling and the power of perseverance. INTRODUCTION to Levi Roots • Born Keith Valentine Graham in Clarendon, Jamaica, in 1958. Raised by grandparents until joining his parents in Brixton, London, as a child. • Grew up immersed in Caribbean culture, music, and food traditions that later shaped his career. • Performed reggae from a young age; developed a reputation in London’s reggae scene. Played with icons such as James Brown and Maxi Priest. • Created his grandmother’s traditional Caribbean Reggae Reggae Sauce in his Brixton kitchen. First sold it locally at food stalls, community events, and the Notting Hill Carnival. • Relied on resilience and improvisation, building his business with minimal resources. • Appeared on BBC’s Dragons’ Den performing his pitch with a guitar and the now-famous Reggae Reggae Sauce song. Secured £50,000 investment from Peter Jones and Richard Farleigh. Became one of the show’s most iconic success stories. • Built a multimillion-pound food empire featuring sauces, frozen meals, snacks, cookbooks, and merchandise. Known for blending Caribbean heritage with mainstream UK retail innovation. • Has appeared on TV shows, radio, festivals, and business events. • Advocates authenticity, cultural pride, youth empowerment, and entrepreneurship. • Serves as a role model particularly for young people from underrepresented backgrounds. LEADERSHIP TAKEAWAYS from Levi Roots 1. Authenticity is a leader’s greatest asset. “Peter Jones [from Dragons Den] said he never invested in the [Reggae, Reggae] sauce – he invested in me… It’s who you are that makes you investable.” 2. You can’t just be yourself. You must become the best version of yourself. “Be you. But the key thing is to be the best of you. Because just being you is not good enough.” 3. Your past is a source of strength, not something to escape. “I always have knowledge of my past [including a period spent in jail], and I think that’s really what helped me to become the person who I am.” 4. Hard work and resilience are inherited leadership tools. “I recall seeing how hard my mum worked… sometimes three, four jobs at a time… I used what I learned from them, that stoicism, that hard work… to be able to help excel my own self.” 5. The importance of people can’t be exaggerated. “Investors will always invest in people first… the product cannot sell itself.” 6. Leadership means recognising when your mission is bigger than you. “I recognised that I wasn’t doing this for me only… I had a bigger job to do because this wasn’t just about me and my sauce. [I was representing a whole community.]” 7. Stand your ground respectfully. Confidence inspires confidence. “Potential investors have got to trust the person who is in front of them.” 8. Entrepreneurs must go out and find business. “Nobody has a right to a market. You have to go out and find your own market.” 9. Mentors can change the trajectory of a leader’s life. “I was always looking for a mentor… and it was Teresa… She told me: never undermine who you are. Because I was different is why I was special.” 10 Purpose-driven leadership includes helping the next generation. “Wherever there are young people… I feel it's my duty to get there, tell my story and try to inspire them.” RELATED LINKS Find out more about Levi Roots… • On his own website LeviRoots.com • On this BBC website headlining his recipes • On the website PeterJones.com, from Dragons Den If you enjoyed this episode of the NBS Business Leaders’ Podcast with Levi Roots listen to previous episodes with… • Entrepreneur and CEO of global tech company Ideagen Ben Dorks • Global Head of Emerging Talent at Rolls-Royce Ellie Long • Award-winning social entrepreneur Dr Marcellus Baz BEM • Co-founder of the Amazing if… company Sarah Ellis • Celebrity baker and former banker Selasi Gbormittah

    27 min

  5. 11/25/2025

    Ellie Long – The importance of being yourself

    INTRODUCTION • Ellie Long has been Global Head of Emerging Talent at Rolls-Royce since September 2013. • She has been part of a pioneering new behaviour-focused hiring system that has seen Rolls-Royce overhaul all its graduate programmes. • Ellie believes in a highly inclusive and transparent recruitment approach, setting candidates up for success by focusing on “potential, not polish”. • Under her leadership, Rolls Royce has shared interview questions and assessment materials with candidates to enhance transparency. • In 2021 Ellie won a Rising Star award at the Great British Businesswoman of the Year awards • Before joining Rolls-Royce, Ellie held Early Talent and HR roles at E. ON UK. • Ellie graduated from Nottingham Business School in 2015 and has since been awarded an NTU Outstanding Alumni honour. LEADERSHIP TAKEAWAYS from Ellie Long… 1. Leaders should encourage their teams to be themselves. The best companies don’t employ to fit a company mould "Too often we join organisations and think there's a corporate culture or a way you have to be… [But] you've been hired for who you are. Be unapologetically yourself.” 2. The most enjoyable roles are often defined by the environment created by the leader. "People always work for people. You [want to] enjoy who you work for. I very much try to create an environment where people want to be part of the journey." 3. Effective leadership involves communicating vision and strategy so team members can connect their work to a larger purpose, fostering commitment and enthusiasm. “We're trying to give people meaning. I try to create a team in which people want to come to work in the morning.” 4. Technical skills are teachable. Core behaviours aren’t. "We can't teach someone to be passionate about [for example] sustainable aviation fuels and having the right analytical mindset to go off and research something. It's that kind of behaviour that we want to assess." 5. Leaders must focus on developing adaptable, future-proof human skills. “By 2030, forty per cent of the skills we need in an organisation will be different." 6. Leaders need to move away from traditional career-progression models. “Skills are going to become the new career currency… as opposed to linear career structures." 7. When recruiting staff, your primary goal should be to identify potential “Leaders always look for potential, not polish. [When we’re hiring] we're trying to assess [if someone has a] growth potential mindset." 8. Leaders should give interview candidates their questions beforehand "Why wouldn't we do this? It's an interview, not another exam." 9. Leaders should be great storytellers. But they must support their vision with hard data “We have to evidence why we’re doing the things we're doing." 10. To drive significant change, leaders must build a strong network of supporters and champions to advocate for their vision. "I've worked hard to build a strong stakeholder network, within Rolls-Royce, of people who I know will support [my] activity. Get people onside!” RELATED LINKS Find out more about Ellie Long… • On the NTU website, after her Rising Star success in the Great British Business Women of the Year awards • Through global business marketing platform EliteX • In this TA Disruptors podcast If you enjoyed this episode of the NBS Business Leaders’ Podcast with Ellie Long listen to previous episodes with… The former head of the RAF Sir Andrew Pulford CBE KBE The former CEO of the Financial Ombudsman Service Caroline Wayman The co-founder of the Amazing If… company Sarah Ellis

    31 min

  6. 10/28/2025

    Louise Rodrigues – Construction leadership in the United Arab Emirates and beyond

    INTRODUCTION • Louise Rodrigues runs her own Dubai-based consultancy AQUILA, developing and delivering major building projects in the United Arab Emirates. • She graduated from Nottingham Trent in the year 2000 with a degree in building and surveying. • Louise began her career in London, developing education and healthcare buildings, with several companies including Atkins, DHP and Lendlease. • During the last two decades, she has worked across the Middle East on multi-billion-dollar developments, including new islands, luxury hotels, golf courses and resorts. • Louise also serves on the World Regional Board of the Royal Institute of Chartered Surveyors, where she is a champion of next-generation leadership. LEADERSHIP TAKEAWAYS from Episode 71 of the Business Leaders’ Podcast, with Louise Rodrigues… 1 Direct communication is key – particularly when working across international boundaries… "I've become a lot more direct with instructions... it is better to be direct than be misunderstood." 2 Team curation is critical. Leaders need to think about who they select for their teams… “You need to pick the right personalities." 3 When selecting staff, attitude often trumps technical skills… "You can train for technical skill. You can't train for attitude." 4. Empathy and humility are essential… "There is no place for ego on big [construction] projects." 5. Diverse teams produce better project outcomes… "You need lots of different viewpoints in the same room." 6. Your reputation is crucial… "Always aim to leave a place in a better position than when you found it. Reputation goes a long way." 7 Having a sense of humour helps navigate challenges… "If you can't have a laugh, situations can become quite bleak." 8 Continuous learning is important… “People need to develop their skills [continuously].” RELATED LINKS Louise Rodrigues’ LinkedIn pagesLouise is a member of the World Regional Board of the Royal Institute of Chartered SurveyorsLouise was guest speaker at the 2024 CPI Trade Media digital construction summitIf you enjoyed this episode of the Business Leaders’ Podcast with Louise Rodrigues, listen to previous shows with… • The MD of Via East Midlands and Arc Partnership Dan Maher • Managing Director at Morgan Sindall Sean Bowles • Co-founder of the Amazing If… company Sarah Ellis

    21 min

  7. 10/14/2025

    Sir Andrew Pulford KCB CBE – Leadership in the line of fire

    INTRODUCTION • Air Chief Marshal Sir Andrew Douglas Pulford, KCB, CBE, ADC, was born and brought up in Newark, Nottinghamshire, then attended Royal Air Force College, Cranwell, in Lincolnshire. • He joined the RAF as a helicopter pilot in 1977 and went on to fly Westland Wessex and Puma helicopters • He served in Northern Ireland and the Falklands War during early operational deployments. He went on to serve in Lebanon, the Balkans, Iraq and Afghanistan. • Sir Andrew held several command roles including Commanding Officer of No. 33 Squadron RAF and Station Commander at RAF Aldergrove • He progressed through senior leadership positions, including Air Officer Commanding No. 2 Group RAF and Assistant Chief of the Defence Staff (Operations) • Sir Andrew was appointed Chief of the Air Staff (CAS) in July 2013 – the first helicopter pilot to become Chief of the Air Staff in the RAF's history. He served as professional head of the RAF until his retirement in July 2016. • In 1994 – as a Group Captain – he chaired the RAF’s initial inquiry into the Mull of Kintyre Chinook crash that killed 29 people. LEADERSHIP TAKEAWAYS from Sir Andrew Pulford… • Lead with clear intent “[Ask yourself] What are we about? What are we for? What are we doing? If people don’t know why they’re there, then you’ve got something very wrong.” • Set achievable goals “If you’re offering [the people you’re leading] something that’s over-ambitious, and they can see that, then they’re not going to be with you… your credibility is gone.” • Build shared purpose “You’ve got to get people to buy into what you’re for… and they’ve got to believe in it.” • Practice self-criticism and reflection “At the end of any sortie, I sat down and debriefed – good and bad. You get into the habit of self-criticism. That didn’t stop when I stopped flying.” • Balance strategic focus with human connection “Go and listen [to people lower down the organisation], because stuff gets filtered if you’re at the very top. Sometimes you have to go and find out for yourself.” • Lead by sharing adversity “[When I was a commanding officer] I put the kit on and went on foot patrol in Helmand Province, Afghanistan, with the Royal Air Force regiment… [I gained a lot of] credibility and respect from that act.” • Always aim for excellence “What’s wrong with striving to be the best you can possibly be?” RELATED LINKS Find out more about Sir Andrew Pulford… • On the website of the Care after Combat charity, where he is a patron • In his Veterans Interview, with Paul Saxby, on YouTube • Through his speech to Defence and Security Equipment International If you enjoyed this episode of the NBS Business Leaders’ Podcast with Sir Andrew Pulford, listen to previous episodes with… • Air Marshal Sir Baz North KCB, OBE • Former Chief Exec of the Financial Ombudsman Service Caroline Wayman • Sir John Peace CVO, CStJ

    33 min

  8. 09/30/2025

    Dr Jessica Lautz – Leadership lessons from a woman in a man’s world

    INTRODUCTION • Dr. Jessica Lautz is a prominent American economist and researcher in the field of housing. • She is Deputy Chief Economist and Vice President of Research at the National Association of Realtors – and has an office in Washington DC. • The NAR represents more than 1.5 million estate agents and real estate professionals across the USA, and is America’s largest trade association • Dr Lautz’s work focusses on analysing trends in the American housing market. • She regularly features as an expert analyst on American television and other major news and industry platforms. • In 2024 she testified before the US Congress on housing policy – and why young people are increasingly struggling to buy their first home. • In 2021 Dr Lautz was named as one of Housing Wire’s Women of Influence. In 2022 she was one of RIS Media’s Newsmakers • She earned her Doctorate in Real Estate at Nottingham Trent University. She also holds an MA in Public Policy from American University, Washington DC and undergraduate degrees in Political Science and Law and Justice from Central Washington University. LEADERSHIP TAKEAWAYS from episode 69 of the NBS Business Leaders’ podcast, with Dr Jessica Lautz Always lead with integrity “Telling people the truth when you're in front of a room is so incredibly important. Sugarcoating things and telling them, ‘Oh, it's all great’ – that's not going to help anyone.” Trust in your team’s expertise “Trust that you’ve hired the best person for a job… because you’re not actually an expert in what they do.” Learn from all the bad (male) bosses you’ve had “Tell yourself, I’m not going to do that!” Adapt your leadership to a changing workforce “Maybe it's COVID... but I do think this is a real shift in what staff want. Younger people take a more holistic view. They want to know the value of what they are doing – and the mission behind it.” Tailor your communication to your audience “Policymakers... realtors... media… they are all completely different. You have to know who you are talking to.” Face up to misogyny with poise and confidence “Two months ago I sat on a panel that was all men. [At one point] they actually told me to be quiet! Later I answered all the audience questions. I do think there is a karma. You can just let it roll…” Build an open-door, supportive culture among your staff “Meet with them on a regular basis… actually understand what they are working on.” Advice for leaders of the future… “Be nerdy! Being the most educated person on any single topic is not going to hurt you. Other people will want to know about it. Embrace your inner nerd!” RELATED LINKS • Dr Jessica Lautz is Deputy Chief Economist of America’s National Association of Realtors • She regularly posts on her LinkedIn pages • Dr Lautz’s PhD thesis was titled Is the dream still alive? Tracking home ownership amid changing economic and demographic conditions… If you enjoyed this episode NBS Business Leaders’ Podcast with Dr Jessica Lautz, listen to previous episodes with… • The former CEO of ASOS Nick Beighton • The CEO of Capital One UK Lucy Hagues MBE • The former CEO of the Financial Ombudsman Service Caroline Wayman

    25 min
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How do great leaders inspire others, bring ideas to life and deal with setbacks? Join your host Honorary Visiting Professor Mike Sassi in conversation with business leaders to explore the stories, leadership lessons and actionable advice to help you excel in your career.

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