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. 5d ago

    Professor Dave Petley – Leading with ambition, kindness… and a little self-doubt

    Nottingham Business School’s Business Leaders’ Podcast Episode 87 Professor Dave Petley – Leading with ambition, kindness… and a little self-doubt What can studying landslides and earthquakes teach you about running a university? Quite a lot, according to Professor Dave Petley. The Vice-Chancellor of Nottingham Trent University is an international expert on natural disasters, whose research has taken him around the world investigating their devastating impact on communities. That experience has shaped his approach to leadership – helping him make difficult decisions under pressure and bring people together. Almost a year after arriving at NTU, he tells Episode 87 of the Nottingham Business School's Business Leaders’ Podcast about his ambitions to strengthen research, deepen local connections and raise the university's profile. But the man leading a university community of more than 40,000 students and staff also admits to something unexpected – he still suffers from imposter syndrome. “I so admire people who can walk into a room full of people they don't know and be completely relaxed,” he says. “That's something I always have to work at.” Professor Petley talks to NBS Honorary Visiting Professor Mike Sassi about leadership under pressure – and why even successful leaders sometimes doubt themselves. PODCAST HIGHLIGHTS from Professor Dave Petley 03.32 Why NTU's culture has impressed its new Vice-Chancellor. 05.38 “Imposter syndrome has been… a part of my life.” 06.48 Forty years in universities – from aeronautical engineering to landslides. 11.33 NTU’s new five-year strategy built on “evolution, not revolution”. 17.56 Why NTU's Mansfield campus represents higher education at its best. “It’s wonderful!” 22.30 Academic freedom – defending the right of academics to criticise their own university. “It’s embedded in law…” 27.14 The Landslide Blog: Why the Vice-Chancellor starts every day by making himself “think like an academic”. “I write very early in the morning... it frames everything else I do.” 31.00 What international disasters and humanitarian crises can teach us about organisational leadership. 37.31 Leadership philosophy – “Always have a core value about being kind.” 39.51 The most important leadership advice Professor Petley has ever received: “Surround yourself… with brilliant people. Then give them permission to be brilliant.” 42.08 Strengthening research, widening opportunity and building regional partnerships – Professor Petley’s ambitions for NTU. 45.12 “NTU, for reasons I really admire, has been modest and has hidden its light under a bushel… this is such a fantastic institution that we’ve got to be a bit bolder and brassier.” INTRODUCTION to Professor Dave Petley • Professor Dave Petley became Vice-Chancellor and President of Nottingham Trent University in October 2025, succeeding Professor Edward Peck. • He began studying aeronautical engineering at the University of Manchester in the 1980s, before switching to geography at King's College London. He subsequently completed a PhD in Earth Science at University College London. • Professor Petley’s academic career began at the University of Sunderland. He later spent five years as a senior lecturer in Engineering Geology at the University of Portsmouth. • He moved to Durham University in 2000, where he established the Institute for Hazard, Risk and Resilience and became the inaugural Wilson Professor of Hazard and Risk. • In 2012, he became Dean of Research at Durham, where he also held the position of Dean of Global Engagement. • Professor Petley joined the University of East Anglia as Pro-Vice-Chancellor for Research and Enterprise. • Two years later he moved to the University of Sheffield as Vice-President for Research and Innovation, becoming Vice-President for Innovation in 2020. • He became Vice-Chancellor of the University of Hull in September 2022, where he led developments in research, student experience and civic engagement. • Last year (2025) he was appointed to lead NTU, arriving in October to begin developing a new five-year university strategy. • During his career, Professor Petley’s scientific research has taken him around the world – including to the Himalayas, the Andes and New Zealand – studying landslides and working with communities affected by natural disasters. • He has written the influential Landslide Blog for nearly 19 years, publishing more than 2,000 posts that have attracted millions of views. He still writes two or three posts a week (usually between 6.30am and 7.30am!) • Away from work, he is a passionate and longstanding Coventry City supporter. He and his son go to every game – home and away! LEADERSHIP TAKEAWAYS from Professor Dave Petley 1. Don't allow immediate problems to obscure long-term ambitions. “It's incredibly easy, in the here and now, to lose sight of what it is ultimately you're trying to achieve.” 2. Stick to the principles that matter, even when they're uncomfortable. “Protecting freedom of speech and protecting academic freedom is fundamental to the way universities work.” 3. Great leaders give talented people the freedom to excel. “Surround yourself… with brilliant people. And then give them permission to be brilliant.” 4. You can make difficult decisions without abandoning kindness. “Sometimes you have to do really difficult things. And those things require real bravery… but you can do that in a kind way.” 5. Leadership isn’t about being the loudest person in the room. “For me, it [self-confidence] is a conscious effort.” 6. Give credit to the people who deserve it. “You don't need, as a leader, to seek the glory of the brilliance that people are doing around you.” 7. The greatest impact comes from enabling others. “I can have a much bigger impact, on a much bigger group of people, by enabling them to do amazing things rather than doing things myself.” 8. Don't be afraid to celebrate your organisation's achievements. “We've got to be just a little bit bolder and brassier.” RELATED LINKS • Read about Professor Dave Petley’s biographt on the NTU website • Read Professor Petley’s influential Landslide Blog If you enjoyed this episode of Nottingham Business School's Business Leaders’ Podcast with Professor Dave Petley, why not listen to previous episodes featuring… • Former Vice-Chancellor of Nottingham Trent University Professor Edward Peck CBE (recorded in Sept 2023) • The founder of digital transformation business Jigsaw24 Roger Whittle • The Managing Director of Boots UK Anthony Hemmerdinger • The CEO of £1bn international tech business (and Nottingham Forest shirt sleeve sponsor) Ideagen, Ben Dorks

  2. Oct 13

    Susan Hallam MBE – Building a business from scratch

    Susan Hallam MBE – Building a business from scratch Susan Hallam grew up in Philadelphia, USA, but moved to Nottingham in 1985, to build her career and family life. She worked in senior digital roles at BT and Capital One, developing her expertise in the emerging world of digital marketing. As a Senior Lecturer in Computing at Nottingham Trent University, she developed a specialist interest in the internet. She also gained experience combining education with commercial consultancy. In 2000, with two young children and a mortgage, she left a secure job at Capital One to found Hallam Communications. Over the next two decades she built Hallam into an established digital marketing agency, with clients around the world. Susan also became deeply involved in Nottingham's business and creative communities, including the Creative Quarter and the East Midlands International Trade Association. In 2018, she was awarded an MBE for services to entrepreneurship and innovation, recognising her contribution to business and digital marketing. In 2020, Susan handed day-to-day control of Hallam to its management team through a management buyout. In 2025, the company became employee-owned. Susan remains closely connected with Nottingham Business School, and Nottingham Treny University She divides her time between Nottingham and Sarasota, Florida, while continuing to work as a consultant, mentor and public speaker. PODCAST HIGHLIGHTS from Susan Hallam 00.40 From America to Nottingham – starting from scratch 04.35 “I hated networking… I would hide in the Ladies!” 06.50 Two children, a mortgage, and leap into the unknown 10.30 “It was just me for ten years. Then I started taking on employees.” 12.30 How Nottingham became an essential part of the business 16.20 Resilience, mentors and knowing when to ask for help 17.30 “We got into deep financial trouble…” 17.50 “High growth is not the Holy Grail. Sustainable growth is [what’s needed]” 21.20 Handing control over to the management team 23.20 Turning down a potential takeover 26.10 Being hired out by Nottingham Trent University 28.30 “I never had anyone belittle me – I don’t think they’d dare!” LEADERSHIP TAKEAWAYS from Susan Hallam 1 Know what you stand for – and make it your North Star. “Every entrepreneur needs to have what I would call their North Star. You ask yourself, what's guiding your business?” 2 Authenticity means living your values, not just talking about them. “I think it's easy to talk the talk. It's [only] easy to walk the walk if you genuinely believe it.” 3 When the pressure rises, stay calm “When things got bumpy, it was important for me to stay calm and put together a plan.” 4 Don't confuse high growth with success. “There are a lot of entrepreneurs who are being sold the high growth Kool Aid. I don't believe high growth is most important. Sustainable growth is the Holy Grail.” 5 Ask for help, particularly when you don't have the skills. “Serena came in and gave me advice [using] skills that I didn't have myself.” 6 Recognise the skills that build a business may not be the skills that sustain a business. “The skills you need for an entrepreneurial push are not suitable for maintaining a high performing company.” 7 Good leaders know when to let go and trust other people. “I had built this really great team... but... it was time to put it in their hands.” 8 Build relationships “Being curious about other people just breaks the ice. It gives you a chance to build relationships with people.” 9 Pay it forward. Leadership is also about helping others. “Somebody helped me. I thought, I can't give them anything now, so what I'm going to do is be helpful to somebody else who asks me.” RELATED LINKS · Find out more about Susan Hallam MBE on her website · Read about Susan Hallam MBE on her LinkedIn profile If you enjoyed this episode of the Nottingham Business School’s Business Leaders’ Podcast with digital entrepreneur and marketeer Susan Hallam MBE, why not listen to previous episodes with… · The founder of the Jigsaw24 tech company, Roger Whittle · The MD of Boots UK Anthony Hemmerdinger, or · The CEO of global software company Ideagen, Ben Dorks

  3. Sep 22

    Roger Whittle - Optimism and the art of never giving up

    SUMMARY Tech entrepreneur Roger Whittle is an eternal optimist. And in Episode 85 of the Business Leaders’ Podcast, he explains how optimism is the superpower at the heart of all his achievements. Growing up in Nottingham, Roger was desperate to be in the school cricket team. Two things were stopping him: hay fever – and a complete lack of cricketing talent. But he came up with an innovative solution that meant he took part in every match for ten years… as the team’s official scorer! "It's all about determination and persistence – they’re cousins of optimism," he tells Honorary Visiting Professor Mike Sassi. “I just had to find another path." Roger went on to found Jigsaw24 and build it into one of Britain’s leading digital transformation businesses. His is a story of ambition, resilience and, above all, optimism. Because, as Roger makes clear, when one path is blocked, you don’t give up. You simply find another. INTRODUCTION • Roger Whittle developed an early fascination with Apple technology, an interest that would shape his career as an entrepreneur and business leader. • In 1992, aged 27, he founded Jigsaw Systems in Nottingham, initially specialising in Apple technology and serving the creative and education sectors. • Over the following three decades, Roger built Jigsaw24 into one of the UK's leading technology solutions businesses, expanding from its Apple roots into digital transformation, managed services and wider IT solutions. • In 2013, NorthEdge Capital acquired a majority stake in Jigsaw24, backing Roger and the management team as the company entered a major new phase of growth. • By 2017, Jigsaw24's revenues had more than doubled, to around £125m – and in 2018, Roger and finance director John Hughes led a secondary management buyout. • Alongside his career, Roger became increasingly involved in charitable work following the death of his 10-year-old daughter Rose from cancer. • Rose had been treated at Nottingham Children's Hospital. In 2016 Roger became a trustee of Nottingham Hospitals Charity, helping support children's healthcare in the city. • Roger has continued to champion optimism, curiosity, innovation, resilience and the importance of “doing the right thing” in business. • In 2024, after more than 30 years at the helm, Roger stepped back from his executive leadership role at Jigsaw24, remaining involved with the company as founder and director. LEADERSHIP TAKEAWAYS from Roger Whittle On being driven by optimism to “work like bonkers” “Is life a series of tasks? Or is every day a miracle? I choose to believe the latter.” “Optimism is recognising that there will be change - and embracing it.” On recognising that opportunities are greater now than ever before… "Today life is moving incredibly quickly - but that is a great opportunity. I would not want to be alive at any time other than 2026!" On exploiting opportunities… "Henry VIII's advisor Thomas Cromwell used to send and receive 350 'emails' a day... they were messages on parchment sent by carrier pigeons." "You need to have a pig-headed passion about what you do... I've bought Jigsaw 24 three times - and sold it twice." On being resilient… "Giving up is a crime! You have to be stubborn as a mule... and to learn from your mistakes." "I was desperate to be involved with the school cricket team. Two things were stopping me; a complete lack of cricketing talent and shocking hay fever. But I wasn't going to let them stand in the way. I just had to find another path." On the death of his ten-year-old daughter… "It made me realise what was important - the sense of pride in doing a good job... and being fair to people.” "I don’t say that my daughter was taken from us at the age 10. I say; we had 10 fantastic years together!” On the importance of being visibly positive… "You can't lose if you are positive!" And his advice to future leaders and entrepreneurs? “There’s no substitute for working hard – or being kind.” RELATED LINKS Find out more about Roger Whittle through his LinkedIn pages. Read about Roger Whittle in this Business Live interview. Listen to Roger Whittle’s take on how to build a successful tech business, here. If you enjoyed this episode of the NBS Business Leaders’ Podcast with The Founder of Jigsaw 24 Roger Whittle, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

  4. Jul 7

    Jon French – Leaders need to be comfortable being uncomfortable

    Nottingham Business School’s Business Leaders’ Podcast Episode 84 Jon French – Leaders need to be comfortable being uncomfortable SUMMARY Jon French is a Managing Director of Android Global Business at Google UK – one of the world’s most influential technology ecosystems, with billions of users worldwide across smartphones and connected devices. He has more than 25 years of experience in telecoms, consumer electronics and software, and has held senior leadership roles at global brands Nokia, Samsung, HTC, Microsoft and Beats Electronics. During his career he has worked at the centre of some of technology’s biggest moments, including helping launch the world’s first Android smartphones. In Episode 84 of the Nottingham Business School’s Business Leaders Podcast, Jon tells Honorary Visiting Professor Mike Sassi why, despite a career spent at the cutting edge of technology, he believes human skills still matter more than ever. He discusses leadership through uncertainty, adapting to continuous change and why emotional intelligence, relationship-building and the ability to connect with people increasingly separate successful leaders from the rest. Jon says: “In my career, it’s softer skills that have led to any success I’ve had.” INTRODUCTION • Jon French is a Managing Director of Android Global Business at Google UK • In 1997 he began building a career in mobile tech when he joined Nokia, entering the industry during the early expansion of mobile comms. • He joined Samsung in 2003. During his five years there, Samsung grew from three per cent market share to 33 per cent, overtaking Nokia as the UK's leading phone brand. • In 2008 Jon received Samsung's prestigious Chairman's Platinum Award, recognising outstanding sales and marketing performance across the wider Samsung Group. • He moved to HTC in 2008 and played a leading role in launching the world's first Android smartphones, working closely with Google. • Jon went on to hold senior leadership positions across major global technology businesses including Microsoft and Beats Electronics. • Today, as an MD of Android Global Business at Google UK Jon helps lead international business strategy, partnerships and commercial performance across one of the world's most influential technology platforms. LEADERSHIP TAKEAWAYS from Jon French 1. Effective leaders become comfortable operating in uncertainty. "I always put myself in uncomfortable positions. Leaders need to not know what's going to happen… then not let that be a source of worry, but rather a source of excitement and energy." 2. Growth often comes from taking risks and backing yourself. "I've never been afraid to back myself. I've never been afraid to take that challenge… It’s the bungee jump equivalent. If you're able to throw yourself into it, then actually you're probably going to enjoy the ride." 3. Great leaders balance long-term vision with delivering the next step. "Don't look too far in the future. Yes, have a plan. But don't forget you're on a path to get there. If you look too far in the future, you forget the next step on the path." 4. Success should not lead to complacency. "When you've had your moment and done very well, get back to work as soon as possible. Because if you let yourself become too distracted by praise or success, then you'll take your foot off the gas." 5. Leadership depends on emotional intelligence and human connection. "Leadership is about connecting with people and conveying a message in a way that resonates. Softer skills are the number one thing that's led to any success that I've had." 6. Leaders need to be honest about their weaknesses. "When you're open with yourself and can say, 'I'm not great at that’ … that's the most powerful transformation." 7. Maintaining the status quo is often a greater risk than changing. "If you stand still, then you move backwards." RELATED LINKS Find out more about Jon French on his LinkedIn pagesJon French delivered a Business Leaders Lecture at Nottingham Business SchoolRead more about Jon French in this news item from Mobile NewsIf you enjoyed this episode of the NBS Business Leaders’ Podcast with MD of Global Android at Google UK Jon French, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

  5. Jun 23

    Matthew Swann – Why playing it safe is the biggest risk of all

    Nottingham Business School’s Business Leaders’ Podcast Episode 83 Matthew Swann – Why playing it safe is the biggest risk of all Matthew Swann is director of the BBC Concert Orchestra which performs for millions of listeners and viewers around the world, across radio, television and digital platforms. His career as an arts executive, producer and curator has taken him through some of the UK’s most influential cultural organisations, including the Roundhouse and the City of London Sinfonia. At the BBC, he has helped broaden the orchestra’s reach through innovative programming, blending classical repertoire with jazz, film scores and collaborations with artists including Ed Sheeran, Dua Lipa and Gary Barlow. In Episode 83 of the Nottingham Business School’s Business Leaders’ Podcast, Matthew tells Honorary Visiting Professor Mike Sassi how leadership in a modern cultural institution extends far beyond the narrow confines of a single discipline like music. He discusses balancing artistic ambition with commercial realities, the importance of collaboration and why leaders should not be afraid to take carefully calculated risks. “Not every risk will pay off,” says Matthew. “But the danger of not taking the risk is retrenchment and business as usual.” INTRODUCTION • Matthew Swann studied classical trumpet at university but developed a parallel interest in wider music culture beyond traditional classical repertoire. • He began his professional career in the arts sector, working in corporate fundraising at the Barbican • In 2008 Matthew moved to the Roundhouse in Camden as a producer. During this time, he created projects including the Reverb and Voices Now festivals. • He founded Voices Now, a festival focused on choral music, participation and new approaches to audience engagement. • In 2012 he became Chief Executive of City of London Sinfonia (CLS), beginning a nine-year period leading one of the UK's most innovative chamber orchestras. • At CLS he pioneered new performance formats and collaborations across classical, jazz, folk and electronic music, with a particular focus on reaching younger and more diverse audiences. • In March 2024 Matthew was appointed Director of the BBC Concert Orchestra, leading one of the BBC's five professional orchestras and overseeing its artistic, strategic and commercial direction. LEADERSHIP TAKEAWAYS from Matthew Swann 1. Leadership is about understanding where your presence matters most. "[I ask myself] Do I need to be with the orchestra that week? Do I need to be present? I think that's a big part of leadership that people often forget." 2. Organisations can build identity through adaptability rather than narrow specialisation. "Versatility is part of our identity… that's one of the reasons why I enjoy the orchestra so much." 3. Collaboration should be a necessity for success, not an exercise in image-building. "Nothing would happen without collaboration… we require collaboration within the BBC to make sure everybody knows what's going on." 4. Leadership works best as a two-way process rather than top-down direction. "A really good conductor takes as much from the orchestra he or she is directing as they [the musicians] do from him. Leadership really should be a two-way process." 5. Strong leaders acknowledge and use the expertise of others. "The orchestra is pleased when a conductor turns round and says, ‘I'm relying on your expertise because it's expertise I don't have.’" 6. Maintaining the status quo can be more dangerous than change. "Not every risk will pay off, but the danger of not taking the risk is retrenchment and business as usual. And that's where you fall down and fall over." 7. Leadership means taking responsibility for persuading people effectively. "[When something fails it’s good to say] …the fault I've got here is that I have not persuaded you properly. So how do I do that?" 8. Leadership influence grows through relationships. “[Would-be leaders must] Talk to everyone all the time… network, network, network… it's about, very thoroughly, going and having sensible conversations." RELATED LINKS Find out more about Matthew Swann on his LinkedIn pages Read about Matthew Swann’s appointment by the BBC, on the BBC website Matthew Swann has led a pioneering relationship between the BBC Concert Orchestra and Nottingham’s universities If you enjoyed this episode of the NBS Business Leaders’ Podcast with The Director of the BBC Concert Orchestra Matthew Swann, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

  6. Jun 2

    Holly Cooke – Building a business that people can connect with

    Nottingham Business School’s Business Leaders’ Podcast Episode 82 Holly Cooke – Building a business that people can connect with SUMMARY Holly Cooke is the founder and chief executive of The Lonely Girls Club – the fast-growing social enterprise that has transformed a simple friendship group into a nationwide business with more than 160,000 members across eight British cities. The 29-year-old launched Lonely Girls after struggling with loneliness when she moved to London. Now her organisation hosts scores of paid-for events every month, ranging from brunches and walks to theatre trips and football nights. In episode 82 of the Nottingham Business School’s Business Leaders Podcast, Holly tells Honorary Visiting Professor Mike Sassi how she started the club as a sideline, while holding down a full-time corporate marketing role. Now she has turned her personal project into a fully-fledged business – and a community of like-minded women. Holly says: “It’s about being able to help people… and pay the bills at the same time.” INTRODUCTION • Entrepreneur Holly Cooke is founder and CEO of The Lonely Girls Club. • She was born and raised in Stoke-on-Trent, then studied Fashion Communication at Nottingham Trent University. • She moved to London in 2018 aged 22 – to take up a graduate marketing role – but struggled with loneliness, finding it difficult to make friends in a big city. • In November 2018 she launched the London Lonely Girls Club as a small Facebook group, with a handful of women attending the first meet-up. • The club evolved into “a community based on friendship, support, and connection among women,” with its own membership website and newsletter. • The Lonely Girls Club now has more 150,000 members across eight cities, including London, Birmingham, Manchester, Nottingham and Stoke. • Every month, the organisation hosts dozens of paid-for, social events such as brunches, walks, and creative activities that are designed to generate “meaningful relationships”. • The LGC also aims to address wider social issues around loneliness, particularly among young adults navigating life after education. • In 2025 Holly received national recognition, with a UK Points of Light Award from The Prime Minister’s Office, for her contribution to tackling loneliness and building community. TAKEAWAYS 1. The strongest businesses often begin with a personal experience that people can connect with. Holly says: “The Lonely Girls Club was very much all about my own lived experience.” Leadership takeaway: Authenticity creates trust. 2. Purpose-driven organisations need to be commercially sustainable if they want to survive long term. Holly says: “It’s about being able to pay the bills… and help people at the same time.” Leadership takeaway: Impact and profitability don’t have to compete (with each other). 3. Leaders should test ideas carefully before scaling them across an organisation. Holly says: “I will try it in one city first before going, ‘let’s do that in all eight!’” Leadership takeaway: Sustainable growth comes from learning, refining and stress-testing systems. 4. One of the hardest parts of leadership is learning to trust other people. Holly says: “I have had to learn to let go.” Leadership takeaway: Delegation is essential if an organisation is going to grow. 5. Communities grow when people are represented. Holly says: “People need to see themselves reflected in what we do.” Leadership takeaway: Real connection is often more powerful than polished branding. 6. Listening to feedback is critical to growth and innovation. Holly says: “[For a business] Feedback is everything.” Leadership takeaway: Successful leaders build cultures that constantly learn and adapt. 7. Founders shouldn’t wait for perfection before starting something meaningful. Holly says: “It doesn’t need to look like a big, shiny, incredible thing… to be important.” Leadership takeaway: Small beginnings can create lasting impact. RELATED LINKS Find out more about The Lonely Girls Club here Read about Holly Cooke on her LinkedIn pages Read about the success of Holly’s London Lonely Girls Club here Holly also featured in the pages of the Washington Post If you enjoyed this episode of the NBS Business Leaders’ Podcast with the founder of the Lonely Girls Club Holly Cooke, why not listen to previous episodes with… • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software business Ideagen, Ben Dorks • The Global Head of Emerging Talent at Rolls Royce Ellie Long • The former CEO of the Financial Ombudsman Service Caroline Wayman

  7. May 19

    Kate Butler – Leaders must be curious

    Nottingham Business School’s Business Leaders’ Podcast Episode 81 Kate Butler – Leaders must be curious SUMMARY Kate Butler is the deputy managing director of Via East Midlands. She is also an expert on the complex challenge of maintaining Britain’s crumbling roads. As a senior executive at Via, she oversees an £87 million turnover and a workforce of 700 staff dedicated – among many other things – to filling Nottinghamshire’s potholes. In episode 81 of the Nottingham Business School’s Business Leaders’ Podcast, she offers a candid look at the "sharp end" of public service, managing a daunting £400m maintenance backlog amidst tightening financial constraints. Reflecting on a career that has spanned more than a dozen different roles at Nottinghamshire County Council, Kate explains how she transitioned from an international banking graduate training scheme, to become a cornerstone of local infrastructure planning. She tells Honorary Visiting Professor Mike Sassi that effective leadership in the public sector is defined by transparency and the ability to assess competing regional needs. Perhaps her most striking message is that leaders don’t need to be technical experts to succeed in engineering – what they need most is curiosity. "Luckily, I’m incredibly nosy," she says. INTRODUCTION to Kate Butler • Kate Butler is deputy managing director at Via East Midlands, a company with 700 staff and an £87 million turnover. • Via is a Teckal company – an arm's length organisation where local authority Nottinghamshire County Council is sole shareholder and at least 80 per cent of its work is for the public sector. • Kate manages critical infrastructure and roads in Nottinghamshire. • She previously worked for Nottinghamshire County Council. Her project management expertise meant she played a big role in the creation of Via East Midlands between 2014 and 2015. • Kate earned a degree in geography before starting her career on a graduate management training scheme at a London-based. She moved to Nottinghamshire in the early 2000s. • She attributes her success to her being able to maintain enthusiasm, utilise mentors… and be "incredibly nosy”! LEADERSHIP TAKEAWAYS from Kate Butler 1 A leader need not be a technical expert to manage large, specialised teams: "My background in project and programme management is one of the reasons I was developed into this role." 2 Curiosity is vital for understanding how places work: "I'm incredibly nosy anyway, which I think helps." 3 Maintaining enthusiasm is essential for driving and motivating other people: "My enthusiasm is still here, undimmed, after twenty years." 4 Aspiring leaders should proactively take every opportunity presented to them: "No opportunities should ever be wasted because, at some point, ten years later, you might think – I'm sure I understood something from that!” 5 Mentorship plays a critical role in professional growth: "I've had some mentors in my career… and some managers that weren't so fantastic. You learn as much from them as you do from the good mentors!” 6 Leaders should develop "soft skills" and an interest in the wider political and social landscape. "I'm interested in politics. I'm interested in the way it works… so that helps." 7 Transparency is the best way to handle high public expectations "We’re developing a new customer service strategy which has got communications written right through it..." 8 Leaders must balance the need for immediate reactions with the ability to take a longer view: "I think it's about having a medium to long-term vision..." 9 Celebrating success is most effective when it is shared across an entire team. "It's just a wonderful way to work." 10 A wider purpose can be as sustainable a motivator as financial gain: "I had a good job with a bank… I just felt I needed to do something that would involve more giving back to society." RELATED LINKS Find out more about Kate Butler… • Through her LinkedIn profile If you enjoyed this episode of the NBS Business Leaders’ Podcast with Kate Butler, listen to previous episodes with… • The MD of Boots UK Anthony Hemmerdinger • The Global Head of Emerging Talent at engineering giant Rolls-Royce Ellie Long • The former Chief Exec of the Financial Ombudsman Service Caroline Wayman • The BBC’s Deputy Chief People Officer Sarah Gregory

  8. May 5

    Peter Cheese – Make ‘good work’ your North Star

    Nottingham Business School’s Business Leaders’ Podcast Episode 80 SUMMARY Peter Cheese – Make ‘good work’ your North Star Peter Cheese is long-serving CEO of the Chartered Institute of Personnel and Development – and one of the UK’s most influential voices on the future of work. His book The New World of Work is often cited as a must-read for anyone in leadership. In Episode 80 of the Nottingham Business School’s Business Leaders’ Podcast, he offers a stark warning to business leaders: adapt to uncertainty, or risk being left behind. Author of the book The New World of Work, Peter reflects on 14 years at the helm of the CIPD, where he helped shape thinking on skills and workplace culture for more than 160,000 members worldwide. He tells Honorary Visiting Professor Mike Sassi that leadership in 2026 is defined less by certainty and control, and more by humility, adaptability and ethical responsibility. His most striking message is about ‘good work’; that is, work with purpose, fairness and meaning. “Leaders must make ‘good work’ their North Star…” he says, “…guiding decisions not just for profit, but for people and society.” INTRODUCTION • Peter Cheese studied engineering at university but then spent more than 30 years at international professional services company Accenture, joining in the early 1980s and rising to become a Global Managing Director. • During the 1990s and 2000s he helped organisations design international workforce and outsourcing strategies. • In 2012 Peter became Chief Executive of the Chartered Institute of Personnel and Development (CIPD). • In the next 14 years he transformed the CIPD into a globally recognised authority, supporting more than 160,000 members worldwide and increasing its influence in government policy, workplace standards and skills development. • He published his seminal book The New World of Work in 2021, anticipating AI disruption, labour market shifts and changing leadership demands. • He became a leading advocate for “good work,” ethical AI, and multi-stakeholder business, advising governments and contributing to national debates on employment reform. • Earlier this year he announced he would step down as CIPD CEO, marking the end of a significant era in UK workplace leadership. LEADERSHIP TAKEAWAYS from Peter Cheese 1. Collaboration is essential in solving complex problems “The more that we can connect and reach out and learn from each other… the better.” 2. Leadership now operates in permanent uncertainty “I think we are now in times of greater uncertainty than any of us can remember.” 3. People are now a core strategic priority “Business leaders are embracing, much more, an understanding of organisation, people and culture.” 4. Humility is a critical leadership trait “We can’t have all of the answers… but we must have the ability to listen and to learn.” 5. AI must be implemented responsibly, not just efficiently “Technology should be used [by leaders] in responsible ways to make sure that the jobs… are good for people.” 6. Leaders must actively shape the future – not react to it “The best way for leaders to predict the future is to help to shape it.” 7. Multi-stakeholder thinking is now essential for leaders “Other important stakeholders include our customers… our suppliers… our employees… the communities… and the environment.” 8. Adaptability and agility are more important, for leaders, than rigid planning “[The crucial skill is} our ability to be agile and to navigate a fast-changing world.” 9. Leaders must be comfortable managing paradox “Leaders need to deal with paradox and uncertainty because that is the reality.” 10. Inclusion and diversity drive better decision-making “If we only ever surround ourselves with people like us… that is not driving innovation, it drives groupthink.” 11. Curiosity and critical thinking are leaders’ most important future skills “Can you think critically… not just take things at face value?” RELATED LINKS • Peter Cheese discusses his 14 years at the CIPD, on HR Grapevine • Peter Cheese talks about the concept of ‘good work’, on the CIPD website • Peter Cheese talks about HR’s role in a responsible business, to Personnel Today If you enjoyed this episode NBS Business Leaders’ Podcast with Peter Cheese, listen to previous episodes with… • the former VP of Manufacturing at Toyota Europe Marvin Cooke OBE • the MD of Boots UK Anthony Hemmerdinger • co-founder of the Amazing If company and Squiggly Careers theory, Sarah Ellis

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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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