Care CEO Success Stories Podcast

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The CEOs of the UK's leading care providers share their single best achievement

  1. 2d ago

    How I grew my care group from 1 to 48 homes

    Growing a care home business from one home to 48 has brought plenty of successes for Sukhi Gidhar, but some of his most valuable lessons have come from the times when things did not go according to plan. Sukhi is co-founder and CEO of Gold Care Homes and a board member of the National Care Association. A qualified pharmacist, he moved into the care sector with his late brother Ravi, eventually opening the first home in the current Gold Care Homes group in Hemel Hempstead in 1999. Since then, the business has experienced periods of rapid expansion, financial challenges, major changes to its leadership structure and a renewed period of growth which has seen Gold Care Homes increase from 22 to 48 homes over the past five years. In the latest episode of the Care CEO Success Stories podcast, host Adam James of SpringupPR talks with Sukhi about the lessons he has learned along the way and why maintaining oversight of what is happening inside individual homes remains vital, regardless of how large a care group becomes. In this episode, Sukhi shares insights including: Why understanding the fundamentals of care was important from the beginning. After initially making the mistake of accepting residents simply to fill beds quickly, Sukhiundertook a Level 5 qualification in social care to better understand the sector and the importance of effective assessments. Why keeping support teams connected is important. "Being all together, being able to just pop into someone's office…you get to learn so much. You get a feel, a pulse of what's going on." Sukhi believes new support office team members should spend time in homes as part of their induction, so they appreciate the pressures managers and frontline teams face. How growing from 12 to 24 homes exposed weaknesses in Gold Care Homes' leadership structure and systems. As the business expanded, Sukhi and Ravi introduced additional layers of senior and middle management, but Sukhi admits they subsequently became too removed from some of the decisions being made. During this period, quality and occupancy declined while agency use increased. Sukhirecalls feeling as though "we're driving our car at 100 miles an hour, heading towards the edge of the cliff, and we're not even in the driving seat." Why a strong senior leadership structure alone is not enough. "On paper, having a full team looks good. But in reality, it's systems and processes that need to be robust, and the people behind that all knowing what the end goal is and what good looks like." Why the home manager remains one of the most important people within any care organisation, supported by a strong team across clinical care, administration, catering, maintenance, housekeeping and activities. The experience changed Sukhi's approach to senior recruitment. Gold Care Homes now has an experienced leadership team, many of whom have been with the business for more than a decade. Developing people from within can sometimes prove more successful than recruiting an experienced senior leader. One of Gold Care Homes' most successful appointments joined from the hospitality sector and, around a decade later, is now the company's Chief Operating Officer. Despite the size of the organisation, Sukhi believes owners and CEOs cannot afford to become disconnected from individual homes. Effective governance means having the controls, audits and checks in place to identify problems early.  Above all, Sukhi believes care must remain at the heart of leadership. "The CEO or the owner of the company in this sector must be extremely passionate about care. All the other things – the finances, the estates, the acquisitions – pale into insignificance if the top person actually doesn't know or want to know or care about what is happening in their home."

    How I grew my care group from 1 to 48 homes

  2. Oct 28

    What taking over a care home during Covid taught Alex Morris about leadership

    Taking over a care home is challenging at the best of times. Taking the reins as a global pandemic unfolds is something altogether different. Alex Morris, owner of Alexander Care Home in Morley, Leeds, grew up around the care sector. His parents were experienced care home operators, owning a number of homes across the North of England over the years, and Alex spent time working within the family business before pursuing a career as a corporate lawyer. However, when the Covid pandemic hit in 2020 and Alex was furloughed from his legal role, he offered to step in and help his parents, who were isolating. What initially began as providing an extra pair of hands quickly saw him become immersed in the day-to-day running of the home during one of the most difficult periods the care sector has faced. In the latest episode of the Care CEO Success Stories podcast, host Adam James of SpringupPR talks with Alex about what he learned from leading a care home through the pandemic and how the experience fundamentally changed his view of care workers and shaped his approach to leadership. In this episode, Alex shares insights including: How, at the height of the pandemic, the home experienced around one resident death a day for approximately 15 days, while at times around a third of the workforce was isolating. With food deliveries disrupted, medication difficult to obtain and external support severely limited, Alex found himself doing whatever was needed – from helping in the kitchen and cleaning to shopping for food and driving around pharmacies trying to source end-of-life medication for residents. One of his most important roles during the crisis was simply remaining positive, calm and available to his team. "I know this sounds ridiculous in a way, but a role I took upon myself was just to keep being positive, keep looking as calm as we could." Alex describes himself during this period as "a bit of a cheerleader", as well as someone staff could depend on, providing "a shoulder to cry on or a punch bag if required" while ensuring they had the practical support and resources they needed to continue caring for residents. Looking back, Alex believes one thing he might have done differently was to advocate more assertively for the home when vital services and resources were unavailable. He recalls questioning: "Where's our PPE? Where's our resources? Do you know we're not getting any food right now? Why have all the district nurse visits disappeared? Why won't a GP come here?" The experience transformed Alex's understanding of the dedication and skill of care workers. A core group of staff continued coming into work throughout the pandemic, despite the considerable risks they faced. Many of those employees remain with Alexander Care Home today and have since progressed into more senior leadership roles within the home. Although Alex had grown up around the sector, witnessing the team during Covid gave him a new appreciation of the expertise required to work in care. That experience has influenced Alex's leadership philosophy ever since, particularly how he develops and works alongside his team. His aim is to "partner with them…to create a great home and a great community for residents." Looking to the future of social care, Alex believes the debate should focus less on different ownership models and more on creating properly funded organisations where people can build meaningful careers. "Do you have a management and leadership structure which allows people to work in care as a proper career in a well-funded environment?" For Alex, funding needs to enable providers to deliver as much value as possible back to residents while also ensuring care workers receive a fair share and are properly recognised for their skills and contribution.

    What taking over a care home during Covid taught Alex Morris about leadership

  3. Oct 26

    How (as a care home owner) I Encourage Young People To Work In Care

    Attracting the next generation into social care remains one of the sector's biggest challenges – but are care providers doing enough to show young people what a career in care can offer? Les Latchman, partner and care manager of Radnor House Care Home in Birmingham, believes providers have a responsibility to actively engage with young people and give them meaningful opportunities to experience care first-hand. For decades, Radnor House has worked with schools, colleges and universities to give young people meaningful experience of working in care. Students are welcomed into the home for placements that offer a genuine insight into the sector – with some later returning to join the team. In this episode, Les shares insights including: Why care providers need to take responsibility for attracting young people into the sector. Les believes providers cannot simply wait for the next generation to discover social care. "We need to be collectively responsible for attracting new people into the sector." The value of engaging with young people before they have chosen their career path. Radnor House initially approached local schools and spoke to students about the workplace, using the opportunity to introduce care as a potential career. How to make student placements meaningful. Rather than simply asking students to make tea or spend time chatting with residents, Radnor House introduces them to the realities of the job, including staff handovers and care planning. "If you set it up correctly, if you make it meaningful for people, and if you're serious about what you're doing, then the students will take it seriously." Why residents and team members need to be part of the process. Successful placements require preparation and buy-in across the home. "You have to have the consent of the residents and the blessings of your staff in order to make placements work." How placements can support recruitment. Radnor House has employed several students following their placements, and some social work students have asked to continue working at the home at weekends while completing their university studies. Why students should never be viewed as extra staffing. Students at Radnor House are supernumerary and work alongside the existing team with support and guidance. Les stresses that placements require an investment of time if providers want students to gain meaningful experience. The importance of helping students reflect on what they experience. Les encourages providers to sit down with students and help them recognise the learning within everyday situations. "You need to be doing some reflective work… drawing the learning together with them." Why providers shouldn't be afraid to start small. Radnor House began by approaching Les's former school before developing relationships with other schools, colleges and universities. Today, the home regularly takes students from four schools.

  4. Sep 1

    Why Activities Must Take Centre Stage In Dementia Care

    Activities in care homes have traditionally been viewed as an added extra – something to enhance residents' days alongside the 'real' work of care. But according to Johann van Zyl, co-founder of specialist dementia nursing home provider Fortava Healthcare, that mindset is outdated. Johann brings a wealth of leadership experience to Fortava Healthcare, having founded Cornerstone Healthcare in 2018 and previously served as CEO of specialist care provider PJ Care. Since launching in June 2025, Fortava has grown from two homes to five. Making a return appearance on the latest episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Johann about why activity programmes should sit at the very heart of dementia care delivery. At Fortava, activities are no longer viewed as a standalone department. Instead, they are embedded into the overall care model, with specialist expertise helping to shape programmes that support residents' wellbeing, cognition, and quality of life.   In this episode, Johann shares insights on how a more therapeutic, data-driven approach is helping Fortava improve outcomes for residents while supporting the rapid growth of the business, including: Why activities need to be based on cognitive stimulation therapy rather than occasional entertainment. Fortava has introduced a 'Therapeutic Outcome Lead' role to strengthen this approach and ensure activities are evidence-based. Fortava has developed its own platform, Fortava Living, which tracks resident engagement alongside key wellbeing indicators. Data is collected on activities, sleep, nutrition, weight changes and falls. The information helps teams identify what is having a positive impact on residents. Technology should support better decision-making rather than replace human interaction, helping providers build a clearer picture of each resident's needs and responses. One of Johann's strongest messages is around changing the language used in dementia care. "We make a mistake when we say residents with dementia are challenging. They're not challenging, we just don't understand them." Behaviour is often a form of communication. Aggression, distress or withdrawal may be linked to pain, discomfort or unmet needs. Providers should focus on understanding the cause rather than simply managing the symptoms. Therapeutic approaches can reduce medication use and the Fortava model is already producing measurable results. One home has achieved a 50% reduction in antipsychotic medication use. Technology is enabling staff to monitor residents more effectively while maintaining dignity and independence. These improvements demonstrate the impact meaningful engagement can have on residents' overall wellbeing, improving nutrition, sleep quality and reducing falls. Rather than relying solely on an activities team, Fortava encourages all staff to contribute to therapeutic outcomes. As dementia diagnoses continue to rise, he believes providers that place meaningful engagement at the centre of care will be best positioned to deliver both exceptional care and sustainable growth.

  5. Jul 9

    The 50-year Plan for my care home group

    In this episode of the Care CEO Success Stories podcast, host Adam James of SpringupPR talks with Michael Butcher, Finance Director of Blackadder Corporation Limited, a family-run group of six care homes across the Midlands. As a chartered accountant and self-described "data geek", Michael leads the business side of the organisation — overseeing everything from finance and HR to IT and governance — while helping shape the long-term direction of a care group built on family values and a commitment to sustainable care. Blackadder has been operating for nearly 30 years, beginning with the purchase of its first care home in 1997. Today, the group provides complex dementia, residential and nursing care across six homes, with 211 beds and around 275 team members. As a second-generation family business, Michael brings a different perspective to leadership — one that is shaped not by short-term investment cycles or exit strategies, but by what the next generation will inherit and how the organisation can continue serving communities decades from now. For Michael, that long-term thinking means asking difficult questions now — from workforce shortages and changing demographics to funding pressures and the future structure of social care. He believes providers need to think far beyond today's operational challenges and start preparing for what care, employment and commissioning may realistically look like over the next 20, 30 and even 50 years. At the centre of Michael's approach is the belief that care is one of the most resilient and important sectors in society — but only if providers are prepared to adapt. From AI and workforce planning to social care funding and investment models, he shares a thoughtful and candid perspective on the challenges ahead and why care providers need to build with future generations in mind. In this episode, Michael explains why long-term planning matters in care, what providers should be thinking about now, and the challenges and opportunities shaping the future of the sector, including: Why family-run providers can think differently. "We don't think about the next funding round — we think about what the next generation is going to inherit." The importance of planning 10, 20 and 50 years ahead — not just reacting to this year's challenges. Why declining birth rates could become one of the sector's biggest long-term workforce pressures. How demographic change will impact care funding, staffing and service delivery over the coming decades. Why recruitment and retention will increasingly depend on becoming an employer people actively want to work for. How AI is already supporting care through reviewing care plans and identifying inconsistencies faster than manual review. Why technology may replace some roles — but also create new workforce opportunities for care. The need to position care as a professional, rewarding long-term career. "No one is ever 'just' a carer." How long-term thinking influences investment decisions and allows providers to make decisions others might avoid. Why Michael believes the traditional residential care model is changing, with more focus on complexity, specialist care and different models of support. The rise of more fragmented support services and why personal assistant-style care could become more common. The challenge of social care funding and why the system remains politically difficult to reform. Why the majority of society is likely to be touched by care in some form over the next 20 years — as a provider, family member or service user. Concerns around future sustainability in the sector and why financial scrutiny of ownership and investment models matters. The pressures providers are managing right now — including occupancy recovery, rising employment costs and increasing operational overheads. Why Michael remains deeply optimistic about care and its future. "It's an amazing sector." Why he encourages more people to get involved now: "No two days are the same — and almost every role in care is AI-proof."

  6. Jul 6

    What I Learned From Buying and Selling Five Care Homes

    In this episode of the Care CEO Success Stories podcast, host Adam James of SpringupPR speaks with Peter McGailey, founder and director of CPM Care, a multi-home care group and director of The Care Guys, a consultancy supporting providers with acquisitions, operations, and growth strategy across the care sector. Peter's journey into care began in 2003, when he and his wife Claire—then a nurse—took a bold leap from careers in policing and healthcare to purchase their first care home with a 95% loan-to-value deal. What followed was a baptism of fire, learning every aspect of the sector from compliance and staffing to cash flow and inspections, long before the era of digital systems and shared best practice. Over time, Peter scaled from a single home to a group of four, acquiring underperforming assets, turning them around, and building a reputation for high occupancy and strong operational performance. After years of growth, he navigated the complex and often emotional process of exiting the group—facing failed deals, difficult negotiations, and ultimately completing multiple sales across a structured exit strategy. Now working as a consultant, Peter shares the hard-earned lessons from buying, operating, scaling, and selling care homes—offering a candid view on risk, finance, compliance, and what it really takes to build a sustainable care business in today's environment. In this episode, Peter explains what he learned from buying and selling multiple care homes, the realities of scaling a group, and the key mistakes to avoid, including: How he entered the sector with a high-risk first acquisition. "We remortgaged our bungalow, used a credit card, and took a 95% loan — it was a huge leap." Why early success came from learning on the job. "It was a baptism of fire — there was no internet, no playbook, and no one to ask." Turning around struggling homes by looking beneath the surface. "On paper it looked like a compliance issue — in reality, it was lack of investment and leadership." How to grow through opportunistic acquisitions. "Some of the best deals were off-market and required quick, confident decisions." The importance of occupancy as the foundation of financial stability. "We ran at around 99% occupancy — that's what sustained the business." Why financial modelling must go beyond best-case scenarios. "Stress test everything — interest rates, occupancy drops, rising costs — or your model won't hold." The reality of shrinking margins in care. "We went from 30–35% Earnings Before Interest, Taxes, Depreciation, and Amortization down to 12–15% — and that's market pressure, not poor performance." The hidden risks that can destroy value. "A fire compliance issue can cost hundreds of thousands — and you won't always see it in due diligence." Navigating the emotional and practical challenges of selling. "You're not just selling a business — you're selling something you've lived and breathed for years." Why selling as a group didn't work — and breaking it up did. "We had interest, but low offers — selling individually created real momentum." The frustration of failed deals at the final stage. "We had a buyer pull out on the day of completion — after months of work." The importance of choosing the right lender. "Our biggest mistake was working with a bank that didn't understand care." Why specialist advice is essential in acquisitions. "The devil is in the detail — what looks compliant on paper can cost you massively later." The ethical responsibility behind financial decisions. "If a care home fails, residents suffer — this isn't just a business risk." What he would do differently today. "I'd only buy future-proofed homes — 30+ beds, energy efficient, and built for modern expectations." Why he would still do it all again. "It's challenging, but incredibly rewarding — I absolutely loved the journey."

  7. Apr 17

    "You're not bothering people — they've asked for help" – how I learnt to best handle enquiries to my care homes

    In this episode of the Care CEO Success Stories Podcast, host Adam James of Springup PR speaks with Adam Welsh, CEO and Founder of Autograph Care Group (which operates four homes across the North-West and Yorkshire) Adam shares his practical and human approach to enquiry management in care homes. After launching Autograph Care Group in 2019, Adam and his team navigated the same challenges many providers have faced — from COVID pressures to occupancy dips and operational strain. But rather than focusing solely on generating more enquiries, Adam recognised a more fundamental issue: what happens after the enquiry. Through a structured, data-led approach, the group rebuilt its entire enquiry journey — transforming occupancy from the 70% into >90%. At the heart of Adam's philosophy is a simple but often overlooked truth: "The first phone call is the one families don't want to make." With around 80% of enquiries coming via phone, he emphasises that every interaction must be handled with empathy, patience and genuine intent to help — not rushed, transactional responses. This mindset shift reframes enquiry handling from an administrative task into a critical moment of care delivery in itself. One of the most impactful changes has been the creation of a dedicated enquiry role — allowing the team to respond faster, listen properly, and guide families through what is often a complex and emotional decision-making process. Combined with clear processes, simple scripts, consistent follow-up, and better use of technology, the result is a more supportive experience for families — and significantly improved commercial outcomes. In this episode, Adam shares how care home providers can rethink enquiry management as both a human and operational system — and why getting this right can transform both occupancy and reputation including: Why "the phone call you don't want to make" should shape your entire enquiry approach. How mapping the full enquiry journey — from Google search to move-in — creates clarity and control. The hidden cost of missed calls, rushed conversations, and inconsistent responses. Why most enquiry handling fails not because of people — but because teams lack the tools and training. How introducing simple scripts and templates can "make it easy to deliver a great conversation". The impact of creating a dedicated enquiry role to remove competing priorities. How faster response times and structured follow-up dramatically improve conversion. Why "you're not bothering people — they've asked for help" reframes the follow-up mindset. The importance of ongoing, value-led follow-up — from newsletters to personalised check-ins. How tailoring communication based on family needs builds trust and long-term engagement. Why preparation and personalisation during show-arounds can make or break decisions. The role of measurement and data in driving continuous improvement. A powerful lesson: "Don't assume things are happening — verify and structure the process". How better enquiry handling alone helped drive occupancy from ~80% to over 90%

  8. Jan 10

    Why A Training Academy Is Vital For Your Care Home Provider

    In this episode of the Care CEO Success Stories podcast, Adam James of Springup PR talks with Nitesh Somani, founder and CEO of Kara Healthcare, which run 13 homes with 700 employees   With over 13 years' experience in care, Nitesh has overseen an 18-month period of accelerated growth — including the acquisition and turnaround of eight homes in a single year, six of which were rescued from administration.   For Nitesh, success isn't measured purely in numbers — it's defined by purpose, people, and progress, and the belief that culture cannot be imposed; it must be inspired. This conviction led to the creation of the Kara Training Academy, an initiative designed to empower every member of staff through skill development and shared belief.   The Kara Training Academy goes beyond mandatory care training to embed a culture of optimism, empowerment, and commercial understanding because Nitesh believes that care quality and financial performance are inseparable — "two sides of the same coin."   In this episode, Nitesh explains how he created this training academy, the benefits it could have to your care provider and what he has learned along the way, including: How eight homes were acquired and turned around in just one year. The birth of the Kara Training Academy, a bold initiative built around culture, not compliance because, "culture isn't taught or imposed — it's inspired" The importance of training and belief as the foundation for performance because "when you invest in skills, you invest in confidence… and when you invest in your people, you invest in success." Why learning and opportunity matter more than salary because, "you don't keep people by paying them — you keep them by believing in them."  How culture as the driver of occupancy and the most effective marketing tool is the feeling inside your homes. "When your team believes in what they do, families feel it when they walk through the door." Redefining what it means to succeed in care. "Success isn't just about profit — it's about purpose." Why training that includes everyone empowers the whole team from managers to maintenance. How moving from performance management to people empowerment drives perfomance and lifts the whole team. The importance of 'Care and Share with the CEO,' a weekly open forum for accountability and connection. "Anybody can join and hold me accountable — and we'll resolve issues within 24 hours. Turning contagious negativity into contagious optimism. "In care, negativity spreads — but so does optimism. Positivity creates progress. How quality drives trust, and trust drives financial health. "Excellent care leads to trust. Trust drives occupancy. Occupancy sustains financial health. Learning from high-performing staff and outside experts alike. "A great housekeeper trains others — and we also bring in external expertise. How belief and consistency power Kara's turnaround success. "With courage and consistency, the impossible becomes inevitable. The single idea that guides every decision is, "People forget what you said or did — but never how you made them feel. Why every provider should invest in training and belief. "Don't be afraid — the return on investment in training is always greater than the cost.

    Why A Training Academy Is Vital For Your Care Home Provider
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The CEOs of the UK's leading care providers share their single best achievement

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