In this episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Dr. Bikram Choudary, Managing Director of Silvercrest Care Homes, who operate five care homes across South Wales.

His journey into the care sector is rooted in his family, as his parents established the first purpose-built care home in the Rhondda Valleys, which remains part of the Silvercrest group today.

While his family built the foundation, Dr. Choudary forged a career as a GP with a specialist interest in cardiology, having studied medicine and trained in cardiac surgery before returning to South Wales.

He initially took over the running of the first home, navigating a steep learning curve and admitting to "plenty of mistakes" in the process.

His hands-on experience quickly led to a period of rapid expansion for the group.

Between 2016 and 2018, Dr. Choudary grew the company from a single home to five, including taking on distressed homes that required turnarounds.

This quick expansion and the increasing demands of managing a five-home group, combined with his ongoing commitment as a full-time GP, made it clear a new operational model was necessary.

Recognizing he was "quite time limited," Dr. Choudary made the strategic decision to centraliseSilvercrest's operations, moving from a system of reliance on home managers and outside support to building a dedicated, in-house head office structure.

In this episode, Bikram shares what he learned through this process including:

• The Origins of Silvercrest Care Homes, and how Dr. Choudary's parents built the first home.
• The doctor-CEO balancing act and how Dr. Choudary juggles his career as a full-time GP and his role as CEO of five care homes.
• Rapid expansion in care, the "steep learning curve" and mistakes made when growing from 1 to 5 care homes in a short space of time.
• The key drivers for centralising operations to "improve oversight and clinical governance,"
• How he built his central support team—starting with an operations director and a finance lead—to now a staff of 8 or 9 people.
• An honest look at the risks of promotion from within, where you "can promote to failure" and potentially lose a good staff member.
• How bringing services like HR, maintenance, and compliance in-house led to "efficiency savings" and the successful, cost-effective refit of a whole kitchen.
• An "eye opening experience" about a poor operations director, stressing that "you won't know until you ask the question" of staff lower down in the organisation.
• Why Dr. Choudary became quicker to act on performance issues, recognising that "if someone's blaming someone else, that's a... red flag."
• Why the ethos in your home and culture is driven from the top. "If you're saying this person's a problem, you've got to take responsibility as manager for that problem."
• Why blaming external factors is "not helpful" because you are "disempowering yourself to make any changes."
• Why "you can't get good compliance and good quality care unless you got consistency of management."
• The recruitment process, and why "they can answer the questions, but they can't actually do the job."
• When an operator should consider central support, suggesting that for someone with another role, "about three homes I would have thought would be a time."
• The crucial lesson from an earlier manager struggle when Dr. Choudary "wasn't quick enough to act at that time," but when he did, "things changed around quite quickly."

In this episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Harry Surdhar, co-founder of three nursing and dementia care homes, a journey he began in 2001.

His career in the care sector spans over 24 years, and is currently in the process of building a fourth care home.

Harry's unique approach to his business is centred on the belief that a successful care home is built on a foundation of compassionate, well-trained staff, and that a strong internal culture is the key to longevity and reputation.

He prioritises quality of care above all else, seeing profit as a natural consequence of exceptional service rather than the primary goal.

Harry is a strong advocate for recruiting individuals at a junior level and nurturing their potential through a process of organic growth.

He doesn't prioritise academic qualifications but instead looks for core human qualities like caring, compassion, and empathy. His belief is that the necessary skills can be taught, but a person's fundamental character is what truly makes them an asset.

Harry views his role as a leader who serves his people, providing them with the tools and support they need to succeed.

This ethos has resulted in remarkable staff retention, with some of his managers being with the company for a significant portion of his 24-year tenure with one 73-year-old former manager who is still with the company, now serving as an internal auditor.

In this episode, Harry shares the secrets to hiring and retaining care home managers based on his long journey in care and years of experience including:

• Why his recruitment process doesn't prioritize "any to higher academic qualifications," focusing instead on "what the person has from a human perspective."
• How he identifies potential in employees and fosters "organic growth," ensuring they understand the business from the ground up.
• The philosophy that his "core responsibility is to serve my people," acting as their leaderto help them grow.
• The "very, very successful part of business" is recruiting from a junior level and developing staff internally.
• Why "there is no substitute to what I call practical experience," and how he uses conversations, not formal interviews, to gauge a candidate's humanity.
• The reason he's "not really interested at that stage in the person's care experiences," and is more interested in them "as a human."
• Why he invests in his team, paying for qualifications to "ensure that we get the best" by investing in them.
• The story of his first manager, now 73 and still with the company, who was "willing to continue" and was transitioned into a new role as an "internal auditor."
• How weekly meetings with his managers serve to "empower them" and ensure they have the "necessary tools to ensure that what to expect from them that they can deliver."
• Why he values being "democratic" and "willing to listen and adapt to ideas" from his team.
• How his business strategy "never relied on just the first level of managers," and why he trains people to pass on leadership qualities to those below them.
• His perspective that "if somebody hasn't made a mistake, I think they haven't got something right either."
• The mistakes he made early on by bringing "co-founders on board who I felt were simply there for one reason, which was profit."
• Why the "profit revenue takes care of itself" if you don't compromise on service or product.
• The conviction that the "success of this business is not how many percentage of profits you make," but is "based on your reputation," which is built on your people.

Amar Marjara is the CEO of Peterborough Care, a family-run care group operating five care homes in and around Peterborough.

His journey in care began in 1999 when he stepped into the business founded by his mother, Sumeet Marjara, a former NHS nurse and one of the early pioneers of private elderly care. Inspired by her ethos and commitment, Amar has carried that legacy forward, evolving the company while staying true to its values.

Under Amar's leadership, Peterborough Care has achieved exceptional staff retention, with his shortest-serving manager having been with the company for ten years, and many team members beginning their careers as domestic assistants before progressing to leadership roles.

His approach centres on nurturing staff who genuinely care about older people, believing that everything else can be taught. But empathy must come from within.

Amar maintains a hands-on leadership style, often working directly in the homes and mentoring managers and frontline staff.

He strongly believes in presence, listening, and mutual respect as the backbone of strong care delivery and has minimised recruitment agency use to just 0.2%.

He remains personally involved in recruitment and induction processes, ensuring new team members align with the care home's ethos, and in this episode, Amar discusses what he has learned about recruitment including:

• Why empathy is non-negotiable, because, "you can teach someone to be competent. You can't teach them to care."
• The importance of consistency in care teams as "without the people that deliver the care, we can't set out to do what we want to do."
• How Amar has achieved exceptional retention metrics with his shortest serving manager having been with the company for ten years.
• How Amar has minimised recruitment agency use to 0.2%.
• How Amar, "hires for heart, not just skill," and the importance of meeting candidates face to face.
• Developing talent from within with three managers having started as domestic assistants, and one now running an Outstanding-rated home.
• Empowering managers while remaining accessible, giving them, "complete autonomy—but they know they can call me anytime. And they do. Daily."
• Why, "being present isn't a formula. But it gives people reassurance, and that's everything."
• Creating emotional safety through not treating questions as annoyances because, "you're dealing with people's lives."
• Onboarding that embeds culture through, "passing on our ethos and philosophy."
• The impact of pay incentives and why ethos and philosophy matter more.
• Creating loyalty beyond pay because, "there are probably better paid jobs out there. But our managers aren't looking."
• Mentoring through listening and developing a culture where leaders care about their teams, not just manage them.
• Creating a culture of challenge and feedback because, "some of our best systems came from being challenged by our own team."

In this episode of the Care CEO Success Stories podcast, Adam James of Springup PR talks with Claire Rintoul, CEO of Sheffcare — a Sheffield-based charity running nine care homes and two care centres.

Claire brings over four years of leadership at Sheffcare having previously led several charitable organisations.

Sheffcare supports around 1,000 people annually, delivering care for older adults in Sheffield.

Before entering adult social care, Claire worked in the broader charity world.Stepping into social care, she encountered a "hierarchical and closed" culture — one she set out to transform.

Her mission: build trust, empower staff, and make culture the foundation of everything.

Under Claire's leadership, Sheffcare introduced structural reforms — from a Leadership Charter to regular drop-ins and a strong internal comms platform — to foster transparency, mutual respect, and continuous improvement.

In this episode, Claire shares insights on building a values-driven culture in care, including:

• Why culture drives performance, morale, and the quality of care.
• The power of a Leadership Charter "written by managers, for managers" to promote fairness, empathy, and consistency.
• The human reality of care work: "We're looking after people. Every day matters."
• Why she worked 12-hour frontline shifts — including as a janitor — to fully understand staff challenges.
• Overcoming resistance to change and why giving staff a voice was non-negotiable.
• Creating transparent, two-way communication via digital tools and open leadership access.
• Building psychological safety: "Scared people can't do their best work."
• Developing a lean leadership model that trusts managers on the ground to lead.
• Leading values-based recruitment with respect, responsiveness, and personal induction by Claire herself.
• Navigating the tensions of culture change and holding firm on core values.
• Delivering outstanding care on tight budgets.
• The impact of the staff-led 'Everyone Matters' group on major decisions.
• How new digital tools connect teams, celebrate wins, and break down silos.
• The role of early adopters in driving culture change: "There was always a critical mass who believed this was the better way — we built from there."

In this episode of the Care CEO Success Stories podcast, Adam James of Springup PR speaks to Joanne Balmer, CEO of Oakland Care, who was recognised nationally when she was awarded the British Empire Medal in 2021 for her services during the COVID-19 pandemic.

Having started her journey in the care sector at the age of 16, Joanne has dedicated her career to improving the lives of residents and care professionals alike.

Over the past five and a half years, she has led the transformation of Oakland Care from a group of three homes to a thriving organisation with ten homes and plans for three more.

Joanne brings a data-led, people-focused approach to care home development, blending business strategy with a commitment to wellbeing.

Under her guidance, Oakland Care has grown its team from fewer than 300 to more than 1,100 staff members with a strong emphasis on operational excellence, workforce development, and maintaining a personalised approach within a rapidly-scaling business.

In this episode, Joanne discuss her experiences, lessons, and forward-looking strategies, offering insights into how high-performing organisations are navigating complex challenges such as staffing, planning regulations, and sustainable growth.

Joanne shares how Oakland Care selects development sites, adapts to planning hurdles, innovates workforce training, and prioritises staff wellbeing and recognition including:

Key Points from the Episode:

• How Joanne has grown the business from 3 to 10 care homes with plans for more.
• How the team has expanded from under 300 to over 1,100 employees during her leadership.
• Oakland's growth strategy which is now "highly structured, relying on refined internal processes and team capability."
• How Joanne uses data to select potential sites, "evaluating local population, care home supply, and socioeconomic conditions."
• Why areas with over 50,000 people in a 3-mile radius and above-average house prices are prioritised for viability.
• Why staffing availability is a "critical factor" and why "sites are rejected if local recruitment would be difficult."
• What is the "cluster approach," (3–5 homes within 15–20 miles) and how it is used to "optimise staffing, training, and shared resources."
• Why the ideal care home size is 75–80 beds to "maintain service quality and efficiency."
• How tools like Carterwood Analytics are used for consistent, fast site appraisals.
• The "increasingly complex" world of planning which and slow due to under-resourced local authorities and how to navigate it.
• Why, even after approval, pre-commencement conditions can delay construction for months.
• How Oakland has built strong credibility with finance partners by delivering on time and to budget.
• How Joanne utilised an internal Assistant Practitioner programme accredited by City & Guilds to help address the nursing shortage.
• How Joanne managed to raise employee engagement to a record 90%, through flexible benefit options and recognition schemes.
• How "leadership visibility" and personalised awards help "maintain a sense of connection across a large workforce."

In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR interviews Geoffrey Cox, founder of Southern Healthcare, a family-run nursing home provider based in the southwest of England. Since founding the company in 2001, Geoffrey has overseen the development and management of four nursing homes—three of which have earned an "Outstanding" rating from the Care Quality Commission (CQC). Originally a solicitor, Geoffrey transitioned into the care sector after 25 years in law and the sale of his legal practice. His early experience in the industry was marked by challenges and steep learning curves, including struggles with culture, regulation, and team dynamics. He was quick to recognise many care providers believed they were performing well, but he envisioned a more innovative, people-centred model. At the heart of Geoffrey's leadership philosophy is the belief that his role is to serve the team. In this episode Geoffrey shares how your care provider can deliver outstanding care including:

• Geoffrey's leadership ethos of his job being to "serve the team, to support and encourage, and to notice what people do well. That's what leadership looks like to me."
• Geoffrey's move from law into healthcare having no prior experience but a strong drive to do things differently.
• How Southern Healthcare achieved three "Outstanding" ratings from the CQC.
• Geoffrey's belief that "it's not about people doing the job for me—they do it for themselves, because they share the mission."
• The importance of building a passionate and loyal care team through appreciation, support, and recognition.
• How many mistakes were made early on, especially when trying to shift the culture in the homes he acquired.
• The struggles with changing cultures because "people thought they were already very good, and that mindset can be a real obstacle to progress."
• The shift from "we know it all" attitudes to a culture of constant learning and openness to feedback.
• The struggle with poor regulatory feedback, difficulty in retaining good managers, and battling with occupancy and staffing issues.
• How taking over the training in-house with his wife Margo when external training providers proved ineffective and disconnected was a turning point.
• The inspiration he took from thinkers like Carl Rogers and Bill Thomas to improve training and care quality and how "we had to learn how to train effectively ourselves. It wasn't easy, but it was essential."
• The struggles with Covid-19 that "tested their team like never before," particularly when an outbreak hit one of their homes but the team "were fearless, stepped up, and worked their socks off.
• How the current success of Southern Healthcare is a result of long-term persistence, strong partnerships, and deeply held values.

In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR speaks with Nichola Stefanou, Chief Executive Officer of Healthcare Management Trust (HMT), a charitable organisation that operates six care homes across the UK.

Her professional journey began as a clinician, specifically a podiatrist, and has worked in the NHS, acute hospitals, housing with integrated clinical services, and care home management while remaining clinically registered to maintain a connection to frontline healthcare.

Since joining HMT, Nichola has led a significant transformation of the organisation, aligning its mission with a social purpose that prioritises complex care within community settings.

Her leadership has been instrumental in refocusing the trust on innovation, integration, and improved quality of life for residents by embracing a strategy of reducing unnecessary hospital admissions and facilitating timely discharges through skills, partnerships, and technology.

A passionate advocate for staff development, Nichola has introduced new models of care that bring clinical disciplines such as occupational therapy directly into the residential care environment as well as driving the integration of smart technologies and data to monitor health indicators and personalise care more effectively.

In this episode, Nichola discusses her ethos and how she has utilised a variety of techniques to reduce unnecessary hospital admissions including:

• Her passion for her job and how she sees her role as "a gift to be able to do something interesting with purpose and make a difference."
• How Nichola originally trained as a podiatrist, and remains clinically registered, bringing clinical acumen to leadership.
• The systemic challenges faced by the care sector and how, "we're all grappling with the flow of activity—how residents move in and out of hospital services. We need to get better at early, conscious decision-making."
• The importance of "positive risk-taking" and better upskilling in care homes to enable faster, safer discharges and reduce unnecessary hospital stays.
• Nichola's resident-centred philosophy that "even though there's a misconception that the last six months of life can't be improved. We believe in quality of life, however long that may be."
• Using integrated occupational therapy who work within care homes to enhance recovery and functional health for residents.
• Utilising technology to link care homes to acute hubs, "so hospitals can have greater oversight and confidence in community settings."
• Building partnerships with NHS providers and commissioners to streamline referral processes and integrate care services.
• The impact of regional disparities mean that, "systems don't operate the same, which makes national care home operations a challenge."
• The impact of bed blocking and how HMT is, "positioning ourselves as a partner to help solve system-wide issues like bed blocking, with the capacity and capability to manage high acuity cases.
• The importance of staff development by "creating new career pathways—like apprenticeships—for care workers to transition into roles like occupational therapy."
• How HMT are "mirroring NHS governance structures to build shared quality frameworks and trust across sectors.
• Using technology in collaboration to implement sensors in homes to uncover sleep hygiene issues that led to impactful care plan changes.

In this episode of the Care CEO Success Stories Podcast, Adam James of Springup PR speaks with David Poxton, Director of Ashmere Derbyshire, a family-run group of care homes operating seven homes in Derbyshire.

Representing the third generation of leadership in the business, David grew up in and around the homes, helping out during school holidays and learning the ropes in a hands-on environment and transitioned to full-time involvement in 2002.

Under David's leadership, Ashmere Derbyshire has prioritised quality, continuity, and personal connection in care.

His decision to keep all homes within an hour's drive reflects his philosophy of hands-on management, and allows him and his team to remain closely engaged with staff and residents.

One of David's core beliefs is that high-quality service drives long-term success.

He has embedded a culture of continuous improvement, valuing transparency, feedback, and innovation. His leadership style emphasises empowerment, open communication, and shared responsibility across the organisation along with the partnership with Investors in People, which helped identify internal communication gaps.

David continues to evolve Ashmere's operations to meet the changing landscape of care.

From developing in-house training programs and face-to-face inductions to launching communication apps and regular feedback loops.

In this episode he outlines the keys to running multiple care homes in a single area including:

• How David's approach is rooted in personal involvement, "we've always been hands-on – it's how I learned the business growing up, and that's how we still run it today."

• The importance of keeping all homes close by because. "if a home's an hour away, I can be there that same day – that accessibility matters for quality."

• The benefits of being a family run business and how "if something goes wrong, I get a call from my dad – it's a strong incentive to get it right."

• Embracing new technology and how "when I started, we had two computers and one printer. Everything was paper-based," to widespread digitalisation.

• The importance of direct communication, "we implemented apps to ensure the flow of accurate information from senior management to every staff member."

• Face-to-face training is a cornerstone of their approach: "People in care respond better to people than to screens – so we do all our training in person."

• How all new staff undergo a one-week, in-house induction, including a personal session with David: "I want them to know who I am and that they can come straight to me if needed."

• Why Ashmere promotes a no-blame culture because "if something goes wrong, it's about what we learn from it – not who we blame."

• Feedback is embedded into operations: "We bring new staff back after a month for coffee and cake – and ask what worked and what didn't."

• How the Investors in People process revealed communication gaps that were unknown internally, leading to improvements in how messaging is shared across roles.

• Utilising staff driven innovation because "they know best what works on the floor."

• David's belief in continuous evolution means "we never want to be doing the same thing next year that we did this year."

• How accountability is part of the culture: "You can't walk through a local supermarket without bumping into someone who works for us – and they'll let you know what they think!"

• Why longevity and local reputation are central to Ashmere's identity and success.

In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR talks with Haris Khan, founder and CEO of Curaa Group which operates four care homes across the South and South West of England.

His journey into care began in 2019, just three months before Covid-19 struck.

Despite the challenges posed by the pandemic, he expanded from one to four homes within four years.

Khan spent over a decade in banking, working both in Canada and London, gaining valuable experience but left the industry in 2015.

His transition to entrepreneurship involved property development before discovering his passion for the care sector through a chance encounter with a former care home owner.

Launching Curaa was not without its challenges.

Khan navigated financing and business hurdles with lessons from his banking career, utilising brokers and professional networks, he successfully acquired his first home.

His adaptability, resourcefulness, and deep involvement on the frontlines during the Covid-19 crisis helped establish him as a respected leader in the sector.

In this episode, Khan discusses success and his hands-on approach, emphasising the importance of visiting the frontline, engaging with residents, and fostering community including:

• His journey from a 15-year banking career to launching care homes after seeking a career with social impact.

• The initial challenges acquiring his first care home three months before Covid-19, "which presented unprecedented operational challenges," and how he navigated them.

• How the care sector's support network helped him learn quickly and build connections during the lockdown which was an "unexpected silver lining".

• Finding fulfilment though "loving what you do and finding a sense of purpose".

• Financing his first care home by leveraging a strong credit history, previous borrowing experience, and using brokers helped secure favourable loan terms.

• How utilising professional networks of solicitors, accountants, and trade magazines were invaluable resources in navigating the care industry and its nuances.

• Conducting due diligence, research and preparation for a year before making his first deal, emphasising the importance of "patience and planning".

• The importance of home design in his homes which are converted manor houses with beautiful gardens, "offering a home-away-from-home feel for residents".

In this episode of Care CEO Success Stories Podcast, Adam James of Springup PR talks with Helen Jones, CEO of Allegra Care, a care home provider with adheres to a "household model" of care.

Originally from Australia, Helen began her career in 1998 after transitioning from a background in international rescue and national roadside assistance.

Helen has held leadership positions with private providers, church and charitable groups, and community-owned organisations, overseeing 100 nursing homes, 20-30 retirement villages, and 55,000 home care clients.

Drawing from her research and international travel, Helen developed the "household model" of care, now being implemented at Allegra Care's 13 homes across England.

The model emphasises creating smaller, more intimate care environments which create a sense of belonging and encourages residents to engage more fully with their environment and the people around them and has seen improved well-being for residents, better mobility and improved sleep.

Helen's approach has garnered significant recognition and today, she shares the secrets behind her success including:

• How Allegra Care has implemented the household model of care, which focuses on creating smaller, more intimate care units of about 16 residents.

• How the household model emphasises autonomy and familiar routines for residents, "making them feel more at home".

• The development of the household model after conducting research, focus groups with placement decision-makers, and visits to international care providers .

• How residents in the household model show improved well-being, with significant weight gain (4.2 kilos on average) and better skin integrity .

• The use of domestic kitchens where food is prepared in front of residents, "creating a more homely and interactive environment".

• How residents can assist with meal preparation and "enjoy a more sensory, social experience around mealtimes".

• The importance of training staff to develop both "competency and confidence" in working closely with residents, "fostering more personal relationships".

• How the team at Allegra Care work within smaller, consistent households, building strong relationships with residents and "contribute to a more stable and familiar environment".

• Greater flexibility in meeting the needs of local communities and individual residents.

• Why not every care home can easily adopt the household model, but small design adjustments can be made to start incorporating aspects of it, such as using smaller food preparation spaces.

• Why Helen believes that, at its core, the household model creates a "more relaxed, personalised, and community-driven environment for both residents and staff".

• The focus on daily activities and personal decisions is key, with residents "empowered to make more choices about their day-to-day lives".