Leadership Means Improving The System

Patrick Heath-Lay, CEO - People's Partnership

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Leaders often talk about scale and efficiency. But how do you grow without losing sight of the people you serve? Patrick Heath-Lay, CEO of People’s Partnership, shares how the organisation evolved from its roots in construction into the force behind The People’s Pension, now serving millions across the UK, following a pivotal moment of legislative change.

Patrick reflects on leading a purpose-driven organisation through reinvention, balancing commercial discipline with member outcomes, and using a simple set of values to guide decisions at scale. He also explores the changing pensions landscape, from industry consolidation to new investment expectations.

At the heart of the conversation is a bigger question: how do you design a system that works not just for engaged savers, but for everyone? From “moments of truth” in customer support to the future of pension policy, Patrick makes the case that leadership means improving the system itself, not just the organisation within it.

Supported by Norman Broadbent: https://www.normanbroadbent.com/

Patrick Heath-Lay

Reframing the Energy Transition

Will Gardiner, CEO - Drax

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What is the energy transition really about and how should leaders be talking about it now? In this episode, Will Gardiner, CEO of Drax, reflects on how the narrative is shifting from a narrow focus on net zero to a broader story about affordability, energy security, and enabling an electrified future.

He shares how Drax’s strategy has taken shape in practice, moving from investing across multiple opportunities to focusing more clearly on flexible generation in a system increasingly defined by volatility and rising demand. The conversation also explores the realities behind the headlines: grid constraints, misaligned incentives, and the challenge of building new infrastructure at pace.

At the heart of the discussion is a leadership question. For Will, the role is not just to operate within the system, but to help reshape how energy is understood — communicating its importance, rebuilding trust, and making the case for why it underpins everything from AI to modern life.

Listen here and on Apple Podcasts and Spotify, and check out Drax on their website.

Supported by Norman Broadbent.

Will Gardiner

Engineering A Safer World

Ruth Boumphrey, Chief Executive - Lloyd's Register Foundation

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Leaders want to create impact. But how do you lead for impact when the problems you are trying to solve are global, systemic, and often invisible until something goes wrong? Ruth Boumphrey, Chief Executive of Lloyd’s Register Foundation, explains how the Foundation is working to make the world safer by shaping the necessary evidence and standards that help knowledge translate into action at scale.

Ruth reflects on the Foundation’s unusual model as a charity that owns a business, and how that independence allows it to take a long-term view. She describes the shift in strategy under her leadership: a stronger focus on maritime systems, safer and more sustainable infrastructure, and the skills needed to support both, alongside a growing commitment to locally led decision-making.

Looking ahead, she discusses the importance of better safety data, the role of leadership in creating safer organisations, and why difficult conversations matter in high-risk environments. From the World Risk Poll to community-led safety programmes, Ruth makes the case that progress starts by seeing problems clearly and building systems designed to keep people safe.

Supported by Norman Broadbent

Ruth Boumphrey

Building a “Sky of Social”: Inside the Creator-Led Media Economy

Alistair Gosling & Ben Brown, Co-Founders - Wavelength

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The media landscape is being rebuilt around platforms, algorithms, and creators. Alistair Gosling and Ben Brown, co-founders of Wavelength Network, are building a business designed for that reality bringing together publishing channels, creators, and brands into a new kind of media network spanning sports, gaming, automotive, and youth culture. Rather than creating a new platform, Wavelength operates across existing ones, focusing on owned distribution, audience scale, and commercial partnerships to build what they describe as a “Sky of social.”

In this episode, they explore how media consumption has shifted toward feed-driven, “lean back” experiences, why creators are increasingly the source of new formats and intellectual property, and how Wavelength helps talent move beyond fragmented revenue into longer-term value. They also discuss the future of the industry — from micro-format content and new platforms to physical creator hubs and live experiences — and why the next generation of media will be shaped less by institutions and more by individuals building their own platforms in real time.

Supported by Norman Broadbent: https://www.normanbroadbent.com/

Ben Brown and Alistair Gosling

Building a Specialist Firm

James Maxey, CEO - Express Solicitors

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How do you build one of the UK’s largest personal injury firms in a market many still dismiss or misunderstand? James Maxey, Founder and CEO of Express Solicitors, shares how he grew the business from a one-man practice with 22 clients into a national specialist firm with 900+ employees, around 45,000 live claims, and a model built around scale, quality, and disciplined execution.

James reflects on why he chose to build a firm rather than follow a traditional legal career path, and how Express developed a strategy centred on doing as much of the client journey as possible in-house. He explains why that model has helped the firm maintain quality, move faster, and respond more effectively to regulatory change, while continuing to serve claimants across the full spectrum of injury cases.

Looking ahead, he discusses succession planning, the decision to bring in private equity, and the next phase of growth for the business. He also shares why training has been such a critical part of Express’s success, how the firm thinks about service and pricing in a complex legal market, and why he still believes that for anyone thinking about building a business, the best advice is simple: do it.

Supported by Norman Broadbent: https://www.normanbroadbent.com/

James Maxey

Opportunistic and Optimistic

Mia Drennan, Founder and CEO - GLAS

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How do you build a global financial services firm in a part of the economy most people don’t even know exists? Mia Drennan, Founder and CEO of GLAS, shares how she scaled an independent loan agency business from just £6,000 into a global platform administering hundreds of billions in assets—by stepping into a function that once sat quietly inside banks and turning it into a standalone, high-value service built on execution where the market was falling short.

Mia reflects on GLAS’s origins in the aftermath of the 2008 financial crisis, when broken loans, shifting lender dynamics, and operational gaps created a rare opening for a new kind of intermediary. What began as a scrappy, entrepreneurial response to complex restructuring situations evolved into a global business spanning private credit, banks, and capital markets. She shares how an opportunistic mindset, enabled the firm to grow from early high-stakes mandates into an internationally scaled platform, offering a candid look at how the strategy took shape in practice.

Looking ahead, she discusses GLAS’s shift toward a technology-enabled model, the role of AI in transforming back-office functions, and why trust, culture, and human judgment remain central as the business continues to scale.

Supported by Norman Broadbent: https://www.normanbroadbent.com/

Mia Drennan

Running Lean, Thinking Long-Term

Max Dubiel, Co-Founder - Redemption Roasters

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How do you build a profitable business in one of the UK’s toughest sectors while delivering real social impact? Max Dubiel, co-founder of Redemption Roasters, shares how the company is navigating growth, pressure, and purpose in real time.

Since we last spoke, Redemption has raised capital, expanded its footprint, and then faced a far more challenging hospitality market. What followed was a rapid reset — restructuring the business, tightening cost control, and rebuilding for resilience.

In this episode, Max offers a candid look at leading through uncertainty, from tough operational decisions to redefining success in a volatile market. He shares why operational cost discipline can be a strategic advantage, how structured management practices shape culture, and why long-term impact requires both patience and pragmatism. It’s a grounded conversation about building a business that lasts commercially and socially.

Supported by Norman Broadbent:  https://www.normanbroadbent.com/

Max Dubiel

Trust, Strategy, Growth

Francesca Lagerberg, CEO - Baker Tilly International

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How do you lead a global professional services network in an increasingly uncertain world? Francesca Lagerberg, CEO of Baker Tilly International, shares how the network of independent member firms—made up of over 50,000 professionals—comes together to deliver advisory, audit, legal and tax services to mid-market clients across 140 territories.

But Baker Tilly’s story is not simply about scale. Francesca explains why the network’s purpose centres on helping clients make considered decisions, both for now and tomorrow, and how trust underpins a model built on collaboration rather than hierarchy.

In this episode, Francesca reflects on stepping into the CEO role during a period of major change in the accounting profession. She talks about developing a new global strategy over an 18-month period, bringing together stakeholders across the network. From evolving client expectations to technology enabling professionals to focus on higher-value work, she offers a thoughtful look at leadership, strategy and trust in a complex global organisation.

Supported by Norman Broadbent: https://www.normanbroadbent.com/

Francesca Lagerberg