OFFRE D'UNE DURÉE LIMITÉE | Obtenez 3 mois à 0.99 $ par mois

14.95 $/mois par la suite. Des conditions s'appliquent.
Page de couverture de Care CEO Success Stories Podcast

Care CEO Success Stories Podcast

Care CEO Success Stories Podcast

Auteur(s): Springup PR
Écouter gratuitement

À propos de cet audio

The CEOs of the UK's leading care providers share their single best achievement2022 Hygiène et mode de vie sain Marketing Marketing et ventes Réussite personnelle Troubles et maladies Économie
Épisodes
  • Why A Training Academy Is Vital For Your Care Home Provider
    Jan 10 2026

    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.
    Voir plus Voir moins
    22 min
  • How and when to centralise your care home operations team
    Nov 13 2025
    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."
    Voir plus Voir moins
    28 min
  • How I Mentor And Recruit And Retain Care Home Managers
    Oct 6 2025
    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.
    Voir plus Voir moins
    27 min
Pas encore de commentaire