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Care CEO Success Stories Podcast

Care CEO Success Stories Podcast

Auteur(s): Springup PR
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 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
  • How and when to centralise your care home operations team

    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."
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    28 min
  • How I Mentor And Recruit And Retain Care Home Managers

    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.
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    27 min
  • What I've Learned About Recruitment And Retention From 26 years In Care

    What I've Learned About Recruitment And Retention From 26 years In Care
    Sep 29 2025
    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."
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    22 min
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