Nottingham Business School Business Leaders

INTRODUCTION• Ellie Long has been Global Head of Emerging Talent at Rolls-Royce since September 2013.• She has been part of a pioneering new behaviour-focused hiring system that has seen Rolls-Royce overhaul all its graduate programmes.• Ellie believes in a highly inclusive and transparent recruitment approach, setting candidates up for success by focusing on “potential, not polish”.• Under her leadership, Rolls Royce has shared interview questions and assessment materials with candidates to enhance transparency.• In 2021 Ellie won a Rising Star award at the Great British Businesswoman of the Year awards• Before joining Rolls-Royce, Ellie held Early Talent and HR roles at E. ON UK.• Ellie graduated from Nottingham Business School in 2015 and has since been awarded an NTU Outstanding Alumni honour.LEADERSHIP TAKEAWAYS from Ellie Long…1. Leaders should encourage their teams to be themselves. The best companies don’t employ to fit a company mould"Too often we join organisations and think there's a corporate culture or a way you have to be… [But] you've been hired for who you are. Be unapologetically yourself.”2. The most enjoyable roles are often defined by the environment created by the leader."People always work for people. You [want to] enjoy who you work for. I very much try to create an environment where people want to be part of the journey."3. Effective leadership involves communicating vision and strategy so team members can connect their work to a larger purpose, fostering commitment and enthusiasm.“We're trying to give people meaning. I try to create a team in which people want to come to work in the morning.”4. Technical skills are teachable. Core behaviours aren’t."We can't teach someone to be passionate about [for example] sustainable aviation fuels and having the right analytical mindset to go off and research something. It's that kind of behaviour that we want to assess."5. Leaders must focus on developing adaptable, future-proof human skills.“By 2030, forty per cent of the skills we need in an organisation will be different."6. Leaders need to move away from traditional career-progression models.“Skills are going to become the new career currency… as opposed to linear career structures."7. When recruiting staff, your primary goal should be to identify potential“Leaders always look for potential, not polish. [When we’re hiring] we're trying to assess [if someone has a] growth potential mindset."8. Leaders should give interview candidates their questions beforehand"Why wouldn't we do this? It's an interview, not another exam."9. Leaders should be great storytellers. But they must support their vision with hard data“We have to evidence why we’re doing the things we're doing."10. To drive significant change, leaders must build a strong network of supporters and champions to advocate for their vision."I've worked hard to build a strong stakeholder network, within Rolls-Royce, of people who I know will support [my] activity. Get people onside!”RELATED LINKSFind out more about Ellie Long…• On the NTU website, after her Rising Star success in the Great British Business Women of the Year awards• Through global business marketing platform EliteX• In this TA Disruptors podcastIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Ellie Long listen to previous episodes with…The former head of the RAF Sir Andrew Pulford CBE KBEThe former CEO of the Financial Ombudsman Service Caroline WaymanThe co-founder of the Amazing If… company Sarah Ellis

INTRODUCTION• Louise Rodrigues runs her own Dubai-based consultancy AQUILA, developing and delivering major building projects in the United Arab Emirates.• She graduated from Nottingham Trent in the year 2000 with a degree in building and surveying.• Louise began her career in London, developing education and healthcare buildings, with several companies including Atkins, DHP and Lendlease.• During the last two decades, she has worked across the Middle East on multi-billion-dollar developments, including new islands, luxury hotels, golf courses and resorts.• Louise also serves on the World Regional Board of the Royal Institute of Chartered Surveyors, where she is a champion of next-generation leadership.LEADERSHIP TAKEAWAYS from Episode 71 of the Business Leaders’ Podcast, with Louise Rodrigues…1 Direct communication is key – particularly when working across international boundaries…"I've become a lot more direct with instructions... it is better to be direct than be misunderstood."2 Team curation is critical. Leaders need to think about who they select for their teams…“You need to pick the right personalities." 3 When selecting staff, attitude often trumps technical skills…"You can train for technical skill. You can't train for attitude."4. Empathy and humility are essential…"There is no place for ego on big [construction] projects."5. Diverse teams produce better project outcomes…"You need lots of different viewpoints in the same room."6. Your reputation is crucial…"Always aim to leave a place in a better position than when you found it. Reputation goes a long way."7 Having a sense of humour helps navigate challenges…"If you can't have a laugh, situations can become quite bleak."8 Continuous learning is important…“People need to develop their skills [continuously].”RELATED LINKSLouise Rodrigues’ LinkedIn pagesLouise is a member of the World Regional Board of the Royal Institute of Chartered SurveyorsLouise was guest speaker at the 2024 CPI Trade Media digital construction summitIf you enjoyed this episode of the Business Leaders’ Podcast with Louise Rodrigues, listen to previous shows with…• The MD of Via East Midlands and Arc Partnership Dan Maher• Managing Director at Morgan Sindall Sean Bowles• Co-founder of the Amazing If… company Sarah Ellis

INTRODUCTION• Air Chief Marshal Sir Andrew Douglas Pulford, KCB, CBE, ADC, was born and brought up in Newark, Nottinghamshire, then attended Royal Air Force College, Cranwell, in Lincolnshire.• He joined the RAF as a helicopter pilot in 1977 and went on to fly Westland Wessex and Puma helicopters• He served in Northern Ireland and the Falklands War during early operational deployments. He went on to serve in Lebanon, the Balkans, Iraq and Afghanistan.• Sir Andrew held several command roles including Commanding Officer of No. 33 Squadron RAF and Station Commander at RAF Aldergrove• He progressed through senior leadership positions, including Air Officer Commanding No. 2 Group RAF and Assistant Chief of the Defence Staff (Operations)• Sir Andrew was appointed Chief of the Air Staff (CAS) in July 2013 – the first helicopter pilot to become Chief of the Air Staff in the RAF's history. He served as professional head of the RAF until his retirement in July 2016.• In 1994 – as a Group Captain – he chaired the RAF’s initial inquiry into the Mull of Kintyre Chinook crash that killed 29 people.LEADERSHIP TAKEAWAYS from Sir Andrew Pulford…• Lead with clear intent“[Ask yourself] What are we about? What are we for? What are we doing? If people don’t know why they’re there, then you’ve got something very wrong.”• Set achievable goals“If you’re offering [the people you’re leading] something that’s over-ambitious, and they can see that, then they’re not going to be with you… your credibility is gone.”• Build shared purpose“You’ve got to get people to buy into what you’re for… and they’ve got to believe in it.”• Practice self-criticism and reflection“At the end of any sortie, I sat down and debriefed – good and bad. You get into the habit of self-criticism. That didn’t stop when I stopped flying.”• Balance strategic focus with human connection“Go and listen [to people lower down the organisation], because stuff gets filtered if you’re at the very top. Sometimes you have to go and find out for yourself.”• Lead by sharing adversity“[When I was a commanding officer] I put the kit on and went on foot patrol in Helmand Province, Afghanistan, with the Royal Air Force regiment… [I gained a lot of] credibility and respect from that act.”• Always aim for excellence“What’s wrong with striving to be the best you can possibly be?”RELATED LINKSFind out more about Sir Andrew Pulford…• On the website of the Care after Combat charity, where he is a patron• In his Veterans Interview, with Paul Saxby, on YouTube• Through his speech to Defence and Security Equipment InternationalIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Sir Andrew Pulford, listen to previous episodes with…• Air Marshal Sir Baz North KCB, OBE• Former Chief Exec of the Financial Ombudsman Service Caroline Wayman• Sir John Peace CVO, CStJ

INTRODUCTION• Dr. Jessica Lautz is a prominent American economist and researcher in the field of housing.• She is Deputy Chief Economist and Vice President of Research at the National Association of Realtors – and has an office in Washington DC.• The NAR represents more than 1.5 million estate agents and real estate professionals across the USA, and is America’s largest trade association• Dr Lautz’s work focusses on analysing trends in the American housing market.• She regularly features as an expert analyst on American television and other major news and industry platforms.• In 2024 she testified before the US Congress on housing policy – and why young people are increasingly struggling to buy their first home.• In 2021 Dr Lautz was named as one of Housing Wire’s Women of Influence. In 2022 she was one of RIS Media’s Newsmakers• She earned her Doctorate in Real Estate at Nottingham Trent University. She also holds an MA in Public Policy from American University, Washington DC and undergraduate degrees in Political Science and Law and Justice from Central Washington University.LEADERSHIP TAKEAWAYS from episode 69 of the NBS Business Leaders’ podcast, with Dr Jessica LautzAlways lead with integrity“Telling people the truth when you're in front of a room is so incredibly important. Sugarcoating things and telling them, ‘Oh, it's all great’ – that's not going to help anyone.”Trust in your team’s expertise“Trust that you’ve hired the best person for a job… because you’re not actually an expert in what they do.”Learn from all the bad (male) bosses you’ve had“Tell yourself, I’m not going to do that!”Adapt your leadership to a changing workforce“Maybe it's COVID... but I do think this is a real shift in what staff want. Younger people take a more holistic view. They want to know the value of what they are doing – and the mission behind it.”Tailor your communication to your audience“Policymakers... realtors... media… they are all completely different. You have to know who you are talking to.”Face up to misogyny with poise and confidence“Two months ago I sat on a panel that was all men. [At one point] they actually told me to be quiet! Later I answered all the audience questions. I do think there is a karma. You can just let it roll…”Build an open-door, supportive culture among your staff“Meet with them on a regular basis… actually understand what they are working on.”Advice for leaders of the future…“Be nerdy! Being the most educated person on any single topic is not going to hurt you. Other people will want to know about it. Embrace your inner nerd!”RELATED LINKS• Dr Jessica Lautz is Deputy Chief Economist of America’s National Association of Realtors• She regularly posts on her LinkedIn pages• Dr Lautz’s PhD thesis was titled Is the dream still alive? Tracking home ownership amid changing economic and demographic conditions…If you enjoyed this episode NBS Business Leaders’ Podcast with Dr Jessica Lautz, listen to previous episodes with…• The former CEO of ASOS Nick Beighton• The CEO of Capital One UK Lucy Hagues MBE• The former CEO of the Financial Ombudsman Service Caroline Wayman

Episode 68Ben Dorks – From local entrepreneur to global tech CEOSUMMARYBen Dorks – From local entrepreneur to global tech CEOBen Dorks has taken Nottingham-based Ideagen from a £100m local software company to a £1bn international tech business. He left school with just a handful of GCSEs. But his drive, ambition and entrepreneurial spirit have built him a career as a hugely successful international CEO. A lifelong Nottingham Forest fan, his company’s logo also sits proudly on the shirt sleeve of the team he supports.And he has turned his passion for football into community impact, teaming up with Forest to launch the Think Big initiative that helps local teenagers discover careers in technology.In Episode 68 of the Nottingham Business School’s Business Leaders’ Podcast, Ben tells Visiting Honorary Professor Mike Sassi about his desire to inspire the next generation of entrepreneurs.INTRODUCTION• Ben Dorks left secondary school with four GCSEs. His first job was selling paper, pencils and pens.• In 2004 he and his brother co founded the Plumtree Group – an information-management software business focused on healthcare documentation. In early days, he covered the company’s payroll using credit cards and even remortgaged his home to keep the firm afloat.• In December 2012 Ben sold Plumtree to Ideagen and joined the company as Sales and Marketing Director.• He went on to become Chief Customer Officer, overseeing global sales, marketing, product, and professional services.• He also led Ideagen's successful transition to SaaS – a cloud-based recurring-revenue model. By 2021, 83 per cent of revenues were from Saas.• Ben was appointed CEO of Ideagen in May 2018 and began a strategy of growth through acquisition. Under his leadership, Ideagen has completed 29 acquisitions, including InspectionXpert (Sept 2018) and ConvergePoint (June 2025).• In 2022 Ben orchestrated the sale of Ideagen to HgCapital private equity for £1.1bn.• Since taking over as CEO, he has grown annual revenues from £30m to more than £300m.• In 2021 Ideagen teamed up with Nottingham Forest to launch the Think Big programme, to encourage teenage school pupils to take up careers in tech. More than 56,000 pupils, from 60 Nottinghamshire schools, have taken part.LEADERSHIP TAKEAWAYS from the conversation with Ben Dorks…• Resilience is essential: Ben’s early experiences – remortgaging his house and facing financial pressures – taught him the importance of resilience“It comes down to a belief in yourself. It comes down to a belief in the vision of what you’re trying to do and trying to achieve. And it comes down to, yeah, can we execute?”• Embrace risk and uncertainty: Leadership involves making big decisions and being comfortable with risk, especially when the outcome is uncertain“Ultimately, it’s about your risk profile. How you think about the challenges ahead. The resilience you have to cope with the normal ups and downs of running a business.”• Sales is a strong foundation: Ben credits his sales background for developing critical thinking, resilience, and the ability to understand and solve business problems.“For me, sales is a fantastic career. Now I genuinely believe that’s been the foundation of everything that I am today.”• Lifelong Learning: Leaders must be constantly adapting to rapid changes in technology, markets, and the world – especially in the current “super cycle” of AI“I think you are always the sum of all of your experiences. You have to be a lifelong learner.”• People, Product, and Customer Focus: Successful tech businesses revolve around engaged people, great products, and satisfied customers.“There are your people, your products, and your customers, and they are a fortuitous circle, because if you have great products, your customers will love you, and your people are engaged.”• Authenticity and Visibility: Ben believes in being authentic, transparent, and visible as a leader, modelling hard work and commitment for his team“Be authentic, be transparent... I also think it’s important to be visible. It’s important for staff to see that I’m working really, really hard.”• Value Cognitive and Background Diversity: Building high-performing teams requires a mix of entrepreneurial, corporate, and international backgrounds to foster challenge and improvement“I’m super conscious about cognitive diversity. People diversity is a given. But cognitive diversity is about where you’ve come from.”• Cultivate Future Leaders Early: Ideagen identifies high-potential employees and gives them leadership opportunities early, including running projects or business units“We’re putting those people in charge of small, mighty teams, really early, really young. We’re saying; Go and lead this project… Go and lead this business.”• Critical Thinking in the Age of AI: Future leaders need strong critical thinking skills to adapt, refine, and challenge AI-generated solutions“You the ability to understand AI and then critically adapt the prompt that you’re putting in to keep refining and refining the answer.”• Give Back and Inspire: Ben’s commitment to the Think Big initiative and community programs shows the importance of using leadership to inspire and create opportunities for the next generation“The Think Big initiative uses the Nottingham Forest Community Trust... to go into schools, to 14, 15, and 16-year-olds, and talk to them about what careers in tech are.”RELATED LINKSFind out more about Ben Dorks…• On the Ideagen website• On Ben Dorks’ LinkedIn pages• In this Sky News storyIf you enjoyed this episode NBS Business Leaders’ Podcast with Ben Dorks, listen to previous episodes with…The former CEO of fashion retailer ASOS Nick BeightonThe CEO of transport tech company Microlise Nadeem RazaThe MD of beauty accessory brand Tweezerman UK Ajay Sethi

Episode 67Caroline Wayman – Leadership under pressureSUMMARYCaroline Wayman is an accomplished, high-profile leader who – as Chief Executive of the Financial Ombudsman Service – lead the drive to compensate bank customers caught up in the national Payment Protection Insurance (PPI) scandal.Over ten years, her team dealt with two million PPI complaints, forcing the banks to hand over £38bn in compensation to customers who had been wrongly sold insurance policies.In Episode 67 of the Nottingham Business School’s Business Leaders’ Podcast, Caroline tells Visiting Honorary Professor Mike Sassi about the pressures of working in the national news spotlight – and the importance of being guided by a set of core values.INTRODUCTION• Caroline Wayman leads the Global Financial Services practice at PA Consulting• She previously worked at the Financial Ombudsman Service for 22 years, rising from Principal Ombudsman to Legal Director and finally Chief Executive, a position she held for seven years.• At the FOS, she oversaw the handling of two million Payment Protection Insurance complaints. Her workforce grew from 1,200 to 4,500.• Under her leadership, the FOS forced banks to return £38bn in compensation to customers.• Caroline is recognised as an expert in UK consumer issues, governance and leadership.• She has also been a member of the board of the Crown Prosecution Service,• Caroline originally trained as a barrister, after graduating from Nottingham Trent with a degree in law.• Since 2022, she has chaired the board of governors at NTU.LEADERSHIP TAKEAWAYS from the 67th episode of the NBS Business Leaders’ podcast, with Caroline Wayman• Employ people for their values more than their skills… "We recruited primarily on values [at the FOS] If people have got the right values and behaviours, we can teach them the rest."• It’s important to keep your staff informed as your organisation grows… "How you communicate has to change when you grow, because there comes a point at which you can't just get everybody in a room."• During tough times be able to rely on the people around you… "I learned a lot about the importance of having a really great team."• Develop resilience to handle public scrutiny… "You have to have a thick skin. I don't naturally have a particularly thick skin – but [as CEO at the FOS] I developed one."• Successful leaders often focus on making a difference… "My biggest driving force is the desire to make a difference. I want to feel that I've made something better."• Try to have a ‘customer-centric’ approach… "My job [as CEO at the FOS] was, in large part, trying to help financial businesses to do the right thing for their customers."• Be strategic about your networking… "Networking is not going to conferences and just working the room... it’s about building trust with people."• The best leaders work to create opportunities for other people.. "I'm really passionate about... how, through education, we can open up doors for people. We have to try to help people come through."• Always be guided by your core values… "Leadership has to be values driven. Otherwise, what else guides you?"RELATED LINKS• Caroline Wayman is Global Head of Financial Services at PA Consulting• Caroline wrote this piece about financial regulation for the Financial Times • There’s more about Caroline Wayman on her LinkedIn profileIf you enjoyed this episode NBS Business Leaders’ Podcast with Caroline Wayman, listen to previous episodes with…• The former CEO of ASOS Nick Beighton• The Vice Chancellor of Nottingham Trent University Professor Edward Peck CBE• The CEO of Capital One UK Lucy Hagues MBE

Episode 66Dr Marcellus Baz BEM – Building relationships and making a differenceSUMMARYDr. Marcellus Baz BEM is an award-winning social entrepreneur, youth mentor, and the founder of Switch Up and the Marcellus Baz Foundation. Honoured with a British Empire Medal and an honorary doctorate from Nottingham Trent University, Baz has dedicated his life to empowering young people affected by crime, violence, and inequality. Through sport, mentoring, and education, he leads a powerful movement for change across Nottinghamshire and beyond. In Episode 66 of the podcast, Baz shares his journey, the challenges of social enterprise, and how business can be a force for community transformation.INTRODUCTION• Marcellus Baz was born in the Meadows area of Nottingham. His early years were shaped by hardship and violence, with mental health struggles, run-ins with the law and the ever-present pull of gang culture.• He found an escape through a local boxing gym, where he threw himself into training for a professional boxing career.• At the age of 23, his dream was cut short after a knife attack by local gang members left him with life-threatening injuries. He recovered – but never boxed professionally.• He enrolled at college, secured a job at a local sports centre and became a mentor to the young people around him.• In 2014 he set up and registered the Nottingham School of Boxing as a charity. In 2022 he set up the Mansfield School of Boxing. Both organisations are now part of umbrella charity the Marcellus Baz Foundation.• In recognition of his community leadership, Baz was awarded the British Empire Medal in 2017. He was named BBC Sports Personality of the Year’s Unsung Hero in 2016. He received his trophy from HRH The Prince of Wales, Prince William. In 2022 he received an Honorary Doctorate from Nottingham Trent University.• Baz also founded Switch Up – a social enterprise that provides jobs, education, mentoring and counselling to scores of young people in and around Nottingham.• Baz’s Five Pillar Model of help and training has become internationally recognised, inspiring similar programmes across Europe and America. The five pillars are mentoring, counselling, physical activity, education and employability.• Baz is currently bringing together local businesspeople, charities, and public figures to drive social change, under the banner, Uniting Nottz. The group is writing a report about the problems of Nottingham that local MPs have promised to take to Parliament.LEADERSHIP TAKEAWAYSEleven leadership takeaways from the podcast conversation with Marcellus Baz1. Your environment shapes your destiny…"Your environment influences your thinking. Your thinking influences your feelings. Your feelings influence your actions. Your actions influence your habits. And your habits influence your destiny."2. The best leaders are authentic…“You're a human being, and you can be vulnerable."3. Understand your ‘Why?’..."Every leader who really has achieved something, understands their inner values, their drivers and why [they do what they do]"4. Good leaders build relationships across boundaries…"It's about treating people with respect and having that humility… not coming with an ego, not coming with pride."5. Great leadership is underpinned by moral leadership…“It's really important to be a courageous and authentic leader, to understand what your mission is, and to be able to stick to that."6. It’s important for leaders to listen…“It’s how you get people invested in your vision."7. Seek counsel from like-minded people…"Have people with similar values around you… people that are on the same page as you. Having the fellowship of people you can seek counsel from, is really important."8. Constantly build teams and alliances…“Leadership is about respect, communication, and having a collective mission."9. Always have hope…“Hope comes from stories of people that have made transformations."10. Surround yourself with expertise…“If I was going to build a house and I wanted the best roof, I'm not going to go to a vet for advice! I'm going to go to a construction consultant – and the best one."11. Practice self-reflection…“Always look to yourself. Get to know who you are."RELATED LINKS• The Marcellus Baz Group website is here• In 2018 Marcellus Baz did a TED talk entitled Your tribe is your vibe…• There’s more about the Marcellus Baz story from Sport in criminal justice…If you enjoyed this episode NBS Business Leaders’ Podcast with Dr Marcellus Baz, listen to previous episodes with…• The MD of Via East Midlands and Arc Partnership Dan Maher• The Chief Executive of Nottingham Building Society Sue Hayes• The Managing Director of Morgan Sindall Sean Bowles

Nottingham Business School’s Business Leaders’ PodcastEpisode 65Dr Anino Emuwa – Why women leaders face unconscious biasSUMMARYDr Anino Emuwa is an entrepreneur, academic and thought leader. She is also a passionate advocate for women in leadership. In Episode 65 of the Nottingham Business School’s Business Leaders’ Podcast, Dr Anino talks to Visiting Honorary Professor Mike Sassi about the unconscious bias faced by women leaders. She also highlights how AI is reinforcing centuries-old stereotypes – and explains why gender-balanced leadership benefits everyone in society.INTRODUCTION• Dr. Anino Emuwa is a distinguished international management consultant, renowned for her expertise in women's leadership, entrepreneurship, and emerging technologies.• She has more than 25 years of experience spanning corporate banking, consulting, and academia. She has significantly contributed to promoting gender diversity and leadership excellence globally.• She is founder and Managing Director of the Avandis Consulting, a strategy and financial advisory firm based in France, specialising in empowering leaders and entrepreneurs.• Dr Anino is also founder of 100 Women@Davos, a global community of women leaders, collaborating with the World Economic Forum to foster leadership and innovation. • She is also founder of the African Women CEOs Network, a pan-African platform connecting over 500 women CEOs, founders, and entrepreneurs to drive economic growth and leadership. • Dr Anino has served on the board of Nottingham Trent University since 2022.• She has a Doctorate in Business Administration from Nottingham Business School, focusing on women's leadership and entrepreneurship; an MBA from Cranfield School of Management; and a BSc in Economics from the London School of Economics.• She serves on the Expert Advisory Group on Diversity and Inclusion of the Institute of Directors and holds a Fellowship of the Chartered Management Institute.• Dr Anino was born in Nigeria and has lived and worked in six countries. She is fluent in English and French.• Since 2023 she has been a LinkedIn Top Voice (invitation-only group of professional experts, worldwide) on Gender Equity. Her posts are extremely well read.TEN LEADERSHIP TAKEAWAYS from Dr Anino Emuwa1. Leadership is about creating value for others…"Leadership is not about personal glory but about driving positive change." 2. Early role models are important…"Growing up with my mother [a senior lawyer], I considered it completely normal that a woman could have a successful professional career." 3. Effective leadership combines assertiveness with empathy…“There’s a misconception that certain leadership qualities like assertiveness and decisiveness are inherently masculine. Research shows that both men and women possess these traits.”4. Unconscious biases affect perceptions of leadership…"There’s an experiment in schools where children are asked to draw a scientist, an astronaut, or a surgeon… and 90 per cent draw men."5. Diverse leadership teams perform better…“Studies from organisations like McKinsey have shown that companies with gender-balanced leadership perform better."6. Despite their qualifications, women face leadership bias…“This unconscious bias means women are often overlooked for leadership roles even when they have the requisite skills and potential." 7. Gender equality impacts societal well-being beyond work…"In more gender-equal societies, even male suicide rates are lower. This shows that inclusivity and balanced leadership have benefits that extend beyond just individual companies." 8. Women must develop robust professional networks..."Women very often do not have the kinds of networks that are essential in business. They frequently end up growing their businesses alone." 9. Everyone should advocate for inclusive AI development…"Unless we’re very careful, AI can institutionalise gender biases from historical data." 10. Women make good leaders…"Women need to be confident in their ability to lead – and I’m passionate about helping them realise that." RELATED LINKS• Dr Anino Emuwa is a LinkedIn Top Voice, for gender equity.• Dr Anino is a member of the Institute of Directors, where she serves on the Diversity and Inclusion Group.• Dr Anino is an international management consultant. She founded the company Avandis ConsultingIf you enjoyed this episode NBS Business Leaders’ Podcast with Dr Anino Emuwa, listen to previous episodes with…City banker Dr Heather Melville OBEThe Chair of the English Football Association Debbie Hewitt MBEThe founder of the School of Artisan Food Alison Swan Parente MBEThe CEO of the Chartered Institute of Management Ann Francke OBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 64Anton Roe – How the best companies grow their own future leadersSUMMARYAnton Roe first joined the fledgling MHR payroll software company as an apprentice, on a £27-a-week Youth Training Scheme. More than 30 years later, Anton is now the company’s CEO – and MHR software pays the salary of more than three million people across Britain.In Episode 64 of the Nottingham Business School’s Business Leaders’ Podcast, Anton tells Visiting Honorary Professor Mike Sassi about his rise from tech trainee to strategic leader.He passionately believes that chief execs are only as good as the teams of colleagues they build around them. Which is how the best companies nurture talented staff – and grow their own future leaders.INTRODUCTION• Anton Roe is Chief Executive at Nottingham-based HR, payroll and finance technology company MHR International.• MHR manages human resources for companies, councils, universities and Government departments – including Admiral, Trailfinders, Companies House and the National Gallery.• The company employs more than 900 people, has more than 1,400 customers and provides payroll services to more than three million people.• Anton started at the company as an apprentice analyst, on a Youth Training Scheme, back in the 1990s.• He was appointed Chief Exec in 2017 when the company’s turnover was £50m and it employed 600 people. Today turnover has increased to more than £134m – and in 2024 MHR took on a 900th staff member.• In 2021 MHR was granted a prestigious Royal Warrant for the supply of Payroll and HR Systems to the Royal Household.• In 2024 MHR was one of the Sunday Times’ 100 best places to work in Britain.• MHR was founded by John Mills, in 1984, as Midland Software Limited. His daughter Jessica Mills was appointed Chairman in 2021.LEADERSHIP TAKEAWAYS1. Strong leadership means everyone understands what you’re trying to do…“We’ve tried to make sure that what we’re trying to achieve and why it’s so important is absolutely crystal clear and people are on that journey with us.”2. Good leaders tailor communication for different roles in the business…“How we talk to a team of salespeople is not the [same] way we talk to a team of software engineers or consultants.”3. You can build a successful career within one company by constantly evolving…“If you’re prepared to move with the times, take on board new ideas, not be afraid of change… absolutely you can [build a career in a single company].” 4. Success in leadership depends on trusting and empowering your team…“No manager, no matter how capable they are, can survive if they haven’t built a good team of people around them... All good business leaders surround themselves with people who’ve got skills they don’t have. No person is an island."5. Effective problem-solvers understand the challenge…“First port of call is to absolutely understand what the problem is before you rush to the solution.”6. Successful leaders embrace continuous learning…“I needed to push myself into areas that maybe I wasn’t necessarily comfortable with. Also not be afraid to accept that the skills I had were quickly getting out of date.”7. Long-term investment creates stability and reduces friction in leadership decision-making…“We reinvest 20 per cent of our turnover back into the business… my job is to make sure we spend that money effectively, but we’re constantly moving the company forward.”8. Don’t be afraid to delay decisions if something isn’t ready…“[On one occasion] I should have had a grown-up conversation about a software project not being ready to be released to customers, rather than worrying about hitting a date. I learned my lesson!”9. Let passion for your industry fuel your leadership…“I get excited by opportunities… AI is going to present so many opportunities for people to do so many things differently.”RELATED LINKS• Anton Roe is CEO of MHR International. The company website is here…• Anton Roe’s LinkedIn profile is here…• Anton Roe’s profile on business website The Org is here…If you enjoyed this episode NBS Business Leaders’ Podcast with Anton Roe, listen to previous episodes with…• the former VP of Manufacturing at Toyota Europe Marvin Cooke OBE• the former CEO of e-commerce fashion retailer ASOS Nick Beighton• the Chief Marketing Officer at Boots UK Pete Markey

Nottingham Business School’s Business Leaders’ PodcastEpisode 63SUMMARYRob Barker – The importance of rational optimismRob Barker is an entrepreneur, adviser and investor in the international fitness industry. He started his career as a sales rep with Precor – one of the world’s largest suppliers of gym equipment – rising to the rank of President.He then led the team that sold Precor to American fitness giant Peloton for $420m. Rob is now an investor in, among others, billion-dollar fitness tech company EGYM.In Episode 63 of the Nottingham Business School’s Business Leaders’ Podcast, Rob tells Visiting Honorary Professor Mike Sassi how he stays optimistic, leads by example… and tries to improve his performance by 15 per cent every year! INTRODUCTION• Rob Barker grew up in Maidenhead and was the first member of his family to go to university. He graduated from Nottingham Trent in 1988.• In his teens and 20s, he was an international-standard rower.• Rob started with American fitness equipment company Precor as a sales representative in London.• He went on to hold various leadership roles, including European Managing Director and eventually President of Precor, overseeing global operations and spearheading innovation in fitness and commercial gym equipment.• In 2020, Rob led Precor’s acquisition by Peloton for $420 million. He served as a senior executive at Peloton post-acquisition.• In 2022 he left Peloton to start a new career as investor in, and advisor to, multiple health and fitness technology firms.• He currently works closely with Munich-based EGYM, a billion-dollar fitness tech company integrating AI into health clubs. He also supports Holmes Place, a premium European health club chain.• Rob has relocated to Portugal with his family and is still an enthusiastic endurance athlete, participating in Ironman triathlonsLEADERSHIP TAKEAWAYSLeadership takeaways from Episode 63 of the NBS Business Leaders’ Podcast, with entrepreneur, investor and leisure industry leader Rob Barker.1. Rational optimism is a leadership mindset…"Rational optimism was the phrase I used all the time – and still do. You need to see things for truly what they are. No sugar coating. But at the same time, always be optimistic that tomorrow is going to be better because of your actions today."2. Make sure you are surrounded by strong people…"The more senior I got, the more I realized that all of my success was actually in the agency of others... Most successful leaders will surround themselves with people that are better than them – and feel comfortable about it."3. Candid communication is important…"One thing that was missing at Peloton, is that that didn’t have a culture of candidness that would allow others to come up with a different opinion."4. Be aware of potential opportunities…"I was working at a leisure centre that had the first gym in Maidenhead. Olympic gold medallist Steve Redgrave opened it… and it was just a squash court, but it was packed! I thought, ‘I'll tell you what the next big wave is in this industry. It's going to be around working out indoors, on machines. I need to get into that.’"5. Leaders embrace continuous learning…"I created my own training plan, just like a rowing coach would... I started reading marketing books, put myself on the Charter Institute of Marketing, spoke to people and found the gaps [in my learning]."6. Hard work matters as much as raw talent…"You can always ‘out-work’ people. Including 95% of the people you compete with for jobs.”7. Successful leaders are visible – and lead by example…"As a leader, you’re always on deck. Your behaviours, your approach, and your actions will always be observed. And the more senior job you get, the higher the radio tower. But you have to start with your own personal performance."8. Don’t let fear stop you taking big opportunities…"I turned down a job in my earlier career because I was too scared that I might fail. Even though things turned out great, I promised myself I’d never do that again."9. Always be striving to improve, even when you’re successful…"A lot of people take their foot off the gas when they get to about 30… but if I worked it out that if I just got better 15% every year, [by now] I’d be 268 times better."10. And Rob’s advice for would-be leaders? "Stay humble. Respect everyone. Seek mentorship – and coaching. But [most of all] be optimistic. Be rationally optimistic! "RELATED LINKS• Rob Barker is an investor, entrepreneur and advisor to the international fitness industry. His LinkedIn profile is here…• As President of Precor, Rob Barker gave a long and detailed YouTube interview about the challenges facing the fitness industry, post-COVID… • Rob Barker’s recent guest lecture at Nottingham Trent is here…If you enjoyed this episode NBS Business Leaders’ Podcast with Rob Barker, listen to previous episodes with…• the Managing Director of Seiko UK David Edwards• the Chief Marketing Officer of Boots UK Pete Markey• the former VP of Manufacturing at Toyota Europe Marvin Cooke OBE

Episode 62Sarah Ellis – Making ‘squiggly careers’ better for everyone SUMMARYSarah Ellis is co-founder of the pioneering Amazing If company that is revolutionising the way in which people view their careers. She and her business partner Helen Tupper have written two Sunday Times best-selling books about their innovative Squiggly Careers theory. They also host the hugely popular Squiggly Careers podcast.In Episode 62 of the Nottingham Business School’s Business Leaders’ Podcast, Sarah tells Visiting Honorary Professor Mike Sassi about recognising that the traditional career ladder no longer exists... and embracing squiggly careers.INTRODUCTION• Sarah Ellis is co-founder (with her business partner Helen Tupper) of Amazing If, a company dedicated to helping people navigate modern, "squiggly careers” through coaching, workshops, and resources.• She is also co-author (with Helen Tupper) of two Sunday Times bestsellers, focusing on career development, adaptability, and professional growth.• Sarah co-hosts the Squiggly Careers podcast, providing career insights, practical advice, and interviews with industry leaders.• Sarah and Helen developed the Squiggly Careers framework, redefining career progression beyond traditional corporate ladders.• Sarah Ellis has worked in leadership roles at several major companies, including Sainsbury’s, Barclays and Boots.• Amazing If works with several global brands, including Microsoft, Unilever, and British Airways, on career development and employee growth.• The company also advocates for internal career mobility, encouraging organizations to help employees "squiggle and stay."• Sarah and Helen are passionate about continuous learning, believing in experimenting, embracing mistakes, and taking ownership of career growth.• Sarah Ellis and Helen Tupper first met when they were both undergraduates at the Nottingham Business School.LEADERSHIP TAKEAWAYS from Sarah Ellis, co-founder of the Amazing if company1. The traditional Career Ladder is outdated“We develop in different directions. We're unlearning and relearning all the time. There are more opportunities – but there are also more obstacles. Nobody climbs the ladder in a predictable way.”2. Mentorship is often key for career development“People should think of mentoring informally. Ask yourself, what do I want to learn? And then think, who can help me?”3. Clarity gives your ideas and actions impact“I would rather people know one thing, know it well and know how to use it… rather than five things where they're kind of ‘all over the place’.”4. Serendipity can shape careers“There was a brilliant lady called Lisa Thomas… She said to me, ‘Why are you not doing Amazing If full-time?’ And I realised I didn’t have a good answer. I remember thinking, ‘I'm going to be working for a long time, and I’ll always regret it if I don’t give this a go.’”5. Own your mistakes“Every mistake you make at Amazing If, you share with everyone in the company. It’s never a problem, and it works brilliantly.”6. Partnerships strengthen leadership“[Co-owner] Helen [Tupper] and I are really different… But what we have in common are our values. And that makes a huge difference in running a company together.”7. Create, don’t wait!“Don’t wait for someone to tell you what to do. Figure out what you’re interested in and take the initiative.”8. Self-reflection is the key to personal growth“Ask yourself, what matters most? If you can answer that, you can make better decisions, prioritise effectively, and communicate clearly.”9. Leaders should always be willing to share their career journeys“We assume leaders had a master plan. That’s never true. They’ve said yes to opportunities, done things that scared them, and learned along the way.”10. Curiosity fuels career progression“Any opportunity you get to spend time with people who are different from you and outside of ‘your ordinary life’ is so useful to broaden your thinking.”11. Leadership is about enabling others“The best thing a leader can do is create opportunities for others. Help them ‘squiggle and stay’ rather than feel stuck or wait for promotions that may never come.”12. Learn from every experience“Never live the same year twice. You can stick in the same job but always be thinking about how you can grow and learn.”RELATED LINKS• Sarah Ellis is co-founder – with Helen Tupper – of the Amazing If company• In 2021, Sarah Ellis and Helen Tupper delivered a seminal TED Talk about Squiggly Careers, inspiring millions with insights on career growth and adaptability. It has been watched by two million people.• In 2024 Sarah Ellis was named on the Women in Leadership Power List, showcasing top female business leaders in the UK.If you enjoyed this episode NBS Business Leaders’ Podcast with Sarah Ellis, listen to previous episodes with…• the CEO of Nottingham Building Society Sue Hayes• the Chief Marketing Officer of Boots UK Pete Markey• former Vice President of Manufacturing at Toyota Europe Marvin Cooke OBE

Episode 61Salma Tuqan – Cultural leadership at Nottingham ContemporarySUMMARYSalma Tuqan is Director of Nottingham Contemporary – one of Britain’s most prestigious galleries outside of London. She has worked with arts organistions all over the world, and for eight years was inaugural Curator of Middle Eastern Art at London’s Victoria and Albert Museum. During Episode 61 of the Nottingham Business School’s Business Leaders’ podcast, Salma talks to Honorary Visiting Professor Mike Sassi about her cultural leadership, her Palestinian heritage and her fundamental faith in people.INTRODUCTION• Salma Tuqan has been Director of Nottingham Contemporary since 2023. She is a contemporary art and design curator and cultural strategist • In addition to her role at Nottingham Contemporary, she is also a board member at the Rivers Institute in New Orleans and a committee member of the Arab Image Foundation. • Salma spent eight years (2011 – 2019) as the inaugural Middle East Curator at London’s V&A Museum.• She was previously Head of Projects at Arts Dubai international art fair• Salma moved to Britain to go to school. She graduated from Cambridge University with BA and MA degrees in the History of Art.• She was born into a Palestinian family and spent her early years in Kuwait. Her father was brought up in Lebanon – her mother in Libya.LEADERSHIP TAKEAWAYS from Salma TuqanOn what underpins her leadership…“I fundamentally believe in people. That has carried through my whole career and into my leadership style."On having well-defined personal values…“I feel very strongly about equity, honesty, transparency and social justice. That lends itself hugely to the leadership principles I believe in… which are ultimately all about community."On running one of Britain’s most prestigious galleries outside of London…“It’s challenging, but it's also exciting… creating a diversity of income streams… not being wholly reliant on one source… really thinking about the creative capital that exists within the team."On the skills needed in her leadership role…“It’s about project management. It's about relationship building. It’s about collaboration, And it’s also about fundraising."On the importance of perspective…“[As a leader] you need to have an attitude of putting things in perspective, taking them in your stride. Rolling with things is important."On the importance of planning…“We're developing a business plan ‘til the end of the decade… future-proofing the organization. You need to leave something in a better place than where you found it."And advice for would-be leaders?“Know when to not take things too seriously! There are many instances in my career that I imagined were huge challenges or obstacles. Actually, many turned out to be blessings."RELATED LINKS• There’s more about Salma Tuqan on her website• Salma Tuqan’s LinkedIn pages are here• Salma Tuqan is a selection committee member for 2025 Onassis AiR Open CallIf you enjoyed this episode NBS Business Leaders’ Podcast with Salma Tuqan, listen to previous episodes with…• the CEO of Nottingham Building Society Sue Hayes• the Chief Marketing Officer of Boots UK Pete Markey• former Vice President of Manufacturing at Toyota Europe Marvin Cooke OBE

SUMMARYMarvin Cooke OBE – From apprentice engineer to European Vice President in the car industryMarvin Cooke OBE was Vice President of Manufacturing for Toyota Europe – responsible for more than 20,000 staff and the production of 800,000 cars, at factories in Britain, France, Poland, Turkey and the Czech Republic. He started out as an apprentice engineer. Today he is Professor of Entrepreneurship at Derby Business School.During a candid conversation for Episode 60 of the Nottingham Business School’s Business Leaders’ podcast, Marvin talks to Honorary Visiting Professor Mike Sassi about the importance of mentors, the fascination of engineering, and the nagging fear of failure that drives him on.INTRODUCTION• Marvin Cooke was born and bred in Derby. He joined the Toyota factory, in Derby, in 1991 as a junior engineer• He previously completed an apprenticeship at Pirelli Tyres, in Burton upon Trent – and graduated from Nottingham Trent with a degree in Electrical Electronic Engineering. • He worked for Toyota for more than 30 years. In 2020 he was appointed Vice President, Manufacturing at Toyota Europe• As VP, Marvin was responsible for production of more than 800,000 Toyota vehicles a year, at plants employing more than 20,000 people, in Britain, France, Poland, the Czech Republic and Turkey.• In August 2024 he was appointed Professor of Enterprise at the University of Derby Business School.• In January 2025, he was awarded an OBE for services to automotive manufacturing, in the King’s New Year’s Honours List.LEADERSHIP TAKEAWAYS from Marvin Cooke, former Vice President of Toyota EuropeOn having a career plan…“As a 16-year-old, I knew that I wanted to be an engineer. I always enjoyed technical things. But at that age I never imagined going into leadership.”On being driven to succeed…“I’ve always had imposter syndrome – and quite a fear of failure. I want to do well for the people I work for. And for the people who work for me.”On the need to create contacts and networks…“I wish I’d talked to more leaders early in my career. Because when I started speaking to them, I found they had more in common with me than I thought.”On where to seek advice…“For leaders [and aspiring leaders] mentors are so important. And I don't always think your mentors should necessarily be in a higher position than you.”On what Marvin was looking for, when taking on staff…“Transferable skills are key. Of course, we were looking for the core competencies. But we often hired people not for everything they had now, but for what they could be in the future… people we thought had aptitude, energy, passion, and were willing to learn.”On why leaders need to talk to their staff… “There was nothing more enjoyable for me than being with the people doing the daily job. What people deliver when they feel that what they're doing is important, is a tremendous thing.”On the downside of remote working…“Hybrid working is very important. But I'm not convinced 100% remote working is healthy because culture is also important. In the past, we were able to develop culture by proximity… people working together. We're not in that same situation today.”On the thrill of being a leader…“I got into engineering. I ended up in leadership. That wasn't necessarily an easy decision or pathway. But I'm very pleased I did it because it's given me a lot of opportunities.”RELATED LINKS• There’s more about Marvin Cooke on his LinkedIn profile• Marvin Cooke’s appointment to Derby Business School is reported on Insider Media• Marvin Cooke is in conversation on the Process Management International YouTube channelIf you enjoyed this episode NBS Business Leaders’ Podcast with Marvin Cooke, listen to previous episodes with…• The former CEO of ASOS Nick Beighton• The CEO of Capital One UK Lucy Hagues MBE• The CEO of transport tech giant Microlise Nadeem Raza

Episode 59SUMMARYDavid Edwards – Leadership and luxury in the watchmaking industryDavid Edwards is Managing Director of Seiko UK. He has been a senior leader in the British watchmaking industry for more than a quarter of a century, with brands including Seiko, TechnoMarine, Swatch and luxury Swiss timepieces Richard Mille.In Episode 59 of the Nottingham Business School’s Business Leaders’ podcast, David talks to Honorary Visiting Professor Mike Sassi about developing future leaders, marketing heritage brands, and dealing with customers who pay £100,000 for a diamond-encrusted wristwatch.INTRODUCTION• David Edwards is Managing Director of Seiko UK, part of the Tokyo Stock Exchange Listed Seiko Group Corporation• Seiko UK is a wholly owned subsidiary, operating in the UK, Ireland and South Africa• Since joining Seiko UK as MD in 2018, David has overseen the company’s strategic direction and operations• Last year Seiko celebrated 100 years since it made its first wristwatch• Seiko has been British retailers’ Watch Brand of the Year for four of the last five years• David has been a leader in the watch-making industry for almost a quarter of a century. His career spans globally recognised brands including Seiko, Richard Mille, TechnoMarine and Swatch• He was Commercial Director then Managing Director of Richard Mille EMEA, the maker of luxury Swiss watches that sell for more than £100k, between 2009 and 2018• David studied for his MBA at Nottingham Business School, while working as a Marketing Manager at Raleigh UK, between 1997 and 2000LEADERSHIP TAKEAWAYS from David EdwardsYou don’t have to be an accountant to get to the top…“As a young marketeer I wasn't really sure if marketeers could become MDs or CEOs. Most of them seemed to be chartered accountants. But... there is a route. And I did it!”Would-be leaders need not be shy…“Looking back, I wasn't prepared to be as forthright as I should have been. Or as willing to share an opinion.”Aspiring leaders must connect and meet people…“Building networks inside and outside your business is something you need to do in the early part of your career. It's an essential skill.”Successful leaders listen…“I'm very open. I value input. I actively encourage my senior team to tell me exactly what they think. Always!”Leaders should always take time to develop future leaders…“Never forget that the people you are managing are looking for help from you to manage their own careers. You have to properly develop people. That's a big responsibility.”Advice to business people starting out in their careers?“Take an interest in other parts of the business, rather than just your own speciality. It will help you.”Working for a luxury brand like Richard Mille (where watches sell for £100k-plus) presents special challenges…“Every client is a high net worth individual. You’re not trying to find new customers – at that level, they find you. You manage allocation as opposed to finding sales.”RELATED LINKSRead more about David Edwards…• On his LinkedIn profile• On the NTU website• On the WatchPro industry news websiteIf you enjoyed this episode NBS Business Leaders’ Podcast with David Edwards, listen to previous shows with…• The CMO of Boots UK Pete Markey• The CEO of Capital One UK Lucy Hagues MBE• The Chair of the English Football Association Debbie Hewitt• Paralympic gold medallist Charlotte Henshaw

Episode 58SUMMARYDan Maher – Leadership in the construction industry, where public and private sectors meetDan Maher has spent more than four decades in and around the construction industry.He is now MD of both Via East Midlands and Arc Partnership, two companies providing services for Nottinghamshire County Council. But he started his career as a teenage apprentice at Sheffield City Council.In Episode 58 of the Nottingham Business School’s Business Leaders’ podcast, Dan tells Honorary Visiting Professor Mike Sassi about people-centric culture, walking the business… and the differences between working in the public and private sector.INTRODUCTION• Dan Maher is MD of Arc Partnership and Via East Midlands. Both companies are Alternative Service Delivery Models established by Nottinghamshire County Council.• The companies employ more than 800 staff and have a combined annual turnover of more than £35m.• Arc Partnership delivers property design, consultancy, planning, regeneration, project management, emergency, reactive, compliance asset management and planned services on behalf of the council• Via East Midlands does third-party work with both public and private-sector organisations and is a public contracting authority.• Via delivers design and consultancy services, highway maintenance, construction, signals and lighting, environmental management, fleet services and road safety. It also provides highway management services to the council.• Dan has more than 41 years of experience within construction, across both the Public and Private Sectors.• He left school at 18, in 1983, and joined Sheffield City Council as a management trainee. The council subsequently sponsored him through an MSc in Human Resources Management at Sheffield Hallam University.• Later in his career, Dan joined Kier Group as a Development Director. He worked at Kier for 11 years, with his final role being Operations Director for the East of England.• In 2016 he was appointed MD Arc Property Services Partnership, a joint venture between Nottinghamshire County Council and Scape Group.• In 2022 Dan took on an additional role as MD of Via East Midlands.LEADERSHIP TAKEAWAYS from Dan Maher, MD of Via East Midlands and Arc Partnership…“First impressions matter. Your reputation is either won or lost within the first two or three weeks of a new job.”“It’s not always about being the brightest person in the room. But it’s often about having the strongest work ethic.““I’ve always tried to create a people-centric culture wherever I’ve worked. Because [as a leader] people are your greatest asset.““Early in my career I decided I had to appoint people who were better than me – and not be scared of that.”“My advice to future leaders? Be patient! I’ve seen too many people want to develop their careers too quickly. You are much better off getting a broad range of experience with a broad range of organisations. And trying to enjoy life at the same time!““Being a good leader is all about knowing when to take on another person‘s problems – and when to leave the problem with them so they can learn. Knowing when - and when not - to step in, is important.““As a leader, I have to work on the business rather than in the business. But there is still nothing better than walking the job… talking to architects, consultants, the guys who are mending potholes all day... They appreciate it.”“Having a car parking space with an MD‘s name on it is bureaucratic graffiti.”“Leadership is all about collaboration. It’s about having patience and taking the time to understand other people.“RELATED LINKSIf you enjoyed this episode NBS Business Leaders’ Podcast with Dan Maher, listen to previous shows with…• The CMO of Boots UK Pete Markey• The CEO of Capital One UK Lucy Hagues MBE• Sean Bowles, MD at Morgan Sindall

Nottingham Business School’s Business Leaders’ PodcastEpisode 57SUMMARYSue Hayes – modernising a 174-year-old financial institutionBanker Sue Hayes is the first woman CEO of the Nottingham Building Society in its 174-year history.She arrived in Nottingham via senior leadership roles at GB Bank, Aldermore Bank, Barclays and Santander.In Episode 57 of the Nottingham Business School’s Business Leaders’ podcast, Sue tells Honorary Visiting Professor Mike Sassi about the significance of data, her fascination with Nudge Theory and the problem with Robin Hood.She also tells him that women leaders are too often underestimated.INTRODUCTION• Sue Hayes became the first woman chief executive of the Nottingham Building Society in its 174-year history, in 2022.• The Nottingham is the ninth biggest mutual society in Britain, with 31 branches and 500 staff.• Sue started her career as a trainee legal executive, but soon moved into finance.• She went on to be MD of business banking at Barclays Corporate, group MD of retail bank Aldermore, then CEO of start-up GB Bank.• Sue has spent the first three years of her leadership at Nottingham Building Society focussing on team building, digital innovation and strategy.• The Nottingham has increased lending to 'non-traditional borrowers' who may have previously struggled to qualify for a mortgage• This group includes entrepreneurs, freelancers, the self-employed, gig economy workers and foreign nationalsLEADERSHIP TAKEAWAYS from Sue Hayes:Leaders shouldn’t have too many priorities…“You need one good thing a year on your CV to build a story. Do one big thing and do it really well. Make it noteworthy. That’s much stronger.”Changing culture in a 174-year-old organisation is not straightforward…“What you want to do is keep the cute and cuddly but add some edge in terms of the execution of new approaches.”The Nottingham had a problem, in that few people recognised its brand…“It wasn’t about whether we did or didn’t have Robin Hood [on our logo]. It was more about how we could demonstrate we had a modern brand.”Leaders should build strategy from data and research…“What that shows me is that the world of work is changing considerably.”Using Nudge Theory can be helpful for leaders…“I find it utterly fascinating… When I worked at Barclays we looked at how people queued in a branch, so we understood what they were thinking and how they were likely to behave.”Life’s a lot about luck…“When I left school… my careers advisor had three options for me. One was a trainee legal executive, a second was a panel beater for cars, and the third was a pheasant farmer. I thought, I'd better go for the trainee legal executive then…“By coincidence, I ended up getting into financial services [where] I met some interesting people and was offered some interesting jobs. Life's a lot about luck.”Building a network of connections is important for future leaders…“Millennials and the Gen Zs are so much better at this than I was earlier in my career. [Future leaders need to] Get to know people, be interested, go to events… understand and connect.”RELATED LINKSSue Hayes, Q&A with Mortgage SolutionsSue Hayes, interviewed on Beehive MoneySue Hayes on LinkedInIf you enjoyed this episode NBS Business Leaders’ Podcast with Sue Hayes, listen to previous shows with…• The CEO of Capital One UK Lucy Hagues MBE• The CEO of the Chartered Management Institute Ann Francke OBE• The Chair of the Football Association Debbie Hewitt MBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 56Bal Bansal – Global technology strategist and local community leaderSUMMARYBal Bansal – Global technology strategist and local community leaderBal Bansal is Director of Global Technology Strategy at IHG Hotels & Resorts – a company with 6,000 hotels and 350,000 staff, around the world.He is an innovator and digital transformer. But he is also a leader who recognises the importance of community.In Episode 56 of the Nottingham Business School’s Business Leaders’ podcast, Bal talks to Honorary Visiting Professor Mike Sassi about Coke cans in Australia, hotels on Mars – and why he cooks meals for the homeless.INTRODUCTION• Bal Bansal has been director of global technology strategy at IHG Hotels & Resorts since July 2022. IHG has 6,000 hotels and 350,000 staff around the world. Bal digitises IHG’s hospitality and business processes.• Bal has worked in tech for more than two decades – across Europe and North America, specialising in managing multi-million-pound digital transformation projects• He started at photographic company Kodak, in Nottinghamshire, in 2002• He subsequently spent 13 years in IT innovation and strategy at Coca-Cola• Outside of work, Bal spent four years as a councillor on Rushcliffe Borough Council, in Nottinghamshire• He is also a children’s football coach, where he encourages more Sikh youngsters to get involved in the gameLEADERSHIP TAKEAWAYS FROM BAL BANSALHe tells Mike Sassi:Within ten years, there could be hotels on Mars…“It’s only a matter of time. Organisations have got to start thinking about that. People will be landing on Mars. And they’ll need a place to stay.”The most innovative ideas can come from anywhere…“You know about putting names on Coke cans? That idea [now used all over the world] came from an innovation team in Australia… from a supermarket out there.”When you manage teams around the world, you should make time to meet people in person…“When there is always a screen between you… you need have [at least one] in-person meetup. Some of my teams are in India. I struggled to get them to talk. Then I flew out there to meet them… now our relationship is great.”Online leaders must be particularly good communicators…“You have to make your goals very clear… so people are willing to take ownership and to collaborate.”The best leaders have a passion for their work…“Every morning I’m so excited to get out of bed! I love doing what I do.”And Bal’s advice to would-be leaders?“Make your mistakes while you’re young. You’re less likely to be forgiven when you’re older!”RELATED LINKS• Bal Bansal is on LinkedIn• Bal’s Instagram• Bal Bansal’s Tomorrow’s World blog is hereIf you enjoyed this episode NBS Business Leaders’ Podcast with Bal Bansal, listen to previous shows with…• The former CEO of ASOS Nick Beighton• The Chief Marketing Officer of Boots Pete Markey• The CEO of Capital One UK Lucy Hagues

Nottingham Business School’s Business Leaders’ PodcastEpisode 55Leadership roundtable: How small businesses can become more sustainableSUMMARYSmall and medium businesses account for half of Britain’s turnover, 60 per cent of UK employment and 99 per cent of all our business enterprises. They also generate around half of Britain’s greenhouse gas emissions.But according to research by Santander, businesses are struggling to become more sustainable – and hit the Government target of achieving Net Zero by 2050.In Episode 55 of the Nottingham Business School’s Business Leaders’ Podcast, Wendy Whewell - Head of ESG and Climate Change at Santander, and Polly Harold - Senior Public Affairs and Public Policy manager at Santander, explain why climate change is such a big issue for businesses – and what they can do to become more sustainable.KEY LEADERSHIP TAKEAWAYS from the sustainability roundtable with Wendy Whewell and Polly Harold, from SantanderThey tell Honorary Visiting Professor Mike Sassi…WW: “Climate change is happening so quickly… Businesses need to build resilience and adapt, to ensure they can continue to sell their products and services.”WW: “Sustainability means, how are businesses going to survive the challenges they face? [For example] None of us realised Ukraine produced 50% of all the sunflower seeds used in Western Europe. Suddenly, we’ve got to think, where are we getting our oil from?”WW: “It’s all about collaboration. Businesses have to work together… with banks, with universities… to make a difference.”PH: “There is also a role for Government here. There are things businesses feel Government could do to support them… What’s the plan for SMEs in the Government’s path to Net Zero?”WW: “For a small business such as a fish and chip shop, the cost rises have been staggering. One, is the energy prices. Two is the cost of fish. But three is the cost of finding the fish…. Fishing quotas and the price of cod mean what was previously a cheap meal is now very expensive.”PH: “I've done numerous pieces of public polling this year… overwhelmingly, you can see that that younger generations care more and more about the environment and are taking that into consideration when making all their decisions [as consumers].”WW: “Every single business needs to think about every single aspect [of what they do] and how it’s impacted by sustainability, climate change, and where they can make a difference.”PH: “When I think about leadership, I think about the skills that we need to transition to Net Zero and how you lead the workforce through that change. There’s a leadership role there – in the skilling.”WW: “This is the biggest behavioural change project the world has ever seen because we all have to change our own habits if we want to make a difference.”RELATED LINKS• Santander research into Net Zero transition• Santander’s own Net Zero aims• Wendy Whewell spoke about sustainability at this eventIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Wendy Whewell and Polly Harold, listen to previous shows with…• The former CEO of ASOS Nick Beighton• The former Chairman and Chief Exec of Experian Sir John Peace• The Chief Marketing Officer of Boots UK Pete Markey

Nottingham Business School’s Business Leaders’ PodcastEpisode 54Sean Bowles – Keeping calm and building resilience in a frontline construction businessSUMMARYSean Bowles – Keeping calm and building resilience in a frontline construction businessSean Bowles is a Managing Director at construction company Morgan Sindall – an organisation that employs 3,000 staff and turns over one billion pounds every year.His teams have built everything from city centre primary schools and university student blocks to salt barns for road gritters… and even a museum display case for a Spitfire.In Episode 54 of the Nottingham Business School’s Business Leaders’ Podcast, Sean tells Honorary Visiting Professor Mike Sassi about the importance of team building, networking, authenticity… and the need for leaders to stay calm.INTRODUCTION• Sean Bowles is MD at Morgan Sindall Construction – Central and West, which is one of nine companies in the Morgan Sindall Group• Morgan Sindall Construction is a contractor that builds schools, universities, student accommodation, highways depots, hospitals and all aspects of the built environment• Sean was born and brought up in Nottingham – and graduated from NTU in 1997, with a BSc in Quantity Surveying• He has worked at Morgan Sindall since February 2016KEY LEADERSHIP TAKEAWAYS FROM SEAN BOWLESHe tells Mike Sassi:…how proud he is to be involved with new public buildings:“We drive past somewhere, and I say: We built that! My wife always raises her eyebrows…” …in his industry, communication is important:“Construction is a real ‘people-business’. Your social skills can really come to the fore.”…managing a sub-contracting business is an educational experience:“You learn at an early age how to deal with conflict!”…successful leaders are always making good contacts:“Networking is important, but it has to be authentic. You can tell when it’s not – and that can be off-putting.”…leaders need to put together high-performing teams:“It’s important to surround yourself with talented people. Don’t be afraid of working with people who are better than you.”…working environments are changing: “Construction sites can still be a harsh environment. But the working environment is completely different [to when I started]. Now [it’s recognised] that the more diverse the workplace, the better the outcomes.”…it’s important for leaders to have a plan:“Have a career plan It helps you to recover from short term knocks.”…successful leaders usually stay calm:“I spend a lot of my time toning down my natural emotional responses to situations. A lot of leaders do the same. You must be calm. In the most difficult circumstances. The best leaders appear calm and clear-headed – despite what might be going on just under the surface!”RELATED LINKS• There’s more about Sean Bowles on his LinkedIn page• The Morgan Sindall Construction website• Morgan Sindall is a strategic partner of NTUIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Sean Bowles, listen to previous shows with…• The Chief Marketing Officer of Boots Pete Markey• The CEO of transport technology Microlise, Nadeem Raza• The CEO of Capital One Lucy-Marie Hagues MBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 53Pete Markey – Why Marketing can be a force for goodSUMMARYPete Markey is Chief Marketing Officer of Boots UK. He has also been hailed as the finest marketer in Britain.He has held leadership roles with a clutch of stellar brands, including TSB, AVIVA, The Post Office, RSA and More Than. He has also won five national Marketer of the Year titles.In Episode 53 of the Nottingham Business School’s Business Leaders’ podcast, Pete tells Honorary Visiting Professor Mike Sassi about his love of knotty challenges, his determination to stay relevant and his passionate belief that marketing (and business) should be a force for good.He also reveals how improvised comedy classes have helped him hone his leadership skills.INTRODUCTION• Pete Markey has been Chief Marketing Officer at Boots UK since February 2021• During a 30-year career he has held senior leadership roles with several brands including Boots, TSB, Aviva, The Post Office and RSA• He started his career as a sales team leader with British Gas• In July 2024, he was made President of The Incorporated Society of British Advertisers (ISBA), the voice of British advertisers• Pete has a huge online following across most social media platforms and is lauded as one of the finest communicators in the marketing industry• In 2023, he was named Marketing Week’s Marketer of the Year• Pete graduated from Solent University in 1995, with a BA in Corporate Communication. In 2024, Solent awarded him an Honorary DoctorateKEY LEADERSHIP TAKEAWAYS FROM PETE MARKEYHe tells Mike Sassi…How classes in improvised comedy have helped his business career:“In business, we’re often not spontaneous or creative enough… If we are more willing to break rigid structure, we see more momentum and growth in our business.“I’ve found [improvised comedy] incredibly useful in helping me to be more spontaneous and present in the moment… to think of new and different ideas… to bring a lightness of touch when it is needed.“Also, three quarters of the [improv comedy] scenes you do, you wish you could have done better. So, the biggest thing it does is [teach you] to pick yourself up from failure!”About recently going back to ‘performing’, as he had done when studying at university in the 1990s:“I rediscovered, thirty years on, that I’d become too corporate!”About the importance, for him, of helping to create future leaders…“When I look at my team I think, how can I be the person that inspires and moves them on? In the same way that other people have done that for me...”That, looking back, he might have done things differently…“If I started my career again, I’d definitely encourage myself to be more assertive… I was always too worried about offending people.“I’m a very positive and upbeat person. But I’ve learned that I can be assertive and questioning in a very natural style. I don’t have to turn into an ogre!”Why he is driven to deliver…“I absolutely love what I do, and I love Boots as a brand. But I feel a weight of responsibility.“The business is 175 years old. My job is to catapult it on for another 175 years. Eventually, I’ll just be a sepia-toned photograph in the archive!”Why leadership legacies are important…“When I’m dead, nobody will say; God, he made a cracking Christmas advert in 2022! Hopefully, they will say; he used the time he had to make a difference – and to make things better.”That leaders are often evangelicals…“I genuinely feel marketing can be a real force for good.“I live with a huge sense of legacy hanging over me. We’re only on this earth for a short period of time. I’ve got to live my life to do good.“We have to leave the companies we’re in, the people we interact with, in a better place than when we found them. That has to be our mission.”About the importance of finding a business in which you can grow and learn as a person…“I love knotty challenges. With almost every business I’ve joined, I’ve known nothing about their industry until I went in.“Insurance, banking, retail, telecoms… I love the challenge of learning something I know nothing about.”Why it’s important for leaders to stay relevant…“[Having a] restlessness and hunger to keep learning more is important. The danger [for more experienced leaders] is that you get stuck and start treading water. I never want to be like that.“I always want to be at the cutting edge of innovation, because that’s what keeps the brands I work for relevant.”And Pete’s advice for future leaders?“Be assertive, confident and believe in yourself, but not in an arrogant way. Particularly early in your career. Don’t be afraid to reach out, push boundaries, open doors… because you never know where they might lead.”RELATED LINKS• There’s more about Pete Markey on his LinkedIn page• Pete Markey's Instagram page• There’s also more about Pete on the Boots websiteIf you enjoyed this episode NBS Business Leaders’ Podcast with Pete Markey, listen to previous shows with…• The former CEO of ASOS Nick Beighton• The former Chairman and Chief Exec of Experian Sir John Peace• The CEO of Capital One UK Lucy Hagues