Matthew Winn discussed with Dr Steve Turner, President of the Royal College of Paediatrics and Child Health, about leadership in healthcare and the role of professional colleges. Steve explains how the College sets standards, supports doctors, and advocates for children. He reflects on leadership as being about connection rather than hierarchy, the value of staying clinically grounded, and the importance of creating a supportive, risk-aware culture. The episode closes with a strong message about investing early in children’s lives and keeping young people at the centre of healthcare leadership and policy.

Tony Young, a surgeon, NHS innovation leader, academic, and business director, about how he balances multiple senior roles. Tony explains that his career in healthcare innovation was shaped by early entrepreneurial success and failure, including founding and exiting four companies and learning hard lessons after nearly losing his home. Rather than time management, Tony credits self-awareness, coaching, and values alignment for his effectiveness. Coaching helped him understand how his mind works as a leader and how hidden assumptions shape behaviour. He argues that when leaders align their work with core values—such as fairness, creativity, community, and learning—they gain energy, clarity, and resilience.

Sarah Brampton has been on the CEO development programme for the past year and shares her motivations; insights and hopes for leadership and tackles the question - what kind of CEO do you want to be. Spoiler alert - it’s about leadership!

The NHS aspiring chief executive programme develops leaders to be ready to take on accountable officer roles, through a structured development programme. Rachel Evans and Sean Fenwick share their insights into their development; motivation and aspirations. A great insight into our developing NHS leaders.

Saffron has worked in the most senior roles in NHS Providers over the past 18 years and is therefore well placed to comment on the structure, effectiveness of the provider sector in the NHS and digest some of the themes coming out of the 10 year health plan for England.

James Sumner leads a Group of hospital Trusts in Liverpool and I focussed on improving services and outcomes for the population. He shared his approach to leadership and how they have developed their way of ensuing sites are excellent and the Group flourishes.

Shane DeGaris describes the approach taken to lead in Barts Health; the Group arrangements that were formed and then unravelled and the legacy of a strong acute care collaborative.

Working across Leicestershire Partnership NHS Trust and Northamptonshire Healthcare NHS Foundation Trust - Angela has led the two organisation separately and jointly, where it makes sense. Listen to her experiences and the journey of collaboration the two Trusts have been on together.

Developing a single Trust working across two sites, with cross site leadership has been the work of David Carter and his team since 2019. The podcast explores why they developed a merged organisation and how they have achieved a successful multi site acute organisation.

Maria leads a hospital group delivering care from three large sites in the south west of England. In this episode Maria explains how the Group came together; how it works and the challenges for leadership.

Bringing together two hospital Trusts is a tough process - even more when one is under huge regulatory pressure. Nick explain the development of his Trust covering two sizeable hospitals and community heath service integration.

The Foundation Group comprises 4 NHS organisations voluntarily working together to improve care. Glen Burley, as Group CEO discusses how the model has evolved and the challenges for leadership.

Series 4 has heard from chief executives from Local Government - Mark Lloyd summarises the series and gives his insight into leadership

Introduction to series 5 - exploring the growing use of “groups’ as a vehicles to lead NHS organisations, compared to organisations that have merged.

As an experienced executive who has worked in the NHS and local grove ent - Stephen explains how it worked, the differences, similarities and symmetry.

A career spanning the Royal Airforce to local government leadership, Trevor explains his outlook, approach to leadership and hope for public sector reform to stay focused on the needs and outcomes of local residents.

As chief executive of Wigan Council, Alison McKenzie-Folan describes her leadership approach, place based responsibilities and wider role in the Greater Manchester area.

Rachel Shimmin discusses leading a large unitary authority, the pressures and restraints on local government organisations and how to partner with the NHS.

Introduction to series 4 - leadership in Local Government. How does it work; what can the NHS learn?

What do we mean by the independent healthcare sector; how does it operate and what is the relationship to the NHS? - all questions and talking points that we delve into with David Hare - CEO of the Independent Healthcare Providers Network.