Care CEO Success Stories Podcast

About Care CEO Success Stories Podcast

The CEOs of the UK's leading care providers share their single best achievement

Publisher

Springup PR

Category

business · health & fitness

Language

en

Explicit

No

First episode

26 May 2022

Latest episode

1 Sept 2026

Latest episodes

64 episodes in the feed.

1. 

   1 Sept 2026

   Why Activities Must Take Centre Stage In Dementia Care

   Activities in care homes have traditionally been viewed as an added extra – something to enhance residents' days alongside the 'real' work of care. But according to Johann van Zyl, co-founder of specialist dementia nursing home provider Fortava Healthcare, that mindset is outdated. Johann brings a wealth of leadership experience to Fortava Healthcare, having founded Cornerstone Healthcare in 2018 and previously served as CEO of specialist care provider PJ Care. Since launching in June 2025, Fortava has grown from two homes to five. Making a return appearance on the latest episode of the Care CEO Success Stories podcast, host Adam James of Springup PR talks with Johann about why activity programmes should sit at the very heart of dementia care delivery. At Fortava, activities are no longer viewed as a standalone department. Instead, they are embedded into the overall care model, with specialist expertise helping to shape programmes that support residents' wellbeing, cognition, and quality of life. In this episode, Johann shares insights on how a more therapeutic, data-driven approach is helping Fortava improve outcomes for residents while supporting the rapid growth of the business, including: Why activities need to be based on cognitive stimulation therapy rather than occasional entertainment. Fortava has introduced a 'Therapeutic Outcome Lead' role to strengthen this approach and ensure activities are evidence-based. Fortava has developed its own platform, Fortava Living, which tracks resident engagement alongside key wellbeing indicators. Data is collected on activities, sleep, nutrition, weight changes and falls. The information helps teams identify what is having a positive impact on residents. Technology should support better decision-making rather than replace human interaction, helping providers build a clearer picture of each resident's needs and responses. One of Johann's strongest messages is around changing the language used in dementia care. "We make a mistake when we say residents with dementia are challenging. They're not challenging, we just don't understand them." Behaviour is often a form of communication. Aggression, distress or withdrawal may be linked to pain, discomfort or unmet needs. Providers should focus on understanding the cause rather than simply managing the symptoms. Therapeutic approaches can reduce medication use and the Fortava model is already producing measurable results. One home has achieved a 50% reduction in antipsychotic medication use. Technology is enabling staff to monitor residents more effectively while maintaining dignity and independence. These improvements demonstrate the impact meaningful engagement can have on residents' overall wellbeing, improving nutrition, sleep quality and reducing falls. Rather than relying solely on an activities team, Fortava encourages all staff to contribute to therapeutic outcomes. As dementia diagnoses continue to rise, he believes providers that place meaningful engagement at the centre of care will be best positioned to deliver both exceptional care and sustainable growth.

2. 

   9 Jul 2026

   The 50-year Plan for my care home group

   In this episode of the Care CEO Success Stories podcast, host Adam James of SpringupPR talks with Michael Butcher, Finance Director of Blackadder Corporation Limited, a family-run group of six care homes across the Midlands. As a chartered accountant and self-described "data geek", Michael leads the business side of the organisation — overseeing everything from finance and HR to IT and governance — while helping shape the long-term direction of a care group built on family values and a commitment to sustainable care. Blackadder has been operating for nearly 30 years, beginning with the purchase of its first care home in 1997. Today, the group provides complex dementia, residential and nursing care across six homes, with 211 beds and around 275 team members. As a second-generation family business, Michael brings a different perspective to leadership — one that is shaped not by short-term investment cycles or exit strategies, but by what the next generation will inherit and how the organisation can continue serving communities decades from now. For Michael, that long-term thinking means asking difficult questions now — from workforce shortages and changing demographics to funding pressures and the future structure of social care. He believes providers need to think far beyond today's operational challenges and start preparing for what care, employment and commissioning may realistically look like over the next 20, 30 and even 50 years. At the centre of Michael's approach is the belief that care is one of the most resilient and important sectors in society — but only if providers are prepared to adapt. From AI and workforce planning to social care funding and investment models, he shares a thoughtful and candid perspective on the challenges ahead and why care providers need to build with future generations in mind. In this episode, Michael explains why long-term planning matters in care, what providers should be thinking about now, and the challenges and opportunities shaping the future of the sector, including: Why family-run providers can think differently. "We don't think about the next funding round — we think about what the next generation is going to inherit." The importance of planning 10, 20 and 50 years ahead — not just reacting to this year's challenges. Why declining birth rates could become one of the sector's biggest long-term workforce pressures. How demographic change will impact care funding, staffing and service delivery over the coming decades. Why recruitment and retention will increasingly depend on becoming an employer people actively want to work for. How AI is already supporting care through reviewing care plans and identifying inconsistencies faster than manual review. Why technology may replace some roles — but also create new workforce opportunities for care. The need to position care as a professional, rewarding long-term career. "No one is ever 'just' a carer." How long-term thinking influences investment decisions and allows providers to make decisions others might avoid. Why Michael believes the traditional residential care model is changing, with more focus on complexity, specialist care and different models of support. The rise of more fragmented support services and why personal assistant-style care could become more common. The challenge of social care funding and why the system remains politically difficult to reform. Why the majority of society is likely to be touched by care in some form over the next 20 years — as a provider, family member or service user. Concerns around future sustainability in the sector and why financial scrutiny of ownership and investment models matters. The pressures providers are managing right now — including occupancy recovery, rising employment costs and increasing operational overheads. Why Michael remains deeply optimistic about care and its future. "It's an amazing sector." Why he encourages more people to get involved now: "No two days are the same — and almost every role in care is AI-proof."

3. 

   6 Jul 2026

   What I Learned From Buying and Selling Five Care Homes

   In this episode of the Care CEO Success Stories podcast, host Adam James of SpringupPR speaks with Peter McGailey, founder and director of CPM Care (https://cpmcare.com.au/), a multi-home care group and director of The Care Guys, a consultancy supporting providers with acquisitions, operations, and growth strategy across the care sector. Peter's journey into care began in 2003, when he and his wife Claire—then a nurse—took a bold leap from careers in policing and healthcare to purchase their first care home with a 95% loan-to-value deal. What followed was a baptism of fire, learning every aspect of the sector from compliance and staffing to cash flow and inspections, long before the era of digital systems and shared best practice. Over time, Peter scaled from a single home to a group of four, acquiring underperforming assets, turning them around, and building a reputation for high occupancy and strong operational performance. After years of growth, he navigated the complex and often emotional process of exiting the group—facing failed deals, difficult negotiations, and ultimately completing multiple sales across a structured exit strategy. Now working as a consultant, Peter shares the hard-earned lessons from buying, operating, scaling, and selling care homes—offering a candid view on risk, finance, compliance, and what it really takes to build a sustainable care business in today's environment. In this episode, Peter explains what he learned from buying and selling multiple care homes, the realities of scaling a group, and the key mistakes to avoid, including: How he entered the sector with a high-risk first acquisition. "We remortgaged our bungalow, used a credit card, and took a 95% loan — it was a huge leap." Why early success came from learning on the job. "It was a baptism of fire — there was no internet, no playbook, and no one to ask." Turning around struggling homes by looking beneath the surface. "On paper it looked like a compliance issue — in reality, it was lack of investment and leadership." How to grow through opportunistic acquisitions. "Some of the best deals were off-market and required quick, confident decisions." The importance of occupancy as the foundation of financial stability. "We ran at around 99% occupancy — that's what sustained the business." Why financial modelling must go beyond best-case scenarios. "Stress test everything — interest rates, occupancy drops, rising costs — or your model won't hold." The reality of shrinking margins in care. "We went from 30–35% Earnings Before Interest, Taxes, Depreciation, and Amortization down to 12–15% — and that's market pressure, not poor performance." The hidden risks that can destroy value. "A fire compliance issue can cost hundreds of thousands — and you won't always see it in due diligence." Navigating the emotional and practical challenges of selling. "You're not just selling a business — you're selling something you've lived and breathed for years." Why selling as a group didn't work — and breaking it up did. "We had interest, but low offers — selling individually created real momentum." The frustration of failed deals at the final stage. "We had a buyer pull out on the day of completion — after months of work." The importance of choosing the right lender. "Our biggest mistake was working with a bank that didn't understand care." Why specialist advice is essential in acquisitions. "The devil is in the detail — what looks compliant on paper can cost you massively later." The ethical responsibility behind financial decisions. "If a care home fails, residents suffer — this isn't just a business risk." What he would do differently today. "I'd only buy future-proofed homes — 30+ beds, energy efficient, and built for modern expectations." Why he would still do it all again. "It's challenging, but incredibly rewarding — I absolutely loved the journey."

Podcast Authority Score: 33 / 100

A composite of feed quality, social presence, YouTube performance and engagement. Read the methodology.

Quality

55

Social presence

0

YouTube

0

Engagement

27