Building a Better Future: Katrina’s Vision for Westmorland and Furness

In this episode of the Public Health Spotlight, Katrina Stephens, Director of Public Health at Westmorland and Furness Council, joins us to share the story behind her rapid and inspiring ascent to public health leadership. From her beginnings in social policy to shaping the public health strategy of a newly formed unitary authority in one of England’s most unique regions, Katrina reveals what drives her commitment to ensuring vibrant, healthier communities for all.

Learning by Doing: A Career Shaped by Opportunity

Katrina’s journey began with a broad interest in social policy but quickly found focus in hands-on community roles, tackling issues from drugs and alcohol to teenage pregnancy. Early jobs straddling local authority and the NHS provided vital experience in partnership working, the cornerstone of effective public health. A pivotal chapter came when Katrina joined the Department of Health’s Alcohol Harm Reduction national support team, learning the power of peer review, evidence-based recommendations, and immediate action to support communities. “I absolutely loved that job… it was a great team to work in,” Katrina recalls, emphasizing the value of both structure and adaptability in public health work.

Rapid Rise to Leadership

Following her public health training in Greater Manchester, Katrina moved into consultancy and unexpectedly soon found herself stepping up as acting Director of Public Health, an experience that fast-tracked her skills and confidence. Supported by strong coaching, colleagues, and leadership development programmes, Katrina embraced the challenge, eventually taking on the substantive DPH role first in Oldham and then, two years ago, in newly created Westmorland and Furness.

Facing Unique Challenges with Optimism

The region faces significant challenges: an aging and rural population, stark inequalities between deprived coastal communities like Barrow and more affluent areas, and public health outcomes that underline the urgency of action on suicide and drug-related deaths. The council’s limited funding, among the lowest per capita in the country, demands creativity, relentless partnership-building, and a commitment to innovation. “We have to be very careful about everything we spend… but we have to be quite innovative,” Katrina notes, highlighting how rural geography and limited provider markets add complexity to commissioning and service delivery.

Barrow: From Challenge to Opportunity

Barrow stands out as a town with both profound needs and unique assets, not least its pivotal role in the UK’s nuclear defence industry. Katrina speaks passionately about turning investment into regeneration, championing healthier workplaces, accessible employment, and support for children and young people. With £200 million of government investment catalysing transformation, Katrina’s team is keen to ensure that growth benefits existing residents and attracts new families for a thriving future.

Investing in People: Recruitment and Talent

Despite recruitment challenges typical of rural authorities, Katrina’s commitment to flexibility, remote working, and “growing our own” talent through support roles has resulted in a fully staffed team ready to meet Westmorland and Furness’s evolving needs. By providing space for career development, especially roles aiding portfolio route registration, Katrina ensures her team’s resilience, vital for service stability in the face of national consultant shortages.

Advice for Aspiring Leaders

Katrina’s message for future DPHs and public health leaders is clear: seize every opportunity, seek out diverse experiences, and don’t wait for the perfect plan, go for it. Public health leadership, she insists, is all about breadth, adaptability, and a passion for making a difference: “Being a DPH is a fantastic job.”

Looking Forward: Strength in Community

Katrina’s optimism is unwavering: from leveraging the strengths of spirited local communities and voluntary sectors to championing innovation in challenging times, her approach is always one of engagement, collaboration, and belief in positive change.

🎧 Listen now via the link below or find us on your preferred podcast platform. Stay tuned for more inspiring stories from Public Health Spotlights, where we continue to showcase leaders building brighter, healthier communities across the UK.

Navigating Change in Local Government: Marc Shares Insights on Interim Leadership and Regeneration

In this episode of Built Environment Briefing, host Alex from Panoramic Associates speaks with Marc, an experienced leader in regeneration and economic development, about a career spanning more than 35 years in planning, consultancy, and interim local government roles. Drawing on his work across the UK from Manchester to Herefordshire, Marc reflects on the challenges, opportunities, and realities of interim leadership in the built environment.

From Planning Beginnings to Regeneration Leadership

Marc’s journey began with a traditional entry into planning, inspired by his father, a local council chair. After formative years with Cheshire County Council and Manchester City Council, where he saw the early days of competitive regeneration funding, he moved into the private sector, then the third sector with the Coalfields Regeneration Trust. Returning to local government, Marc rose to executive roles before embracing the pace and variety of interim leadership. His career demonstrates adaptability, continual growth, and a strong commitment to community impact.

Interim versus Permanent: What Sets Them Apart?

Marc reflects candidly on the differences between interim and permanent leadership. Successful interims, he explains, must “hit the ground running,” deliver swift solutions, and create stable foundations for their successors — all while leaving ego aside. Interims are valued for their neutrality and practical focus but must also be comfortable stepping back from long-term outcomes and internal politics.

Tackling Challenges in Lean Times

From his experience across the country, Marc highlights the recurring challenge of doing “more for less” in an era of austerity. He stresses the need for pragmatic, back-to-basics approaches to regeneration, warning against over-complication and short-lived trends. For him, effective leadership means prioritising sustainable, realistic goals and learning from both success and failure.

Advice for Aspiring Interims

For those considering interim work, Marc advises clarity of purpose and a full understanding of its unique demands. Interim roles, he notes, bring freedom and the opportunity to make a tangible impact, but require humility, adaptability, and a willingness to share knowledge without attachment to outcomes.

Looking Ahead in the Built Environment

As local government faces further change through devolution and restructuring, Marc calls for continued debate that elevates the voices of experienced practitioners. He urges future discussions to focus on practical, real-world solutions to complex challenges — valuing those who “know what they’re talking about” rather than quick-fix answers.

Key Takeaways

• Interim leadership is high impact, requiring rapid delivery and a focus on legacy over ego.
• The most successful regeneration projects often come from getting the basics right, not chasing complexity.
• Financial pressures demand that leaders prioritise sustainable, achievable projects over grand long-term visions.
• Experience and humility are essential to driving sector success and inspiring the next generation.

🎧 Click below to listen or find Built Environment Briefing on your preferred podcast platform. Stay tuned for more conversations with leaders shaping the future of our towns and cities.

Shaping Public Health Across Borders: Peter Bradley’s Journey from GP to Jersey’s Medical Officer

In this episode of the Public Health Spotlight, Peter Bradley, Director of Public Health and Medical Officer of Health for the Government of Jersey joins Callum to reflect on his remarkable, international career. He takes listeners from general practice in Yorkshire and community child health, through senior public health leadership roles in Norway, Wales, and England, to his current position shaping Jersey’s evolving public health system.

Prevention, Insight, and Early Influences

Peter’s passion for public health was sparked by witnessing the social determinants of ill health in underserved communities, alongside a growing curiosity about health policy during his master’s in healthcare ethics. First-hand experience of recurring community health issues cemented his lifelong commitment to prevention a theme that has consistently guided his work.

Adapting to New Systems and Cultures

Adaptability has been a defining feature of Peter’s career. From embracing Norway’s distinctive child-focused public health culture, to addressing inequalities in Wales and managing complex decision-making in England, his reflections highlight the importance of listening and responding to local priorities. As Peter observes, while the goals of public health remain constant, “the pitch changes” success lies in understanding and meeting each community’s unique needs.

Leading Innovation and Intelligence

Peter recounts his time as Director of Health Intelligence for Public Health England, where he oversaw national collaboration in data science and analytics, including the rapid development of the COVID-19 dashboard used by millions. He reflects on the essential role of data, teamwork, and humility in modern public health leadership and on the exciting, if challenging, opportunities presented by artificial intelligence.

Confronting Pandemic Challenges and Building Jersey’s Foundations

From leading cross-sector pandemic responses to establishing Jersey’s first comprehensive public health function, Peter shares the pressures, freedoms, and lessons of crisis leadership. His current dual role combining Director of Public Health and Medical Officer demands both strategic vision and clinical expertise, with decision-making tailored to Jersey’s resources and agile governance.

Public Health in Jersey: Opportunities and Challenges

Although Jersey’s island setting is unique, its health challenges mirror those of Europe: an ageing population, chronic disease, health inequalities, and logistical hurdles. Peter emphasises the importance of collaboration within the Channel Islands and with UK partners to deliver best practice and design initiatives that meet Jersey’s specific needs.

Advice for Future Leaders

With over two decades’ experience as a Director of Public Health, Peter offers valuable advice: the profession requires courageous, adaptable leaders who care for their own wellbeing, learn from setbacks, and see their careers as marathons rather than sprints. His guiding principle remains clear success is rooted in humility, continual learning, and ensuring the voices of communities are heard.

🎧 Listen now to explore how Peter Bradley’s journey from city surgeries to national pandemic response and island innovation captures the evolving and adventurous spirit at the heart of public health.

Executive Interim leadership in Local Government brings unique opportunities and challenges, from stepping into high-pressure roles at pace to delivering impact within fixed timeframes. For those moving from a long-term permanent career into the interim world, the transition can be as daunting as it is rewarding.

At this Panoramic Associates Briefing, we explore that transition, and the skills and mindset needed to succeed, with Andy Vaughan and Glynn Humphries as they share their journeys from decades in permanent Chief Officer roles to working as Executive Interims.

Drawing on over 75 years of combined experience, they offer candid reflections on the realities of interim leadership, explore the skills and mindset needed to succeed, and discuss the personal and professional lessons they’ve learned along the way.

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Speakers

Andy Vaughan is a Local Government lifer having started his career in Local Government at 16. The subsequent 35+ years in Local Government have seen Andy work as a Chief Officer in a number of Local Authorities, predominantly in city and urban Local Authorities, leading Place-based services. The first 30 years were in permanent roles and the last 5 in Executive Interim positions.

Glynn Humphries worked in local government for 43 years. Initially employed as a general labourer, he progressed through all layers of the organisation to his final position of Corporate Director of Environment, Property and Climate change. Glynn has a wealth of experience of managing at all levels of local government and was also a National Council representative of the Association of Public Service Excellence (APSE).

Building Healthier Communities: Stephen’s Vision for Stoke-on-Trent

In this episode of Public Health Spotlights, Stephen, Director of Public Health at Stoke-on-Trent City Council, sits down to share his unique journey from nutrition student to city leader, revealing what drives his commitment to community wellbeing. Stephen’s path takes us from early influences in personal loss, through hands-on public health practice and policy work across Europe, to leading multi-faceted services in one of the UK’s most dynamic and challenged cities.

Personal Experience, Professional Purpose

From a formative experience of family bereavement and the tragic loss of friends, Stephen describes how these events shaped a lifelong dedication to creating supportive environments for others. Witnessing first-hand the impact of social and mental health challenges, he found himself compelled to act, seeking ways to make a difference through public health.

A Career Without Borders

Stephen’s early career saw him increase physical activity in primary care, work at national and European levels, and navigate the transition of public health into local government. Working with 16 EU member states, he learned the value of diplomacy, empathy, and seeking common ground skills now central to his work in Stoke-on-Trent’s diverse communities. He reflects on the importance of listening and building coalition, whether at an international table or on the ground in local neighborhoods.

Innovating for Impact in Stoke-on-Trent

As Director, Stephen holds a broad portfolio: public health, leisure and wellbeing, trading standards, bereavement care, and domestic abuse services. He explains how this integration enables creative solutions investing commercial revenue from leisure services back into social initiatives, and weaving community voices into programmed design. A major focus is on reducing health inequalities: addressing mental ill health, addiction, and delivering the “Family Matters” initiative, which draws on trusted local organization’s to strengthen families and reconnect Stoke’s six towns.

Listening, Learning, and Measuring Success

Stephen is clear: success is measured not just by figures but by the lived experiences of communities. Through continual feedback from families, faith groups, and grassroots partners, his team tailors and evolves support where it’s needed most. One stand-out achievement? Launching a sustainable exercise referral programmed that’s been running for nearly 20 years, and leading an award-nominated campaign to boost MMR vaccination rates through open engagement and flexible delivery proving that trust and adaptation are as important as strategy

Advice for Aspiring Leaders

For those considering a career in public health leadership, Stephen advises casting your net wide to gain diverse experience, know your community, and always seek to understand both the “big P” and “little p” politics. His leadership ethos: support and enable others, deliver on promises, and keep community needs at the heart of decision-making.

Looking Ahead: United Strength

As Stoke-on-Trent celebrates its centenary, Stephen shares his vision for the future: united action across sectors, more joined-up work with business and investors, and a relentless focus on homes, jobs, and connected communities. The city’s motto United Strength is Stronger rings true in his drive to harness collective power for lasting change.

Listen now via the link below or find us on your preferred podcast platform. Stay tuned for more conversations spotlighting those building healthier communities across the UK.

This October, Panoramic Associates are joining special schools from across the country for the annual NASS Conference.

The two-day conference brings together school leaders, SEND professionals, and sector experts from across the NASS community for collaborative learning, industry updates, and valuable networking.

As a trusted partner to Special Schools nationwide, we are proud to be recognised as leading experts in providing interim Education and SEND professionals. Since 2015, we have supported Education Services across the UK, developing a deep understanding of the unique challenges this sector faces.

At Panoramic Associates, we recognise that the voices and aspirations of children and young people must remain at the heart of all decision-making. That’s why we focus on connecting Schools with professionals who share this commitment and who bring the experience, insight, and dedication required to make a positive impact.

We are looking forward to joining education leaders at the NASS Conference in October, to share our expertise and connect with colleagues who are passionate about shaping better outcomes for children and young people.

Date: Thursday 2^nd & Friday 3^rd October
Time: 09:00 – 17:00
Location: Bristol Grand Hotel, Broad Street, BS1 2EL

Come and meet the Panoramic Associates team at the NASS Conference 2025 – we’d love to discuss how we can support your organisation.

Get in touch if you are attending.

Help Shape the Future of SEND with AI

At Panoramic Associates, we recognise the growing SEND challenge that local authorities and schools are facing – interpreting data, managing rising demand, and striving for the best outcomes for children and young people. That’s why we’re inviting you to be among the first to see a new AI-powered tool.

What’s the tool all about?

In partnership with WA Chump, we’re developing an AI product that predicts emerging SEND needs across local areas using national, regional, and local data. Its aim is to help you spot trends earlier, make strategic decisions, and deliver evidence-based support before needs escalate.

What it can do:

• Predict future SEND demand in your area
• Recommend proactive, evidence-led strategies
• Spot pupils at risk earlier using behaviour, attainment, and demographic data
• Automate time-heavy admin and help reduce backlog pressures
• Deliver real-time dashboards and forecasting to guide your planning

Whether you’re focused on early intervention, SEND sufficiency, or supporting schools more effectively, we’d like your feedback on what works – and what could work even better.

Watch Our Live Demo

This session walks you through how the tool works and how it could support your organisation.

At Panoramic Associates, we’re committed to staying ahead of the curve when it comes to the evolving landscape of education. That’s why Panoramic Associates’ Meg Dorsett and Beth Tucker recently attended the Festival of Education, one of the UK’s leading events exploring the future of teaching, learning, and school leadership.

Among the standout themes this year was the rapid integration of AI and technology in schools, not just as a supplementary tool, but as a core driver of change in how lessons are delivered, assessed, and even planned.

The Shift Towards Tech-First Teaching

Across the talks and discussions, we saw how Multi-Academy Trusts (MATs) and schools are pushing forward with digital transformation strategies, with many aspiring to become Apple Distinguished Schools or Certified Google Educators.

A significant trend we observed was the shift to a 1:1 student-to-device model, where each learner has their own tablet or iPad. Apps like Showbie and AI-driven tools such as Gemini are revolutionising lesson planning, giving educators the ability to create comprehensive, differentiated learning experiences at the touch of a button. In one session, a school leader demonstrated how Gemini could produce six distinct assessments and lesson plans in just minutes, all from a single topic. These resources were instantly accessible to students on their devices, giving them greater autonomy and more personalised pathways through the curriculum.

AI in Assessment and CPD

Many educational leaders predicted that AI will soon become the default for marking and assessment, streamlining processes and reducing teacher workload. But the influence of AI and EdTech isn’t just limited to students, it’s also transforming Continuing Professional Development (CPD).

Several MATs we spoke to are undergoing Trust-wide transitions to adopt either Google or Apple ecosystems, with some establishing themselves as Regional Apple Training Centres. The goal? To have all staff recognised as Apple Distinguished Educators, ensuring confidence and consistency in using tech-enhanced learning approaches across the board.

Why This Matters

What struck us most was how these innovations are not about replacing teachers; they’re about empowering them. By automating repetitive tasks and supporting differentiated planning, AI tools allow educators to focus on what really matters: student engagement, creativity, and individual support, especially for those with SEN or varying learning needs.

Our Perspective

As a talent partner with deep expertise in education, Panoramic Associates is well-positioned to support schools and MATs through this next chapter of transformation. Whether it’s helping you find visionary EdTech leaders, change agents, or supporting your journey towards digital excellence, we’re here to help drive meaningful, sustainable change.

Attending the Festival of Education reaffirmed our belief that technology, when used strategically, can be a game-changer in shaping the future of learning. And we’re excited to be part of that journey.

We’re proud to announce that Precision Resource Group (PRG), parent company of Panoramic Associates has again been named in the Recruiter FAST 50, marking our third consecutive year on the list of the UK’s fastest-growing privately owned recruitment businesses.

Compiled by Recruiter Magazine, the FAST 50 ranks companies by compound annual growth rate (CAGR) over three years, making this recognition a reflection of sustained, long-term performance.

Talent Solutions for a Shifting Market

This year’s strongest-performing firms reflect the continued momentum in tech, energy, and engineering sectors facing acute skills shortages and rapid transformation. As specialists in these fields, PRG has remained focused on delivering strategic, value-led recruitment and consultancy solutions that support real business growth, no matter the climate.

Whether through embedded talent partnerships, consultancy, offshore solutions, or full RPO models, our approach is built around what our clients truly need: agility, consistency, and results.

A Word from Our Founding Director

“To be recognised three years running is a powerful endorsement of the way we do business. In challenging market conditions, we’ve stayed committed to providing tailored talent solutions that drive measurable impact and long-term value for our clients.”

Our growth reflects more than commercial success, it’s the outcome of a long-term vision centred on people, continuous improvement, and meaningful partnerships.”
— Tom Hibberd, Founding Director, Precision Resource Group

Looking Ahead

Recognition in the FAST 50 isn’t just a milestone; it reinforces our belief that specialisation, adaptability, and integrity are the foundations of sustainable success. As market confidence begins to return and investment in core sectors increases, we’re ready to support more organisations and professionals through the next phase of their growth.

To our clients, candidates, and the wider PRG community, thank you. Your trust drives everything we do. We remain committed to excellence and look forward to continuing to make a positive impact in the recruitment sector.

Learn more about our solutions: Client Services

In this Panoramic Associates Briefing, supported by LOGIN, Alex Miller and Harper Redman are joined by Gerald Charles to share valuable insights on how to future-proof your profile, avoid emerging risks, and succeed in the Net Zero and Retrofit sector.

Watch Now

Talk Overview

Gerald discusses the additional skills that retrofit professionals need to meet the growing complexity of the sector. He highlights how the role is expanding beyond technical delivery to encompass compliance, coordination of staged works, and systems thinking, especially when early interventions, such as heat pumps, are introduced. He then explores how the sector can prepare a workforce that is as competent in customer engagement, sequencing, and quality assurance as it is in technical expertise.

Recruitment specialists Alex and Harper  share practical advice on how to stand out in the competitive Net Zero job market. From tailoring your CV for retrofit and sustainability roles to nailing interviews and navigating the hiring process, they offer clear, actionable tips to help you present your experience with confidence and land your next role.

Key Takeaways from Q&A & Discussion

• Skillsets & Entry Points: The importance of real-world experience was emphasised, particularly asset management and surveying, when entering the retrofit space. Effective communication with residents is just as critical as technical know-how.
• Training & Standards: Gerald highlighted the inconsistency in retrofit training pathways, noting that individuals can become coordinators without prior industry experience which can sometimes lead to questionable delivery standards. He advocated for a more structured progression through PAS 2035 roles.
• Community Engagement: There was a big focus on the need for trust-building with residents. Clear communication, early adopters, and community influencers are key to success, especially in what some may call a “post-truth” era where trust in public initiatives is low.
• Operational Disconnects: There’s an apparent tension between capital-funded retrofit works and revenue-funded facilities management. Discussion pointed to a lack of integration in maintenance planning and a poor handover process as ongoing challenges.
• Post-Installation Support: Gerald shared how organisations like CSE are addressing the post-installation gap with funded advice services, especially for technologies like solar. Miscommunication around expected financial benefits was flagged as a widespread issue.
• Funding Cuts & Future Outlook: Responding to a question about government support, Gerald confirmed that recent funding cuts have had a severe impact on supply chains and training. However, he expressed cautious optimism about new green skills funding expected in autumn, with further investment anticipated in the years ahead.

Our Guest Speaker

Gerald Charles is a retrofit specialist with a background in domestic energy efficiency strategy, project leadership, and whole-house retrofit delivery. He has led programmes across Wales and the South West, focusing on scalable retrofit and place-based decarbonisation. With a BSc in Construction Project Management and a Level 5 Retrofit Coordinator qualification, Gerald’s current work focuses on staged retrofit approaches and the strategic deployment of heat pumps as early measures.