Q&A: Introducing Stella Redgrave-Nevison

WHY EXPERTISE MATTERS

This appointment is central to our NxTGeN succession strategy - elevating one of our best performing and exceptional managers - to lead the team into the future.

#1 - THE JOURNEY

What's the short version of how you got here — the path that led to this point?

Branch Manager at 24. Manager of the Year. Top 5 in the country. Looking back, that was a lot of responsibility for someone young – and it shaped how I think about leading people.

Then at HCL, from a standing start - I achieved my first year targets within six months. I remember the whole office clapping. That moment told me I could back myself in what most people understand to be a highly competitive and uncompromising market place.

The L&D work that followed taught me that if you can coach and train, you can empower anyone to succeed. That’s still the lens I lead through today.

Starting Indigo is my life’s work – a pure start-up that’s now an NHS Framework-approved supplier, with 5-star reviews from doctors and clients alike.

You co-founded Indigo Healthcare Recruitment a decade ago. What was the moment you decided to build something of your own rather than work for someone else?

Ten years at HCL – and I loved every minute of it. Great people, great learning. But after my second baby, I knew it was time to build something that was mine.

It wasn’t reckless. I’d spent a decade learning the business, building the confidence, understanding what good looked like. I just reached a point where I knew I could do it – start from nothing and make it work. So that’s what we did.

What's the hardest thing you've done in this business that nobody outside of it would ever know about?

Hmmm – there are 2: Starting Indigo when my little girl was 10 months old and then surviving on very little sleep for about the first 4 years. This period of my life taught me that pushing through and taking things one step at a time is the way to tackle challenging situations.

The other notable achievement has been achieving Framework status to become an approved supplier of Drs into the NHS.

This was only possible when we could evidence the placements we were able to make as a start up, and off-framework, which was doubly challenging. Challenging – but made possible by sheer determination, belief and hard work.

What's the moment in your career at Cubed / Indigo where you surprised yourself?

The first time I delivered a live webinar to an audience of about 30 + people gave me the confidence to look forward and push myself to do as much client facing presentations as possible.

Presenting to large numbers of people feels daunting – but as long as I’m prepared and know my stuff ( which I do) – I can get over any nerves.

I focus on the task at hand to ensure that I get the outcome I’m looking for – be that positive feedback, winning business, or making a meaningful advance with a client.

I have had to make some very difficult decisions for the good of the business which have not been easy or felt comfortable. Being in a leadership role requires this – delivering a difficult message is never easy – but it’s often necessary. Having honesty and integrity at the core of my delivery is very important in all that I do.

#2 - HERITAGE, SALTS AND MENTORSHIP

Rob Fleming co-founded Pace Micro Technology in this building — before taking it to £1.2bn in revenues and a London Stock Exchange listing. What does it mean to you to have someone with that background as your Chairman?

He is such an impressive man – I never lose sight of how lucky I am to have the mentorship of someone who has achieved so much. – As modest and unassuming as he is successful is a rare combination. I appreciate all the time he gives to help our business improve, grow and develop.

What's the single most useful thing Rob has ever said to you — the thing that actually changed how you think?

“If you are out of your comfort zone – it is always a good thing – as long as you still stay happy.”

Rob's 'expertise for equity' model is built on the idea that the most valuable thing you can give an entrepreneur isn't just capital — it's pattern recognition from someone who's done it before. What does that look like in practice, from your side?

I think that Rob sees the genuine passion, dedication, commitment and “tough mindedness” I have had to apply to keep the show on the road.

Business is hard – there are many ups and downs – usually we only see people’s success stories and don’t tend to see the blood, sweat and tears that go into building something successful.

– I think that Rob recognises the “shift” I have put into our company to weather the inevitable storms that we, like every business experiences.

#3 - NXTGEN AND BUILT TO LAST

The NxTGeN succession plan is unusual — most recruitment agencies don't have one, or don't talk about it. Why does it matter that Cubed does?

Our NxTGeN succession plan signals to clients and our own people of course - that there is growth and development under the bonnet - we’re here to stay.

The execution of our expansion plan aligns with many of our client’s growth plans, which makes us even more relatable and relevant. – We understand where our clients are trying to get to in a very relatable and anecdotal way.

As we know – a business that is standing still is in fact declining – this is not what Indigo and Cubed are about.

What does 'Built to Last' mean to you personally — not as a tagline, but as something you actually believe?

I have always worked with clients who come back to us time and time again- similarly we have supported many candidates throughout their career pathway. – This is a huge element of the “built to last” strategy. We are not flash in the pan, fair weather recruiters.

Long term relationships will always trump transactional one-off placements or bookings. This is where the best work is done – when you can partner with an organisation, get to know exactly what they look for and what they need.

Being able to deliver this for them which allows them to realise their goals is gold standard practice – something that my team and I live by every day.

Longevity - meaning clients who want to work with us for the long term is the only way we can build a sustainable business for ourselves and make the best impact with the clients we partner with.

When it come to our own business strategy - we believe we have the best of both worlds in that - our origins extend back to 1996 with our legacy business (Relay) but remain focused on the future. Our home grown teams are now taking control of what comes next.

In five years' time, what does success for the NxTGeN plan look like? What's the version of this story you want to be telling?

In five years time, our aspiration is that Indigo will be one of the leading partners - recruiting Consultants into the NHS. We are performing well against one of our strategic goals - to fully align with the NHS Waste Reduction programme – and have been helping to accelerate the process of replacing hourly paid agency locum Drs with substantively employed Drs.

The repositioning of Cubed into more specialised STEM, MMC, M+E and engineering biased sectors is going to plan - as is the establishment of deeper and more integrated service/supply partnerships.

You're now MD of Cubed and co-founder of Indigo. Two businesses. How do you hold those two identities — and why does it matter that they're distinct?

Both Cubed and Indigo have the same values, best practice and high standards at the core – they also share the same aspiration – to be the best in their niche.

In addition, every team member is dedicated to doing a great job – which makes it a pleasure to be the MD of both.

Despite the client niches being distinctly different both brands offer critical and unique staffing solutions.

Healthcare and E&M are distinctly different – this matters.

It gives us the opportunity to expand and diversify into very different spaces within the market - which opens a “sky is the limit” opportunity when it comes to growth.

Both brands have a great heritage and reputation – we are now at a pivotal point where we can build upon this, to grow our businesses.

#4 - THE WORK

NHS recruitment is genuinely hard. What do most agencies get wrong about it — and what does Indigo do differently?

Yes – recruiting into the NHS is hard – to become a supplier, we needed to go through a very complicated and demanding Framework application process to demonstrate that we have the capacity and compliant standards to recruit International Medical Graduates and Uk based Drs into NHS Trusts on a fixed term and permanent basis. This is no mean feat.

The market has demanded that we source the highest level of Dr – and we are known for placing Consultant level candidates throughout the UK.

Working to source and represent Consultant level candidates demands a special kind of ability and skill – we are known to develop trust and rapport with all our candidates who in turn trust us with their careers. This is a huge responsibility and one that we are proud to carry.

Indigo seeks to listen rather than “sell”. Understanding our client and candidate needs and want allows us to respond appropriately to their requests. This is the main differentiator between our business and our competitors.

The results — 98.4% fulfilment, 96% two-year-plus retention — are unusually strong. What actually produces them? What does Indigo do that most agencies won't?

We go over and above to understand what a candidate is looking for. We ensure that they have a complete understanding of the opportunity that is being presented to them - this is about what the hospital offers their career – but just as importantly – how they will adjust to their new location – most of the Drs we place relocate to a new city (even if they are already working in the Uk). – I am proud that we offer them the right information about the local area – such house prices, local schools, places of worship, culture and can authentically tell them first hand about the locations as we meet all our clients and visit where our candidates will be working.

What makes a client relationship genuinely good — as opposed to one that just functions?

We say in our business that if we are able to describe a relationship with a client as a “confidante” we have done our job.

We are not interested in transactional relationships.

We do our best work when we have earned trust, delivered results and developed a relationship based on merit. We are not “fair-weather friends”- we are a constant – staying in touch, listening and consulting with our partners regularly, irrespective of whether they need our immediate support.

#5 - SALTS MILL & PLACE

You work in a building where Pace Micro Technology built a £1.2bn global technology business. Does that register for you day-to-day — or does it become wallpaper?

Pace was so successful, it can be difficult to fully grasp the enormity of what they achieved until you sit down and really think about what they did.

The fact that our office is based in the former NPI demonstration area is not lost on me. We’re all grateful that we have access to and benefit from Rob being our chairman and co-investor. Such an amazing story - so much knowledge and insight available if and when I need it.

What's the thing about working at Salts Mill that you'd want a new client or candidate to understand before they walk through the door?

That the investment we make in our working environment reflects the investment we make in our business to deliver the best results. Each client and candidate who walks through the door is re-assured that our goal is to offer the highest standards of professionalism and ensure that they benefit from our expertise.

#6 - THE HUMAN QUESTIONS

What do you know now that you wish you'd known five years ago?

That determination, going through difficult times and staying focused will be enough to get you to where you want to be.

When COVID happened – things were tough – we experienced lots of uncertainty – I kept working away, doing as much as I possibly could to keep everything on track.

Looking back – I did a lot of this with self doubt in the back of my mind. I have now learned that if you want something enough and are willing to put the work in, you get to where you want to be and achieve what you are aiming for.

What's the best career advice you've ever received — and who gave it to you?

You are more capable than you think. – In fact, answering these questions has helped me to reflect on my achievements – making me realise more than ever that this was true when I was told it!

You've built two businesses, placed hundreds of senior people, and just been appointed MD. What still makes you nervous?

A small element of nerves gives me a competitive edge. I am so committed to realising the goals we have set for our business, I will inevitably always feel a little nervous when we are executing our plans. Ambition for me, will always come with an element of nervous energy!

What would make you proud of this business in ten years — not in a commercial sense, but in a human one?

The fact that I have supported team members to do well, thrive, succeed and provide for themselves and their families. I do not take the MD responsibility lightly for this reason.