Tom Linnell

After joining the Lifeways team in January 2021, I decided that I would like to help and support individuals on the Autistic spectrum, some with challenging histories and others needing a more bespoke care package. These new challenges would open my eyes to a new world and challenge me to consider other perspectives.

I was tasked with finding solutions to staffing issues and facilitating a more free-flowing approach that would allow greater harmony and a nicer environment for everyone.

I managed to make the necessary changes.

4. Provide Support: Ongoing support to employees who may be struggling with the changes was considered and offered. All concerns regarding change were addressed and considered. Support plans for those who needed continued support were implemented.

5. Sustain the Change: The change became part of the company culture and as a result, we were pleased with the progress made. This involved updating policies, procedures, and practices to help best reflect the new way of doing things.

6. Feedback and Continuous Improvement: Collected feedback from employees and service users was identified and implemented at various stages throughout the process. This feedback certainly helped me to make ongoing improvements and adjustments and set new guidelines for the future.

Having purchased and run a small family animal centre based in Wrantage near Taunton, Somerset in June 2010. This included boarding kennels and cattery, an animal charity, a dog warden for local councils, and a pet cremation service. All aspects of the business were rewarding in different ways, especially the charity and rehoming work, but it was with the help of the pet cremation work that I truly found some meaning and purpose. Yes, the work was difficult and at times upsetting but the help I was able to offer people when they most needed it was rewarding in ways that I had not previously experienced. I learned so much from the ten-plus years working with this form of stress and grief. I was constantly confronted with bereavement and gained my own insight into the nature of bereavement first-hand along with attending various talks and workshops dedicated to bereavement and death.

As the business grew, I was then tasked with a large amalgamation and redevelopment that would allow greater efficiency across the board and a business strategy that would neatly pull together a wide range of established businesses giving a common purpose and goal.

Before my departure at the end of 2021, I felt a sense of achievement for what had been completed and at the same time a sense of excitement for what might be just around the corner.

Some of my ongoing commitments as director at St Giles were as follows.

· Managed daily operations by overseeing financials, key performance indicators, and employee performance.

· Directed day-to-day work of employees and motivated teams to exceed objectives.

· Supervised and developed high-achieving staff, providing orientation, training, support, and direction.

· Designed business strategies to obtain short and long-term goals for the company.

· Managed business operations, financial performance, and investments of the company.

· Supervised and developed high-achieving staff, providing orientation, training, support, and direction.