Job Title

Group Managing Director (CQC & Ofsted Regulated Services)The Group Managing Director (GMD) holds ultimate operational, regulatory, and financial accountability for all CQC- and Ofsted-registered services across the group, including:Supported Living (complex LD, autism, mental health, forensic histories)Residential Care (adults with high-acuity needs)Children’s Homes (EBD, trauma-informed, complex safeguarding profiles)The role exists to ensure safe, lawful, high-quality services, while driving sustainable growth, protecting the organisation’s reputation, and preventing regulatory failure.This is a hands-on executive role, not a ceremonial leadership post.Core Accountabilities1. Regulatory & Legal AccountabilityAct as the Responsible Individual (RI) for CQC and/or Ofsted where required.Maintain continuous regulatory compliance across all services.Ensure services are consistently inspection-ready—not just pre-inspection compliant.Lead responses to:CQC / Ofsted inspectionsEnforcement actionsNotices of concernImprovement plansSerious incidents and safeguarding investigationsMaintain oversight of:Regulation 17 governance systemsQuality assurance frameworksSafeguarding thresholds and reportingWhistleblowing proceduresEnsure statutory duties under:Health and Social Care ActChildren’s Homes RegulationsCare Standards ActSafeguarding legislationMental Capacity Act / DoLS / Liberty Protection SafeguardsFailure here is career-ending—this role owns it.2. Quality, Outcomes & SafeguardingSet and enforce group-wide quality standards that exceed minimum regulatory requirements.Ensure care and education are:Person-centredTrauma-informedRights-basedEvidence-ledHold Directors, Registered Managers, and Heads of Service to account for:Outcomes for people supportedReduction in incidents and restrictive practicesStability of placementsPositive Ofsted/CQC judgementsChair or oversee:Safeguarding panelsSerious incident reviewsLearning-from-incidents processesEnsure poor practice is confronted, not tolerated.3. Operational LeadershipProvide direct executive leadership to:Operations DirectorsRegistered ManagersResponsible IndividualsQuality & Compliance LeadsEnsure services are:Properly staffedClinically and educationally supportedFinancially viableDrive consistency across services while allowing local flexibility.Step in personally when services are failing or at risk.4. Financial & Commercial ResponsibilityHold full P&L responsibility for the group.Ensure:Services are sustainable at high-acuity cost levelsCommissioning rates reflect complexity and riskStaffing models are safe and financially realisticLead relationships with:Local AuthoritiesICBsCommissionersPlacing authoritiesBalance ethical care delivery with commercial reality—without cutting corners.5. Growth, Strategy & RiskLead the strategic growth of the organisation, including:New service developmentRegistration of new homes/servicesAcquisitions and integrationEnsure growth does not outpace governance.Assess and manage:Regulatory riskReputational riskSafeguarding riskFinancial exposureAdvise the Board honestly—even when the truth is uncomfortable.6. Culture & WorkforceSet the tone for a culture of:AccountabilityPsychological safetyProfessional challengeZero tolerance for abuse, neglect, or complacencyEnsure leadership capability at every level.Address toxic leadership and poor management swiftly.Champion staff wellbeing without lowering standards.Person SpecificationEssential ExperienceSenior executive leadership in CQC and/or Ofsted-regulated services.Proven track record leading complex, high-acuity services.Experience acting as Responsible Individual.Leading organisations through:Inadequate / Requires Improvement ratingsEnforcement or regulatory scrutinyRapid growth phasesStrong grasp of:Safeguarding at scaleTrauma-informed practiceRestrictive practice reductionMulti-agency workingEssential AttributesUnshakeable ethical compass.Calm under regulatory pressure.Comfortable making hard decisions about people and services.Not afraid of inspectors, lawyers, or boards.Can see the difference between risk and recklessness.Will not hide behind consultants.DesirableSocial work, nursing, psychology, education, or equivalent professional background.Experience across both adult and children’s sectors.Turnaround leadership experience.