Claire Fry, Operations Director at provider Ashberry Healthcare and a Social Care Leadership finalist, shares how her people-first approach has transformed operational excellence into a culture of compassion — showing that leading the way in social care starts with valuing those who deliver it.
When I first joined social care, it wasn’t through a long-held ambition — it was an opportunity to use my operational experience in a local care home. At the time, I thought my role would be about bringing structure, efficiency, and leadership to a new environment. But within weeks, that changed completely.
It was the people — the residents, families, and staff — who showed me what this work truly means. I realised very quickly that the things I did each day could make a real difference to someone’s life. That realisation has stayed with me ever since, and it continues to guide everything I do.
As Operations Director, I carry a deep sense of responsibility. Residents, their families, and our teams naturally look to me when challenges arise. Over time, I’ve learned that leadership in this context isn’t just about listening — it’s about acknowledging, acting, and following through. Recognition matters. For me, it’s about giving others the same care and attention I’d want for myself or someone I love.
I’ve always believed that the strength of any organisation lies in its people. A team thrives when every individual is seen, valued, and encouraged to grow. Supporting staff in their personal and professional goals doesn’t just empower them — it raises the quality of care across the home. Each colleague brings something unique, and it’s that mix of perspectives, skills, and life experience that creates positivity and progress.
Nothing makes me prouder than reading feedback from residents and families, especially when they talk about the warmth and compassion of our team. One message I’ll never forget came from a family thanking the night staff for sitting with their father in his final hours. They said they hadn’t just cared for him — they’d cared about him. That, to me, is the essence of what we do.
Of course, leadership isn’t without its challenges. Balancing responsibility with personal wellbeing isn’t always easy. There are days when the role feels relentless, but the motivation to keep striving comes from seeing the impact of our work across Ashberry. I’m also lucky to have a family who remind me to stay grounded — they keep me balanced and make sure I never lose sight of what matters most.
My vision for Ashberry is clear: to be recognised as a care provider of choice, delivering excellence at every level. Achieving that requires meaningful collaboration and open dialogue — and I always welcome both. Choosing the right people to join us is central to that mission. Qualifications and experience are vital, but I’ve learned that instinct often plays an equally important role. Trusting that instinct, especially when it comes to people, has served me well time and again.
Openness and honesty underpin my leadership style. Delivering difficult messages is never easy, but I’ve found that how you communicate matters just as much as what you say. I do wear my heart on my sleeve, but I strive to be consistent, dependable, and fair. People know where they stand with me — and I hope they know they can always come to me.
It’s important to recognise that privately run care homes are also businesses, yet I’ve never seen care and commercial success as opposites. The two are inseparable. Sustainable operations allow us to invest in residents’ wellbeing, and residents’ wellbeing defines our success. Every role — from housekeeping to nursing to management — contributes to that shared purpose.
Looking ahead, I see real opportunity to strengthen the sector through leadership development. Today’s Care Home Managers are expected to navigate so much more — HR, finance, safeguarding, compliance — all while leading compassionate care. Providing them with the right systems and infrastructure is essential, but so is investing in their personal growth. Strong Managers shape culture, stability, and quality. Their leadership determines whether a home simply functions — or truly flourishes.
For me, leadership in social care is about more than results or ratings; it’s about people. It’s about creating an environment where staff feel proud, residents feel valued, and families feel confident their loved ones are in good hands. That’s what keeps me motivated, and that’s what makes this work so rewarding.
