Interview with Helen, CEO of Optalis

What is your background and how did you come to join Optalis?

My journey into care began in 1990, when my mum and I bought a residential care home in Midsomer Norton. I thought I’d be doing an admin role and wasn’t expecting to be hands-on with care. But I quickly realised that I had to roll my sleeves up and get involved.

It didn’t take long for me to fall in love with supporting people. Running a care home was hard work, and I was on call a lot, but there were so many moments that were fun and rewarding. When we sold the home in 2002, I didn’t have a clear plan but one thing I knew for sure: I really enjoyed working with older people.

Shortly after, I started a role as a Registered Manager in another care home. Over the next few years, I worked in various social care management roles. In 2014, I joined Optalis as a Business Manager. My role was to oversee a home care service, supporting people living with dementia. Over time I took on more responsibility, eventually becoming Director of Provider Services and then Chief Executive for Optalis.

I’ve been at Optalis for nearly 11 years, and I’m still proud to be part of an organisation that puts people first, values its staff, and works hard to make a difference in the local community. 

What is it like being Chief Executive for Optalis?

What makes this role different to other roles I’ve had, is the level of influence it gives me to help shape the direction of the organisation. What I value most about the role is the ability to make decisions quickly—decisions that have a real impact for our teams and the people we support. It’s a responsibility I don’t take lightly.

Relationships are everything in this role. I thought I’d always want to hold onto the operational detail, but now I see how important it is to maintain those key partnerships—to keep people informed, involved, and aligned. It’s a different kind of work, but it’s no less important. In fact, it’s essential to keeping Optalis moving forward in a way that reflects our values and our mission.

Due to my background, I understand our work from the ground up. At my core, I still want what I’ve always wanted—for people to be able to live in a place they call home and do the things that matter most to them. And for our colleagues to feel supported, valued, and able to give their best.

How do you help create a positive and supportive workplace?

Every step of my journey has shaped the leader I am. Chief Executive, might be a bigger title, but at the end of the day, I’m just Helen. I don’t carry the job title like a badge of authority. I hold it as a responsibility—to lead, yes, but also to stay grounded, to work with people, not above them.

We all deserve to be treated with dignity, even in difficult circumstances. I’d rather people come and tell me when something is wrong. We’ll figure it out together. 

I want to be approachable and someone you can talk to. That’s how I see leadership: being supportive, approachable, and human.

What sets Optalis apart from other social care companies?

I genuinely believe we deliver great support. We have great people who work for us. We’ve come a long way, especially in how we recruit, how we support new colleagues, and the quality of training we provide. The people in our offices are just as committed—they’re making sure the policies are right, that we support our teams properly, and all that effort feeds into the care we deliver. I think the culture at Optalis often feels very positive. There’s a real buzz, and a sense that people enjoy being here.

Of course, no organisation is perfect. There are always things we can do better. What matters is how we respond, how we learn, and how we support our people through it. That’s what sets us apart.

I’ve worked for different care organisations, and hand on heart, Optalis feels different. The culture, the approach, the sense of community—we’ve got something here that’s hard to replicate. And I really do believe we stand out.

What is your vision for Optalis, and how do you think it will change in the coming years?

We have the potential to grow as the opportunities are there. But growth needs to be done thoughtfully. Growth is exciting, but it’s exhausting too, and people need time to catch their breath.

Timing is everything, I need to balance ambition with reality, pace with sustainability. We’ll grow, yes—but we’ll do it in a way that brings people with us, not burns them out.

Optalis is all about people—people we support and people we work alongside. And as long as we stay true to that, I think we’ll continue to have something special.

Outside of work, what are some things you enjoy doing in your free time?

I’ve just moved to the countryside, and I’ve been really enjoying green space, walks with the dog and being part of village life. I’ve also been enjoying my new granddaughter, I feel like I waited my whole life to be a Nana. It’s brought a whole new kind of joy into our lives, so spending time with family is always important to me.

What advice would you give to someone thinking about a career in social care?

There’s nothing better than knowing you helped someone have a better day, than they would have had without you.

My best days, honestly, are when I’m out in our services, chatting with the people we support, being part of their world, even for a little while. 
So, if anyone is thinking of dipping their toe into social care, I say do it. You’ll get so much more out of it than you expect.