Executive Search for a CEO in Adult Social Care

Our client was a long standing provider of adult social care in the Midlands and the North West. Services included supported living and domiciliary care for adults with learning disabilities and complex needs. The Founder CEO planned to step back after many years of hands-on leadership. In such scenarios, CEO headhunters are often sought to find new leadership talent.

Ownership had passed to the family. They did not work in the business. They were proud custodians of the legacy but unsure how to proceed. They worried that the CEO’s regulatory and operational expertise would be hard to replace. A sale was being considered as the safest option.

Recognising the need for specialist guidance, the family engaged us to support a structured CEO succession.

The Challenge

Succession in an owner managed social care provider brings specific risks. Leadership change must protect quality, safety, and commissioner confidence.

The family needed to identify a CEO who could:
• Safeguard quality and maintain strong CQC outcomes.
• Ensure operational continuity across multiple services and locations.
• Build trust with the family and act as a careful steward of values.
• Strengthen workforce stability and culture.
• Deliver sustainable growth through frameworks and commissioner relationships.

The brief required a leader with regulatory credibility and commercial judgement. The right person had to lead a values led organisation while improving performance and growth.

Our Approach

Step 1: Understanding the service and its legacy
We worked with the family to understand history, mission, and risk appetite. We reviewed CQC reports, safeguarding records, commissioner feedback, workforce data, and service performance. We met the outgoing CEO and the Nominated Individual to capture critical operational insight. We defined the CEO mandate and success measures. Quality. People. Commissioners. Growth.

Step 2: Targeted sector headhunt
We conducted a focused search across independent providers, major charities, and community health organisations. We targeted leaders with proven CQC results and credibility with local authorities and ICBs. We prioritised values alignment and experience in multi site operations. The search identified a candidate from a larger provider with a strong record in quality improvement and measured expansion.

Step 3: Structured assessment and selection
We designed a rigorous process so the family could make an informed and confident decision. We ran realistic scenarios. An urgent safeguarding response. A 90 day quality improvement plan. A negotiation with a commissioner for a sustainable package. A workforce plan to reduce agency reliance. We used behavioural interviews, psychometrics, and reference led 360s. We delivered an evidence pack that scored technical, strategic, and cultural fit. The decision was based on evidence, not instinct.

Step 4: Onboarding and transition support
After appointment we provided an experienced executive coach for six months. The coach acted as an intermediary between the new CEO and the family. Clear goals were set from the outset. Communication remained open and productive. We co created a 180 day plan. Governance cadence and audit cycle. Policy refresh and duty of candour routines. Safer recruitment and rostering improvements. Digital care planning rollout where appropriate. Early meetings with Registered Managers, the Nominated Individual, and key commissioners built trust and continuity.

The Result
The new CEO delivered stability and fresh momentum.

In the first year the organisation achieved:
• Continued strong CQC outcomes with improved inspection readiness.
• Lower agency usage and higher retention following changes to attraction, induction, and supervision.
• Secured places on priority local authority frameworks and won new packages in existing geographies.
• Strengthened commissioner relationships and more predictable pipelines.
• Renewed confidence from the family that the business could thrive without a sale.

A potential exit became a successful succession. The legacy was protected. The organisation was positioned for long term, values led growth.

Key Insights
Succession in owner managed social care requires sensitivity and structure. A clear process enables confident leadership decisions that protect quality and value.

Sector expertise matters. Regulatory literacy and commissioner credibility are essential to replace an experienced leader.

Advisory support adds value. Leadership consulting and executive coaching sustain success beyond the hire.

Growth through continuity is achievable. The right appointment safeguards care while unlocking commercial potential.

Contact Us
If you are an owner managed or family run social care provider facing CEO succession or leadership transition, we can help you secure exceptional leadership that protects your legacy and drives future growth.

Call: 0207 160 6996
Email: info@executiveheadhunters.co.uk
Visit: executiveheadhunters.co.uk
For a confidential discussion with one of our Directors, book a time here.