Publish date: 8 August 2025
Gareth Hughes recently joined the executive board as the joint Director of Estates and Facilities for both Tameside and Glossop Integrated Care and Stockport NHS Foundation Trusts.
From day one, Gareth has brought a fresh energy and a clear passion for compassionate leadership, continuous improvement, and using innovation to enhance patient care.
We sat down with Gareth to hear about his first few weeks, how he leads, and why he believes that the path to transformation starts with listening.
How have your first few weeks been?
“It’s been an incredible start,” says Gareth. “I’ve been made to feel really welcome across both Trusts. What’s struck me most is the deep commitment to delivering the best for patients and the real pride that staff have in what they do. That’s such a strong foundation for improvement.”
Right from the outset, Gareth set out to meet as many staff as possible.
“The staff are not just friendly, they’re open and honest, which is brilliant. There’s already a strong culture, and I’m here to build on that.”
He’s also been rolling up his sleeves, quite literally, through his “back to the floor” approach.
“I’ve been spending time each week working alongside teams across our services cleaning, catering, estates, portering. I don the uniform and go to work for them. Because if you want to lead well, especially in estates and facilities, you have to understand what your people experience day to day. That’s how you identify where improvements are needed, and where technology or innovation can really help.”
Describe your role as Director of Estates and Facilities.
“My job is wide ranging, but at its heart, it’s about creating the conditions for teams to thrive, to make services safer, smarter, and more aligned with the needs of patients and staff,” Gareth explains.
That means ensuring compliance and safety, overseeing capital projects, and leading estates and facilities teams with a clear focus on quality, value and continuous improvement.
“My aim is to take staff on a journey," he says. "First, I’ve been listening. Now we’re holding workshops across both trusts to understand where the real opportunities are – not just for big changes, but those marginal gains that, when added together, make a massive difference.”
The goal is a clear, collaborative vision to shape a 15-year estates and facilities strategy, which reflects the views of staff, embraces digital tools where they help, and keeps patients at the heart of every decision.
“Some of the best ideas come from staff doing the job every day. My role is to unlock that, to help create the space and confidence for people to speak up and make things better,” Gareth says.
Tell us about your previous experience.
Gareth has worked across the NHS, higher education, and private sector in leadership roles for over 30 years.
That includes directing major capital programmes, like building a new critical care hospital during the COVID19 pandemic and leading large multisite teams.
He also brings a strong digital and commercial perspective, having worked in business consultancy and the private sector.
“What I’ve always been focused on is real world improvement. It’s not change for the sake of it. It’s about making services better, smarter, safer and agile,” he says.
What’s your favourite thing about your role?
“It’s the people,” says Gareth, without hesitation. “Estates and facilities staff don’t always get the spotlight, but they’re the engine room of the NHS. They keep everything moving, and when you bring the right leadership and a sense of purpose, they achieve remarkable things.”
Having started his NHS career in a band 3 role, Gareth is keen to open doors for others.
“In the NHS, you can start anywhere and go anywhere. There are so many opportunities to grow, to learn, and to lead.”
He also loves the pace: “We can make things happen. I’ve seen how quickly good ideas can take off if you trust people and support them to act.”
What’s something you wish more people understood about estates and facilities?
“That we’re not just the back office,” Gareth says. “Everything we do from maintenance to food, cleanliness, switchboard and driving for capital programmes shapes how patients and staff experience the NHS.”
“And behind every task is a person. Our teams bring skill, care and commitment to work every day. Whether it’s the porter taking a patient to surgery or the engineer keeping the site safe, it all matters. And when it all works together, it can transform care.”
He believes technology has a big part to play in making these services more efficient and responsive, but that the right culture always comes first.
“It’s about getting the basics right and being open to new ways of working but never losing sight of the people behind the process.”
How do you like to spend your spare time?
When Gareth’s not busy with his wife and five boys, he’s usually somewhere outdoors preferably going uphill.
“I love ultramarathons, mountaineering, and anything that tests your resilience. That’s where I clear my head and do my best thinking.”
Each year, Gareth and a group of friends set out to climb the highest peak in a different European Country. “Last year it was Mont Blanc. This year, we tackled the highest mountain in the Czech Republic.”
There’s a link, he says, between these endurance adventures and how he leads at work.
“It’s about planning, teamwork, staying calm when things get tough, and keeping your eyes on the bigger picture.”
What do you want people to know about you?
“Just come and say hello,” Gareth smiles. “I’m here to listen. Collaboration is everything. The more we talk, the more we can learn from each other and build something great together.”
“I believe in compassionate leadership and the power of small changes. If each of us finds one way to improve something, a process, a space, a conversation and we share those ideas, we can build a service that feels different. More joined up. More human. And better for patients, staff, and visitors alike.”
