A Day in the life of Philippa Kellar, Managing Director of Richmond Villages

Step into the world of Philippa Kellar. With over seven years at the helm of Richmond Villages and a remarkable 25-year career in health and social care, Philippa shares the rhythm of her routine, the challenges she conquers, and the moments that fuel her passion for people.

Starting the day

Q: What time does your day typically start?

"I’m not a morning person!" Philippa confesses with a laugh. "I wake up and have to be either out the door or at my desk in under 30 minutes—because if I dawdle, I’ll be late." When she’s headed to a village, it’s an early start, leaving London before 7 a.m. to beat the traffic.

Q: Do you have a morning routine? What does it look like?

"I get up, jump in the shower, throw on my clothes, and get out the door with a cup of coffee in-hand." A small indulgence? "I love a motorway service station with a drive-through coffee shop —with an oat latte please.”

Q: How do you prepare for the day, mentally & physically—especially if it’s a high-stakes kind of day?

Preparation begins the night before: "I write notes after work about the next day, getting it out of my head so I can think clearly." Come the morning, she reviews and refines them, asking, "How do I want people to feel about this meeting or event? What are the three things I want them to take away—not just messages and actions, but emotions?" She adds, "You don’t always remember what people say, but you always remember how they made you feel. With experience and age, I’ve become more thoughtful about my intentions."

Q: What’s your current role as MD, and how do you define your main responsibilities?

As Managing Director, Philippa oversees it all: "From operations to sales, marketing, finance—I’m responsible for the business’s performance, resident satisfaction, our people and also for spotting strategic opportunities and driving continuous improvement. It’s about setting the future strategy while enhancing what we do today."

Q: Where are you based, and do you work remotely, hybrid, or in-person?

"I’m hybrid," she explains. "No week is the same—I aim to be in a village at least once or twice a week, pop into Bupa’s head office at Angel Court once a week, and work from home on Fridays to dodge the M25 chaos!"

Q: How long have you been in this role and industry?

"I’ve been in this role for just over 7.5 years," she says, "and in health and social care for over 25 years—a journey that’s shaped everything I do."

Q: Can you walk us through a typical day at work?

Her days pivot on location. At home, it’s "back-to-back Teams calls—I think Teams has ruined how we work in some ways; you’re at its mercy, with no breaks to prep. Recently, we’ve been ending hour long calls 10 minutes early, so you have a chance to think and breathe before going into the next meeting" Mondays and Fridays can mean 10 meetings per day. In contrast, village days are her sanctuary: "I meet the Village Manager, wander around, and visit the care floor during mealtimes. I’ll often say, ‘I don’t want to be a hindrance – but can I help you?’ when lunch is being served. This has been a subtle game changer for me because immediately staff are put at ease, and they open up to you about anything and everything"

Q: What tasks or responsibilities take up most of your time? Top three?

"Meetings, residents, and risk and governance," she lists succinctly—the pillars of her daily focus.

Q: How do you prioritise your workload?

"It’s all about risk," she says. "In care, regulation comes first. Then it’s people, both residents and staff." With 100 emails daily, she flags them, blending digital notes with a trusty physical list: "If I write it down, I remember it." Sleep? "I’m so lucky—when my head hits the pillow, I’m out, unless something’s really bothering me."

Q: How much of your time is spent on long-term planning versus short-term execution?

"It ebbs and flows," she reflects. "It’s shifting toward long-term planning—I’d love to reach 40% on that. More time should be spent there."

Q: What’s your process for setting and reviewing strategic goals?

"We present to the Bupa board annually, laying out our UK strategy," she explains. What excites her? "We’ve absolutely got the right village model—an Integrated Retirement Community. It’s a chance to lead and expand, even integrating other Bupa services."

Q: How do you get stuff done around all those calls and meetings?

"Some decisions happen in the meeting, or I send actions during," she says. "Otherwise, it’s a 5-7 p.m. catch-up—I sit there and rattle through it."

Leadership insights

Q: What’s the biggest challenge you’ve faced as a woman in leadership?

"My own imposter syndrome," Philippa admits. "It’s about recognising it and pushing yourself into uncomfortable situations. Confidence grows with age and experience. I also used to struggle with failure in the past and not be able to quickly recover from it. I would feel those physical symptoms, tight chest or a pit in my stomach. But over the years, I’ve become able to recognise when those feelings are starting to wash over, and I’ve gone from stewing over things for days to no more than an hour – I’m able to move away from the fear and think logically about the solutions.

Q: What’s your favourite part of the job?

"The people," she says, her eyes widening. "Reading family compliments or reviews—they’re just so appreciative, it gives me a lump in my throat. When we get it right, I’m in awe. We should savour those wins more."

Q: How do you mentor and motivate your teams?

"I love this part," she beams. "I give direction, then let them figure out the how. Everyone gets a voice—I encourage debate and disagreement. Once trust is built, I step back, but they know to flag issues fast, so there’s no surprises!"

Q: How do you balance all the other facets of life?

"I don’t always get it right," she laughs. "Football games are sacred—Kerry (my PA) knows they’re in my diary. I meet friends usually once a week, then I pack weekends with stuff I love to do, like golf or going to the theatre, and every so often, it’s a pyjama weekend—do not disturb!"

Q: What skills are most important for your role?

"Listening," she says firmly. "Without a doubt. But Really listening."

Q: Who has been your biggest influence or mentor in your career?

"Richard Bowden," she recalls. "A manager who pushed me into a role I thought I wasn’t ready for—but he built a support network around me, not to check up on me, but to help me think things through. I was the CEO at the Cromwell Hospital, and he organised a monthly meeting with himself, a Bupa NED who was a medical director and the UK Finance Director—they were priceless sounding boards."

Q: How do you measure success in your position?

"It’s simple," she says. "Happy residents and staff. Get those right, and the finances follow."

Q: Can you share a personal anecdote that has significantly shaped your leadership style?

"You learn most from watching people get it wrong," she muses. "Terrible managers taught me as much as the best ones. They can scar you but equally drive you to never repeat those mistakes."