In 2019, Jamie Braganza joined forces with two partners to establish Anavo Group, transitioning from running his family’s stable group of three to four homes in Hampshire to building a new and ambitious organisation. The goal was to develop 25 new-build care homes in 10 years. Now, five years in, Anavo has 12 operational homes, two currently commissioning, and is taking on another, bringing the total to 15 by summer 2025. By the end of the year, an additional five homes will be in development, all focused on elderly care.
In this interview, Jamie reflects on the rapid growth, the evolving demands of recruitment, and the critical lessons learned in building leadership teams that can sustain and scale a growing care business.
Scaling from a Family Business to a Large Care Group
“When we launched Anavo, we took on management contracts for existing homes to help create our reputation and cash flow. We leveraged those contracts to raise capital and fund our own group. That meant we were growing at pace and had to build a full senior management team (SMT), infrastructure, and back-office functions—something I hadn’t needed in my previous business. We went from managing 150 staff to now over 1,000.”
The Learning Curve: Beyond Competencies to Values and Culture
Recruiting at this scale required a shift in approach. Jamie had recruited many home managers before, but building an executive team and wider leadership structure demanded a new perspective.
“It was a steep learning curve. We realised that teams, personalities, and values are far more important than competencies alone. At first, we got it wrong—we’re now on our third iteration of the management team, but we’ve learned and got the right balance.”
Understanding the Right Leadership for Growth
“Some people might have been the right fit for the turnaround or start-up phase, but we didn’t factor in the need to sustain the business over time. Some people are task-driven, others are relationship-driven—we realised we needed leaders who could take people with them on the journey.
We initially looked for people who had the experience to get from A to B, but what we really needed were leaders who could ensure everyone got there together. We also learned that having people at the right stage of their career is crucial—those in the right place to do the job you need them to do. Now, we have a leadership group that’s in the right stage of their careers, with some working their way up rather than stepping back to retire.”
The Role of a Recruitment Partner in a High-Growth Business
Recruitment at this scale required deep trust in external partners. Jamie describes how Anavo learned to differentiate between recruitment firms focused purely on placements versus those invested in long-term success.
“The recruitment landscape is broad—some recruiters are quite mercenary, and others take a long-term approach and invest in relationships. Bright Selection sits in the latter category. They didn’t just contact us when they had a vacancy to fill; they took the time to understand our journey, our goals, and our values.
We found that some recruiters would send us CVs before they had even spoken to the candidates. You can tell that Bright Selection only ever sends CVs after they’ve had a detailed conversation. By the time we meet candidates, they already know about Anavo and want to work with us. Bright provides us with a headhunt/search approach, understanding our drivers and matching candidates more effectively.”
Lessons in Recruitment: Advice for Other Care Operators
Jamie shares key takeaways for organisations looking to grow successfully:
- Openness and Transparency: “People looking for new career opportunities need to know exactly what they’re getting into. If you’re not honest from the start, it won’t be sustainable. Be honest with yourselves, too!”
- Beyond the CV: “In one of our early commissions, we recruited people based on experience alone. Many had come from large organisations with strong support structures, but at the time, we were too small. We didn’t have the infrastructure, so things didn’t go to plan. Trusting the recruiter to understand the sector and its providers allows them to offer guidance on employee expectations.”
Finding the Right Fit: “When we gave the brief to Bright Selection, they placed people who were a better cultural fit. They understood that we needed leaders who could build relationships—not just deliver tasks—and engage with local authorities and wider stakeholders. Bright hit the nail on the head.” - Mindset Matters: “Finding the right people isn’t just about qualifications. Bright Selection has a knack for discovering mindset and cultural fit. Different homes and different organisations have different needs, and Bright recognises that. When choosing a recruitment partner, work with those who genuinely take the time to understand you and stay engaged.”
- Evolving the Interview Process: Values First. Over time, Anavo developed a three-stage interview process designed to assess candidates beyond their experience and competencies.
“We prioritise values over everything else. We believe that treating people well and with respect is fundamental. We have structured questions around this, but the process is designed to feel natural—like a conversation—so that candidates relax and reveal their true selves.
Getting the personality mix right, especially at board level, is crucial. The wrong combination can be disastrous.”
What Makes a Great Recruitment Partner?
For Anavo, one of the standout qualities of Bright Selection was how they handled setbacks.
“What we love about Bright—and what I’d recommend others look for in a recruitment partner—is how they respond when things don’t go as expected. They are honest, they want to understand, and they actively learn from both successes and failures. They are the only recruitment partner who has reached out to find out why their candidate wasn’t appointed and asked what they could have done better.
This gave me a huge amount of confidence in them. It felt like they weren’t just there to make placements; they were genuinely invested in understanding our business. They check in, they care, and that allows us to trust them—not just their competence, but also their motivation and ethics. That’s what makes them a true partner.”
Final Thoughts
Anavo’s journey highlights the importance of building leadership teams with a strong cultural and strategic fit. Rapid growth demands more than just experience—it requires alignment of values, transparency in recruitment, and long-term investment in relationships.
For organisations embarking on their own expansion journey, Jamie’s advice is clear:
- Choose leaders who can build teams, not just execute tasks.
- Partner with recruiters who take the time to understand your long-term vision.
- Prioritise values and mindset in hiring decisions.
- Be honest with candidates and yourself about the challenges ahead.
Through their collaboration with Bright Selection, Anavo has refined its recruitment strategy, ensuring that its leadership team is built to sustain and grow the business for years to come.