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Welcome to Leadership Journeys. I'm Leona Deakin and we are delving into the minds of successful women

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to find out how they've achieved the amazing things that they've achieved.

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Last week we heard from the inspirational Yana Smaglo. How do you turn a negative life experience,

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something as horrific as escaping war in the Ukraine, into a positive?

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A chance to do something good for the world. In this episode...

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These people are telling us they wouldn't be there if it wasn't for our research.

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They wouldn't be there if they hadn't had that scan. They wouldn't be there if they hadn't

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taken part in that trial. And I can't tell you how powerful that is. That is the thing that makes you

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get out of bed in the morning. What do you do if you know you're right but the world isn't listening?

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Today's guest managed to make even the government hear her. But the person she really wants to listen to her message is you.

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My guest today on Leadership Journeys is Dr Catherine Scott who has moved from being scientist

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to CEO of Yorkshire Cancer Research. Many of the women who are speaking to me on the podcast are

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women I've worked with but Catherine's a little different because I actually went to school with

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you Catherine, didn't I? Hello. Yes you did and we won't be telling any of those stories on this podcast.

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Gotcha. When we met at Sixth Form I was the girl who was desperately trying to get into the

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school show and you were the straight-A academic looking for a brilliant career.

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Weird how things turn out, isn't it? It's weird, yeah. Always jealous of the people who could get up on the stage.

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You're too kind. So we are sitting today in Yorkshire Cancer Research's new wellness centre

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which has a beautiful cafe and a nice lovely charity shop where people can come and get some

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beautiful clothes and things. But most importantly it has this wonderful kind of exercise area and

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rehabilitation area. Just tell me a little bit about this because this has been a bit of a passion

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project of yours, hasn't it? Well absolutely. So we identified quite a few years ago there were

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bits missing for people who've had a diagnosis of cancer including support after a diagnosis but

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after treatment as well. A lot of people said that they felt like they fell off a cliff after

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treatment ended. All that regular attendance at hospital and consultant appointments and la la la.

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They had nothing to go to after that. But more, more, more importantly and I can't stress this enough,

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exercise after diagnosis of cancer can half the chance of a cancer coming back and people were not

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being told this information and we really wanted to bring that to people. So we're a Yorkshire based

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charity so we thought we'll bring it to Yorkshire first but bang a drum really hard when we gather

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that evidence so that people will have that available to them the country if not the world

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over. Wow. I mean I have always been a bit of an admirer of Katherine because she's got the brain,

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the size of a planet. But I'm very proud of you for this particular work that you've done and I'm

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sure your journey towards this wonderful building and this wonderful mission will kind of come out

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in your story. But let's just go back. So we studied our A levels together and then you went

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off to university in Manchester. You did a degree and then you did a PhD in cell and molecular biology.

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Correct. Thank you. And then so just thinking about that younger version of Katherine, so that kind of

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at university early stages of your career, what were you wanting to do career wise? Did you have

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a plan at that stage for what you wanted to do? I'm not sure I had a plan but I had a passion.

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I absolutely loved, loved, loved biology. And by the way, my children have gone out of their way to

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not do biology and perhaps there's a link here. I loved biology. It lit me up. I completely

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understood it. It made complete sense. Nature is lazy. It always wants to do things the easiest way

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possible. But there was a moment when I was about 18 years old when I discovered DNA. And I absolutely

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cannot believe how amazing DNA is. It's the same stuff that makes mushrooms and wheat and humans.

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And they're so, so different. How can you possibly have some molecules that do that range of different

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things? I loved it. And then when I discovered mutations in DNA that can cause human diseases,

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I was on my path. That was me sorted. And so you immediately following your PhD stayed in academia,

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is that right? And stayed in research. So for about 12 years, I did laboratory science, a range of

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things. I worked on bladder cancer. I worked on hematological malignancies like myeloma

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and myeloid leukemia, those kinds of things. And then eventually I needed more people in my life.

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So I gave up the lab and the plates of cells and I switched over to Yorkshire Cancer Research.

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So how different is the job that you're doing now to kind of where you started out?

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Worlds apart. Because when I first started out, I was doing experiments. I was using a pipette every

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minute of the day. I was doing experiments that showed whether this mutation was linked to that

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disease or whether it wasn't a mutation at all. Whereas now we are a funder of science and research,

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but we also have active services which are research led. And they're not really anything

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to do with that molecular level. It's really at the other end of the spectrum of what the disease,

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in this case, cancer is. How it affects people is where I am now, not how it affects cells,

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which is where I began. Would you be surprised, your younger self, would you have been surprised

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by the job that you're doing now and the level that you're working at now? I would have not

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believed this at all. Where I grew up, so when I grew up in Bradford, I grew up in a council house

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in a part of Bradford called Lilycroft. And I didn't know anybody who'd gone to university

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on our estate where we lived. I hadn't heard of a PhD. And I didn't know anybody who was a chief

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executive or had ever wanted to become one. It just wasn't in our language. So it is a completely

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different world, totally different world. And quite a fascinating journey. It would be really

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interesting to know, I think, for those people, those leaders, ladies and gents who are kind of

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on their way towards their kind of goals and dreams and ambitions. It'd be kind of useful to know

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what have been the two or three big step changes, would you say, in your career moving from that

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kind of bench scientist to the CEO? So just give me like those big moves, maybe. Well, it's quite

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frightening when you look back at that, because some of them are accidental. Okay. So opportunity

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just arose at that time. But I would say I had in school, I had an amazing maths teacher called

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Harry Outram, who was terrifying. You could hear a pin drop in his lessons. But he gave me the quiet

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confidence with maths. Now, I was never that into maths, as in I could do it. But I used it as a

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tool because I loved biology. Biology was where my heart lived. So having a fantastic background in

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maths really helped that. And I credit Harry Outram with, and he's sadly not with us anymore.

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But I credit him with giving me that confidence. The second inflection point, I think, was when I

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was walking down a corridor as a third year undergraduate. And the senior guy in the department,

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a guy called Professor Keith Gull, who was, oh gosh, he was terrifying and strode the corridors.

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And people would cower in doorways away from him. And he walked past me in a corridor. And he just

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said, I want you to do a PhD in my lab. And I have not a clue. I asked, he retired quite recently.

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And I asked him, at his retirement day, why did you do that? And he's from the North East. And he

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said in a very broad North East accent, you just had something about you. And I thought, wow,

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that's incredible. How lucky, how absolutely lucky was that to happen? So that's how I ended up doing

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a PhD. And then the third one, and the last one, is, I think, when my boss at York University,

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a guy called Jim Allen, who's now a professor in Newcastle, he said to me, you need more people in

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your life. And in fact, I'm not going to apply for any more grants for you because you need to be

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with more people. You need to do something that's in science, but not at the bench. And I thought,

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you, how rude, how dare you, how, how, I was so indignant. But he was 100% right. And I absolutely

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am delighted that he spotted that and pushed me in that direction.

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So you've got kind of three key mentors there that are actually almost signposting your next

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step. So your, your maths teacher, Mr. Outram, he built your, built your confidence. But then

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the two academics, they actually signposted you to what they thought you should be doing.

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Which is a bit sad, really, isn't it? Because it's supposed to come from within, but, and maybe it

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was there inside. And, and certainly, and I suppose the other, and this is a daft one, maybe, but I am

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the accidental chief executive in that, our previous chief executive left. And in that sort

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of scenario, they just looked for some, just looked for someone to fill the space initially,

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which I did for six months and learned a heck of a lot. And then I thought, well, I will apply

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for this. But I don't think, again, that was a, I was a victim of circumstance, not a victim,

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wrong word, but it was a, a circumstantial change. It wasn't a change that I set my heart on.

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This is quite interesting, isn't it? Because I think a lot of us believe that luck is this big

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factor and like the world is kind of conspiring to help us or hinder us. However, in what you're

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saying, these people were noticing something in you. So, you know, that the professor that

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stopped you in the corridor said there was something about you. You don't know what that

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thing is. You can't kind of articulate that. But he, he knew there was something about you,

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something maybe about your passion or your work effort, or just your mindset about how you were

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kind of approaching the things that you were doing. He was seeing something behavioral,

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presumably, in you that was making him think, oh, I want that person on my team.

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I think there's a lot to be said for that. And I do wonder if I call it only child syndrome. So,

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I am an only child. And I don't like it when people say no, when I think it's unreasonable

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to say no. And that has played out absolutely in some of the things we've done at Yorkshire Cancer

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Research, when we've been told no, and I thought, we're doing it anyway. So, so there's a bit,

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maybe belligerence, determinist, you know, those kinds of words or just stubbornness.

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You're a mum, you have a couple of children. How did that kind of change maybe what you were

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doing or how you viewed work? Did it have an impact in any way? Obviously, no regrets at all

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about having children and they are delightful. Even as teenagers, they're still delightful.

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They... You have to say that. Well, they will probably listen to this.

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But it is true. And they, they definitely made our lives complete. They came along at a time,

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really, where I needed to make that decision. Am I going to push on to try and be a professor

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in an academic environment or am I going to do something different? And that was around the time

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when the advice to me by my then boss was, you do need to do something that's more people focused.

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So, I think you crash those together. And that's when the job at Yorkshire Cancer Research came

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up and I thought I have never done a desk job before where I'm sat down a lot of the day,

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because in a lab, you're stood up moving around, you know, you're on your feet all the time. And

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I thought this is going to be a really big cultural change. But it did fit because it was three days

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a week whilst I had one child who was three and one child who was 18 months. Now, having young

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children and trying to do laboratory work is almost impossible because it's setting up

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experiments. If you need to set up one at 4am and leave it running until 4pm and then start

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doing the tests on it, it just doesn't work because you've got nursery drop off. And as great as Dan,

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my other half is, it wasn't fair to make him be the sole carer for our children on the days that

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I was working. So, having the children made me stop and think about what was important in life

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and work-life balance. And I tell everybody this and I think they would repeat it back almost like

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a little mantra, family first always. So, somebody in the team has got a thing that's pulling them

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away from work. Because if you do that and give people that freedom to be like that, then they

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will give back more anyway. They will come back, work more than they would have done, done more

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things with more enthusiasm. So, it was really key for me to have that work-life balance. So,

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whilst it did slow down a little bit, it moved me onto a parallel track, which was research funding

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side in a charity. And that's when that journey really began. So, you suddenly saw what this

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organisation could do and it was quite a small organisation. And then it's eight years later

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that you become the CEO. What was going on in those eight years? What were the steps going on

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there? How did you get to this point? So, once we started taking some steps, first of all,

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you need funding. So, you've got to start to take some steps. So, we did some innovative funding

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bids from trusts and foundations and all that have never been done before in the charity,

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and not to that extent. And I could see that that was a possibility. So, I started to build a team,

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build a team, build a bigger team, add bits on. So, we started to look at data analysis and then

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start to almost develop policies in that we do develop them now. But in the early days,

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they were quite rudimentary. And we started to really clearly see that Yorkshire did lag

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behind most other parts of England in cancer outcomes. So, that again gives you opportunities

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because you think, okay, what are others doing? What can we do? Let's look around the world.

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And building that expertise in the team, once you start to get a name for yourself,

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then the sort of funding gets a bit more easy flowing because you can tell a really great story

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in your funding application. So, instead of us just being a funder of other research, we were

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then applying for funding to bring it into the charity in the first place, and then really

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upsizing what we did fund. So, understanding what the work that was going to be funded by the charity

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was going to do for people. And that again started to really gather speed and start

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trundling down the road almost on its own. And that has led to some amazing successes for us.

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And was that something then that you spotted a bit of an opportunity or maybe a gap in what the

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charity was doing? And was it you that started to pull those teams in and start to look at

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different ways of working? So, yes, but I definitely, the chief executive at the time,

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a guy called Charles Rowatt, he gave me the wings to do that. So, he gave me the freedom

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and the confidence. So, okay, Catherine, if you think going and putting some scanners in lorries

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is the right thing to do, you go and build it and then come back and tell me what it looks like.

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So, build it in a theoretical sense, then come back and tell me what it looks like. So, okay,

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if you think this is a good idea, prove it. And all that gauntlet throwing down just is perfect

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for me because I love a challenge. And again, when central government didn't want to do some,

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didn't want us to do some of the things that we were doing, because it would give them a headache

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later on down the line if we proved them to be successful. That's even more gauntlet throwing down.

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So, what do you, thinking about your current job as a chief executive officer, what do you enjoy

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most about it? What's most rewarding about working at this level? What do you say?

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I should have probably brought the packet issues in for this moment because there are

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occasional times, and they've happened two or three times now, where we go and do a research

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showcase. So, we take our research out and we make it lay friendly and we fill a room full of

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people who either have taken part in our research, who might be donors or supporters or volunteers,

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and we fill that room full of those people. And then we bring on some very eminent professors to

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tell us about the work that they're doing funded by Yorkshire Cancer Research. And then every now

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and again, at the end of one of those research showcases, the people who've taken part in the

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research, they will stand up and say thank you and give the team a round of applause. And that is

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the most emotional, amazing, these people are telling us they wouldn't be there if it wasn't

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for our research. They wouldn't be there if they hadn't had that scan. They wouldn't be there if

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they hadn't taken part in that trial. And I can't tell you how powerful that is. That is the thing

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that makes you get out of bed in the morning. When you're looking a little emotional, just

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kind of talking about that. So I can't help those, I get a tear in my eye every time and it starts to

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catch in my throat because it is the best day of the job. Well, how are you feeling? Obviously,

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they're feeling very grateful for the kind of help and support that they've been given.

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How are you feeling and your team feeling when you're standing watching those people?

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Well, my overriding feeling is that we need to offer this to more people and it absolutely

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needs to be, you know, it's all very well filling that room full of a few hundred people,

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but there are literally thousands of people every year in Yorkshire who get a diagnosis of cancer.

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So I just think it reignites and reaffirms that you want to do it on as big a scale as humanly

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possible because there are so many gains we can make, continue to make, and we absolutely owe that

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to these people. These people are the people who raise money for the charity. They support the

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charity. They talk positively about the charity. They're the people we are here for. That's who

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we're constituted to be helping. So doing as much as we can, as many people to help as humanly

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possible. And is it possible to give us a kind of example of maybe somebody who you've seen the

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charity really help? I mean, you know, obviously keeping their confidences, but almost an illustration

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of the difference that can be made on that kind of individual level maybe. So we have, of course,

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we have in our Active Together program here in Harrogate and actually we also have one in Sheffield.

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We're opening one in mid Yorkshire in collaboration with the Trust and one in Airdale in

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collaboration with the Trust. So we're starting to reach a lot of people, but in this Harrogate one,

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this is the place where, because it's my daily office, this is where I can see people and talk

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to people every day who are taking part in our research. And it's not just our Active Together

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program. We meet other people who are benefiting from our research as well who come and see us.

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And the stories range from people who've been given access to a drug that saved their lives,

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if they had a particularly rare form of an inherited cancer, and then this highly specific

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molecular drug that the charity funded the research of in the early days, that drug has

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saved their lives. And it was a really aggressive disease and they would not have been here had this

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been 10 years ago. So we have people like that in our world and they'd like, you know, they'll come

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and see us, tell us their stories. But we also have people taking part in Active Together who come in

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literally on crutches who have to be helped to the door. And by the end of six weeks with us,

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they were walking laps of the big studio, which is without crutches. And that makes such a difference

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for them, because suddenly they can walk the dog, they can pick up a grandchild from school,

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whatever it is that's important to them, they can suddenly do those things because we help them.

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And that's just ace. That's amazing, isn't it? And so the Active Together program, that's the

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exercise-based wellbeing work that you're doing here. It's about getting people to be as fit

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as they possibly can, multiple reasons why. But the first part of that is to make sure that they

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can tolerate the full course of their treatment as well as possible. Because if they can do that,

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they're more likely to stay on that treatment and complete the full course if they're staying as

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well as they can be. So first of all, that helps with adherence to the treatments. Secondly, it

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helps people with their mindsets, their positive mindset. It gives them a peer support group.

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I mean, I have said for years before we moved into this building, the people who feel really

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comfortable, if they've had bowel surgery, say for example, and their body might not operate in the

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way it used to, they might have a colostomy bag, they might fart sometimes when they're not supposed

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to. But if you're in an exercise class with other people who are all doing that same thing,

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there's a real camaraderie and a real support network. We have an amazing spill kit here.

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If anything gets spilled, whatever it is, we can deal with it. It's amongst friends and it's all

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fine. Yeah. So you're not alone. And we're going to make you more resilient to whatever it is that

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you have to kind of deal with over the next course of months and years for some people.

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What you're doing is you're taking charge of an element of your treatment. You're doing it for

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yourself. You're empowered to do that little bit on your own. You can't really make too many

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decisions about what level of chemo you're going to have or what chemo timing regime you're going

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to be on, for example. But you can help yourself with some exercise. How much of a fight was it

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for you personally to bring this into being? Doing new things is always tricky. And I've learned

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some brilliant lessons. I've, oh my goodness, this last two, three years, that has been my steepest

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learning curve, even through PhD days. Because the absolute lessons that I've learned is I have an

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amazing team here at Yorkshire Cancer Research, amazing, amazing team, but I need to bring them

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with me. So when I'm having the next wacky idea and they're all take the mickey out of me for this,

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and that's fine. It really is fine because I'll have 99 ideas and one will work. And that's

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actually their skills and their abilities, them take, identify the one and then take it.

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But winning hearts and minds is such a huge, important part, winning people over,

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giving them the confidence that it's going to work. And that if it doesn't, you've got their back.

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And that is a big, big lesson that I've learned over the last two or three years. It isn't just

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ploughing ahead and saying, well, we're going to do it because I want to do it. No, no, no,

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that is the wrong approach, 100% wrong. You've got to bring your people with you.

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And so how have you done that? How have you brought them with you? Like tactically,

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tactically, what are the kind of activities that you've done more of or the ways you've behaved

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differently maybe that have enabled you to get their hearts and minds? Building it together.

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So going to them with a problem and then saying, how can you help me fix this or how can we fix

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this together? So actually going to our different departments in the charity and saying, let's build

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this together. But these are the worries I've got. And when obviously some of the worries that they've

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got and they'll have other worries as well, navigating those together and building it together.

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And just thinking of that, because I feel very proud of you when you talk about this as a kind

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of long standing friend. What do you think young Catherine would have thought of what you've

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achieved? Would she have been proud? I suppose young Catherine was a bit sort of shoulder

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shruggy in some ways. She was a bit like, no, definitely not too cool. I was like, oh, you did

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that. Okay. So quite kind of accepting really of the future. I think as a youngster though,

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I didn't really challenge the future enough. So I would probably say to that young self,

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don't give yourself false ceilings. Don't give yourself false limitations. It isn't a limitation

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that you were born in a council house in Bradford to two brilliant parents who always supported me.

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They were my super strength actually. So early years up until probably university years,

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I relied very much on them with self-confidence, self-esteem, all of those great things that your

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parents can do for you. I had that in spades from mine. It's about emotion again, isn't it?

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And that the power of the family and that you went into life feeling confident inside, but still

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interestingly having these perceptions of the world maybe that there were limits or there were

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ceilings or there were things you couldn't do because dot dot dot. Absolutely. And you go to

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university and everyone takes the Mickey because you're a Northern lass. And so you probably try

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a little bit harder. You probably do revise that a little bit longer because you don't want to be

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shown up. It doesn't come naturally. It really didn't. I often used to say I was the first

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person in my family to go to uni, which is actually not true because my mother got there

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the year before me. So she did start a degree the year before me. Brilliant. Well done, Mum.

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But yes, so I think you've just got to be determined is the wrong word. I don't really

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know. I'm not very good at expressing it because it's things that happen to you at a moment in time.

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But they are some of them are secret strengths and you just need to tumble to that. You just need to

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figure out actually that isn't a bad thing that you want to work a little bit harder, that you want

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to prove yourself, that you're a little bit embarrassed maybe because you didn't go to a

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fancy school. We went to a very nice school, by the way, but it wasn't a super performing

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academic private school, say, for example. Yeah. So maybe it's not about having that kind of pre-designed

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ideal route to wherever you're going, but actually embracing your differences. And even if those

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differences might feel uncomfortable or might be a little embarrassing, you know, I moved schools

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to meet you guys and had a very different accent and there was a lot of mickey taking. And I suppose

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there's a choice there of whether you kind of try to change yourself to fit the world or you try and

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change the world to fit you and different people do different things. I don't remember you ever

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changing to fit the world, my love. I think you got the world to fit you. However, who knew that

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there was a W in the middle of the word Stoke? All my fellow Stokeys know what we're talking about

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there. There's definitely a silent W. And there was kind of one other thing that I was just going

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to ask you there, just talking about your parents. So I think that whole thing about inner confidence,

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you know, we can have this outer confidence where you're comfortable standing up in front of a group

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of people and talking and that's like social confidence. That's one thing. But that inner

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confidence, that self-esteem, that's kind of invisible to the world. And some people have

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got it in spades and some people don't have much at all and really influences kind of how we

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interact with the world and how we make our way through the world. So what do you think your mom

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and dad did that was so powerful in giving you that kind of inner confidence? I suppose I grew

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up in a house where, and I don't even know where did my parents get this background from because

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it wasn't their background, but I grew up in a house where education was the freedom key.

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So the key to a future life, living an interesting life, doing an interesting job,

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meeting interesting people and achieving things, it comes from having an education.

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So whilst I was never locked in my room, I didn't need to be locked in my room. I enjoyed revising,

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sorry, but it's true. But I got a lot of benefit from having parents that really,

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really believed in education. And my dad's philosophy certainly was, because my dad had

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some hard jobs. He had some digging up the roads in the middle of the night kind of jobs

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and gas leaks and so on and so forth. Probably saw some horrible things that he'll probably never

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tell us about when houses exploded, etc. His attitude was always, if you want to work in

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retail at the end of your degree or PhD, you can do that. But you can't go and work in a lab

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if you go into retail at 16, because I worked in Boots the Chemist actually when I was a 16 year

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old and I loved it. I really loved it. You can go, you know, it's a one way valve. If you have

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education, you can then do anything. Whereas if you don't have education, your options are limited.

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And so they believe in education, but it sounds like they believed in you. They believed in your

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ability to be educated and have a better life for yourself. But they never would never have never

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made it about me. It was always about the education. So it was like secret esteem giving,

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maybe it didn't, I'd never felt big headed. I, you know, hand wringing about, you know, yes,

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yes, all right, I did get these A's and whatever, and that degree and so on and so forth. But I've

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never been a straight A student and I, you know, I got a 2.1 in my degree, I didn't get a first.

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But they never, neither did they ever say, my parents never said, what went wrong? Why didn't

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you get a first for all our money? They never did that. But neither did they feel like they had to

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say, oh, you should be revising more. I was left to find my own way in education in terms of all

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the support, that hidden support and sort of confidence that they gave me to do that and the

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reasons why I should do that, but never with a carrot or a stick. So they gave you a strong

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reason why you should educate yourself, but they didn't tell you how to educate yourself. They

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didn't tell me how, they left that up to me. I think that's quite a nice kind of metaphor for

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leadership though, isn't it? I think giving people a reason to work towards something and a reason

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to achieve something, but letting them decide exactly how they do it is often one of the most

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powerful leadership strategies, I think. So well done, mum and dad. Turns out our parents can be

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surprising when we look back. Our teenage selves would not have seen that. And my own teenage

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children, I think they obviously they've grown up in a different world, but we've tried very hard

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not to force them to revise. If anything, it's a bit more like Matilda in our house where we say,

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are you still revising? Don't you need to go to the pub? Is there something that you would like to

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share kind of out there in the world, through this podcast, something that you've learned

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through your career or your kind of leadership experiences that you would want to kind of put

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out there? We had a lot of resistance about putting the scanners in the lorries and driving

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them around more deprived parts of the county. And we did it and we proved that it worked. And

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now the government have rolled it out as a national screening program. Brilliant, brilliant, brilliant.

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The next two that are coming down the pipeline are genetic testing, because if you can identify

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people who are at risk, you can give them more support, as in more screening or more early

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warning symptoms, more lifestyle advice to make the cancer is a disease of thresholds. And it

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takes multiple things for you to tip over a threshold and for a cancer to form. So early

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warning is absolutely key. So bringing that into our more standard care in the UK would be brilliant.

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And then exercise after diagnosis of cancer. So many studies have shown how worthwhile that is.

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And it's not, people don't see it as some people don't see it as academic research, but it's just

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the same way of priming your immune system as the modern molecular drugs do. It's just an additional

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way. You don't do it instead of you do it as well as because your own body, the human body is super

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capable of dealing with aberrant cells, mutated cells. And it does it on a day to day basis.

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It's just every now and again, one escapes and becomes a tumor. If you can prime your immune

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system by doing exercise, either pre any cancers or once you've had a cancer diagnosis doing it

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afterwards, you really significantly improve your chances of surviving that cancer and being

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healthier on the other side as well. This isn't a replacement therapy. That would be bonkers. Why

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would we go against all that research led stuff that has led through clinical trials to the

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treatments that we have the very effective treatments that we have for cancer today.

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But there are the new class of drugs that are coming along down the track, we're already in

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clinical use now. And the immuno oncology space are about priming your immune system to get your

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own immune system to tackle your cancer and exercise after diagnosis does that. So do that.

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And it is empowering and people can do it for themselves. But you've got to have people to

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believe that it works. And that that is really key because that will keep people doing it.

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Cancer patients will tell you that one of the three things they worry about the most is the

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cancer coming back. The second is their family and the third is pain. If you look at cancer studies,

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the world over. But if we can help people reduce that risk of a cancer coming back, then I will

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pour our heart and soul into doing that. And that is really having a massive impact on the

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world, isn't it? So I think you are very impressively achieving your goals, which is wonderful.

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You know, I thought I thought you were going to spend your life in a lab, actually. So I feel

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very proud of you and very grateful that you've shared your story here with us today. It's been

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fascinating. And I hope that people can hear within it some of those factors that have helped you

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along the way and that you didn't start out necessarily as this budding CEO at 20 who was

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always going to lead an organization. Actually, this has been an evolving journey of experiences

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that have brought you here and made you the person you are today and giving you the leadership style

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that you have, which is obviously working incredibly well for you at the moment. So that's

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brilliant. As a final kind of question, can I ask who else would you recommend comes along and speaks

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to us on leadership journeys? Are there other female leaders that you think, oh, you should

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speak to her because you find them impressive? The lady I would recommend to speak to is Dame

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Callie Palmer. She's the NHS England cancer director. She's also the chief executive of the

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Royal Marsden. And she is awesome. She was here actually about a week ago in the building. And

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she's she has the brain of size of two planets, NATO universe. But she's also really human in her

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approach. She's very people focused. She's got emotional intelligence coming out of her paws.

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And yet she does this very serious, very big job. And I am definitely I was like fan girl when she

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was in the building. I am in awe of that woman. And I really enjoyed spending a few hours with her.

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That's brilliant. Thank you, Callie. We're coming your way. Thank you, Dr. Catherine Scott. This

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has been lovely. Great. Actually, I've learned more about you. This is nice. It's been really

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it's been really lovely having you along. Thank you. Coming up next time, there's always another

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way. That would be my advice to anyone really. And you know, as one door closes, I know it's

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cliche, but another one can open as long as you're looking for that door and don't allow

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anybody to tell you you cannot do it.

