I worked at Voyage Care for five years and recently left for new opportunities. My time with the company was both challenging and rewarding — working as a Regional S Manager is no easy task, but I can confidently say Voyage is the best care organisation I’ve worked for so far. What stood out to me was the company’s genuine commitment to making a positive difference in the lives of the service users and the staff for which I am very grateful. If another suitable opportunity were to arise for me in the future, I wouldn’t hesitate to talk to them about it.I am shocked to see the company’s extremely poor rating here. This score doesn’t reflect the full picture of the company, which has strong values at its core. That said, it would be remiss not to reflect on an area where the company can grow stronger. One of the key reasons I made the difficult decision to move on was the quality of local leadership I was expected to work with or report to. Having spent decades in management roles both in the UK and internationally, I understand how critical capable and experienced leadership is — not only for the teams they directly manage but also for colleagues who are deeply committed to upholding high standards. Unfortunately, I witnessed first-hand, how a lack of strong local leadership can stifle progress, impact morale, and ultimately compromise service quality. Continued exposure to such dynamics left me concerned about the long-term impact on my own professional integrity and values. I had to decide.I believe, the reputation of any care provider is shaped at the service level, and much of the dissatisfaction reflected in staff, service user, and family feedback — particularly on public platforms — appears to stem from inconsistent or poor frontline leadership. I visited numerous services during my time and saw how service and operations managers play a pivotal role in setting the tone for care delivery and maintaining a healthy team of staff. When these leaderships fail for various reasons some being lack of experience and skills, the consequences are clear: high staff turnover, constant conflicts, reduced morale, and declining service standards. These patterns, are very visible and when repeated constantly, inevitably erode trust — not only internally but also among those the company exists to support.There’s no doubt that Voyage Care will have to to be commercially competent to sustain as an organisation, but in my experience, never at the expense of the people we supported and the staff, unlike many care providers around the country — and that’s one of the reasons I’ve held the company in high regard. The senior executives I worked with, or came to know, consistently demonstrated a genuine commitment to quality and a passion for care to the Service users and the staff. That said, one of the ongoing challenges for Voyage has been the selection and retention of strong local leaders. When the wrong individuals occupy key operational roles, it’s the frontline staff — the true backbone of the service bear the brunt. Many feel unheard, undervalued, and unsupported. Some leave voluntarily, disheartened by a lack of support from the management, while others are let go — in some cases, unfairly. Unsurprisingly, these experiences often surface in negative reviews defaming the company as a whole, which I believe the company should not dismiss but instead treat as valuable insights to guide. Personally, I want to thank Voyage Care in believing in me. I give them five stars for their values, vision, and the opportunities I had. I genuinely wish the company a sustainable and strong future. Keep striving to improve local leaderships, because the impact on clients, staff, and the company’s reputation is far too important to ignore. All the best!!
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Voyage Care is a sector leading provider, with over 35 years’ experience of specialist care and support. We support over 3,500 people with learning disabilities, autism, brain injuries and other complex needs across the UK.
