The British Association of Urological Surgeons (BAUS) is the professional membership body for urologists and urological healthcare professionals across the UK, representing a community of more than 2,500 members. BAUS exists to promote the highest standards of urological practice for the benefit of patients, bringing together education, research and clinical excellence.
As both a charity and a membership organisation, BAUS sits in a unique space. It supports clinicians, influences policy and provides trusted information to the public. Trustees play an important role by bringing independent oversight and helping ensure the organisation continues to serve both members and the wider public.
Context.
This search for new Lay Trustees came at a moment of transition. BAUS had historically operated with a predominantly clinical board, with limited lay representation. As the organisation looked to the future, there was a clear desire to broaden perspectives around the board table.
There was also a growing recognition that BAUS needed a stronger public and policy-facing presence. BAUS had already played an important role in shaping clinical standards and education but wanted to play a bigger role in public affairs and advocacy, while strengthening patient representation. The organisation also wanted its governance to reflect a broader range of perspectives and experiences.
The appointment of new Lay Trustees was an opportunity to create space for different perspectives, bringing constructive challenge and helping the organisation adapt to future needs as it served both its members and the patients they care for.
Brief and search.
We partnered closely with Mary Suphi, Chief Executive, and colleagues across the Board to shape a brief that reflected both current priorities and longer-term goals.
The focus was on individuals who could bring independent thinking, good governance experience and a genuine commitment to the organisation’s purpose. There was particular interest in those with experience in public affairs, policy and advocacy, as well as those able to strengthen patient representation and contribute to income generation and partnerships.
From the outset, the search was inclusive and open. We looked beyond traditional trustee networks, engaging candidates across government, healthcare, international development, academia and the voluntary sector. We aimed to create an open and supportive process, one that welcomed first-time trustees alongside experienced board members and encouraged those with lived experience to step forward.
Working in partnership with BAUS, we sense-checked emerging themes, shared market insights and supported decision-making throughout the process. The strength of engagement was clear early on, with a diverse and high-calibre field of candidates.
Outcome.
The process resulted in an exceptionally strong shortlist. Six candidates were all considered appointable by the panel.
The strength of the field created a positive dilemma. While the original plan had been to appoint two Trustees, the panel felt that there were three outstanding individuals, each adding meaningful value: Ananda Guha, Gareth Collett and Ian Gargan.
Ananda brought senior leadership experience from across government and experience across policy, governance and stakeholder engagement, alongside a strong commitment to equity and inclusion.
Gareth offered international leadership experience alongside lived patient insight and strong governance experience in risk and high-stakes decision-making.
Ian has a rare combination of clinical background and executive leadership within complex health systems, bringing experience across clinical leadership, strategy and complex healthcare systems.
Impact.
The outcome reflected a broader shift in how BAUS approached leadership and governance.
By welcoming diverse perspectives and remaining open to emerging talent, the organisation has strengthened its Board for the future. The addition of these Lay Trustees brings broader perspectives and a stronger connection to the environment in which BAUS operates. The process showed the value of widening access to trustee opportunities and bringing different perspectives into governance discussions.
Reflections.
“Peridot took the time to understand our very niche brief and introduced us to some amazing candidates. We were very impressed with how they approached the process, which was thorough, thoughtful and professional. We felt supported throughout, even after the process concluded. We will certainly use them again and would highly recommend them to other organisations.”
Mary Suphi, Chief Executive
The candidates said:
“Todd, James and the Peridot team provided subject matter expertise and distinct professionalism to empower my application. Their support was vital to my successful outcome. Excellent experience delivered with care, professionalism, assertiveness and recruitment expertise. They facilitated a seamless experience in my encouragement to become a candidate for the important role of Trustee with BAUS. The team’s subject matter knowledge enabled my forthright application and confidence to interview. I could not fault the team in any way.”
“Extremely professional, courteous and on the ball with interview preparation and submission requirements. Nothing was too much trouble during the preparation, and I felt valued.”
“I was really well-supported throughout the process. I had a good and open initial discussion with the consultants and was confident that my bid was properly scrutinised ahead of triage. I appreciated the ongoing encouragement and the efforts made to check in with me before the interview itself.”
“This was one of those searches where the process itself created something more than the original brief. We set out to appoint two lay trustees, but through an open, inclusive and values-led approach, we uncovered a broader group of modern leaders who could all add real depth to BAUS’s governance.
What stood out was the board’s willingness to remain curious and responsive. Rather than narrowing too quickly, they created space to consider what the organisation truly needed for the future. That led to a stronger, more balanced outcome.
For us, this is what inclusive recruitment looks like in practice. Seeing beyond the placement, working in partnership, and supporting organisations to build leadership that will make a difference over the long term.”
James Hunt, Director
