Rebecca Goodband, Chief Financial Officer, Practice Plus Group Hospitals
In complex organisations, leadership is often defined less by direction and more by understanding. When people are clear on purpose and confident in their role, performance follows. Where that clarity is missing, even strong strategies can struggle to gain traction.
Through Savant’s Women in Business series, we continue to speak with leaders whose impact is shaped not only by what they deliver, but by how they bring others with them. Communication, trust and consistency sit at the centre of effective leadership.
One such leader is Rebecca Goodband, whose experience through periods of transformation has shaped a leadership style grounded in openness and clarity.
Meet Rebecca Goodband
Finance leader with CFO and Divisional FD experience across PE owned and listed groups, including stepping into the UK CFO role during a carve out and integration. ACA qualified with Big 4 training and a strong track record in financial reporting and performance management. Known for building high performing teams, influencing change, and delivering results in complex, fast paced environments.
Early in her career, Rebecca learned the importance of building authentic relationships. A mentor demonstrated how candour and sharing personal experience help build meaningful relationships and trust within a team.
That approach has remained consistent. Two acquisitions reinforced the same learning. While each situation was different, the outcome was clear. When people understand the strategy and the “why”, they feel confident and energised to deliver.
Communication as a leadership discipline
For Rebecca, communication is not simply about sharing information. It is about creating understanding. The “why” matters.
When it is clear, teams respond with confidence rather than uncertainty.
During periods of transformation, the difference between alignment and confusion often sits in how effectively leaders communicate.
Navigating pressure and change in healthcare
The UK healthcare sector continues to face demand pressure following Covid. The NHS continues to deliver excellent care, but sustained pressures in staffing, an ageing estate and long waiting lists mean more people and employers are turning to private medical insurance for faster access to treatment.
At the same time, AI and digital tools are providing solutions to reduce administration and improve clinical efficiency. In this environment, leadership requires clear strategic direction and a willingness to champion technology. It also requires building strong partnerships between public and private healthcare providers to support timely access to healthcare and sustainable delivery.
Balance, structure and perspective
Balancing career success and personal well-being requires structure. Rebecca ensures there is movement in her day, whether a brief walk or morning yoga, to help clear her mind and maintain energy.
She also creates time to think, recognising how easily this can be lost in the pace of day to day activity. She is open that balancing a finance leadership role with a young family is a struggle at times, and that asking for support from family, friends and colleagues has been invaluable.
Mentorship and everyday leadership
Mentorship has been invaluable throughout her career, shaping her leadership style and building confidence. She reflects on learning from others across different stages, from early experience in a Big Four practice through to working within an experienced healthcare leadership team.
In supporting others, she places importance on discussing career paths and having honest feedback conversations, with informal discussions often proving most insightful.
For Rebecca, being a woman in business means being a role model.
She recognises the continued under-representation of female leaders in senior roles and the importance of demonstrating that these positions are achievable. By being candid about her experiences, she encourages others to build confidence and ask for what they need to be successful.
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