When a new organisation is created, the start-up story is often condensed to represent an ‘apple falling from the tree’ moment of clarity.
I’m sure, in reality, this is rarely the case. Especially when the founder, at that time, was a mid-life former executive, navigating a career break, a frustrating research endeavour and bringing up a young daughter.
Our reality is the creation of our company has been incubating through careers spanning over three decades combining a variety of working life and personal experiences.
My early experience gave me a deep-rooted gratitude for both the welfare state and the NHS in equal measure along with pivotal lessons in navigating career barriers and bias.
The appreciation of accessing health services led me to join Bupa early in my career and after ten years in the healthcare division, I was given the gift of a rare Intrapreneurial career opportunity in the late nineties. The then insightful CEO had spotted the opportunity to enter a new market. Childcare and work/life services. The purpose was to help women support their families by being economically active, give children a strong start in life and support employers to retain parents in the workplace. It was the start of a career in building social infrastructure in the UK, predominately through developing world-class organisations powered by incredible people.
Years later, when I find myself in my frustrating researching endeavour, I have my ‘apple falling from the tree’ moment which produced the name for the business.
I happened to be writing up research findings at a particularly unsociable hour and looking hopefully at a full moon. I was struggling with the blockages which prevents organisations and people attain their purpose and potential. My thought process turned to the amount of references to glass barriers that had come up in the stories in my research. Glass ceilings. Glass floors. Glass cliffs. Yet, as I stared at the moon, a different perspective emerged. The moon landings, represented a pinnacle of human attainment and technology coming together. And slightly more down to earth, the moon-shot projects I’d been given.
It occurred to me, if we could learn to navigate the barriers might we be willing to reach for the moon.
For what it was at that stage, Glassmoon was conceived in 2015.
Glassmoon was put on hold whilst I returned to a new Executive role in social care. After a few life-changing years as CEO of The Regard Group, where I met my new team, we are now devoting our energy to Glassmoon. We are even more convinced of the need to create new models of working and delivering human services along with technology. Given the COVID-19 crisis, this mission seems even more pertinent than it was when we decided to focus on our efforts on building our three new business models.