To celebrate the recent International Women’s Day, Meet Health Events is shining the spotlight on women from across the healthcare and health tech sector. This week, we sat down with Stacey Hunter, Group Chief Executive Officer for North Tees and Hartlepool NHS Foundation Trust and South Tees Hospitals NHS Foundation Trust.

Stacey Hunter, Group Chief Executive Officer for North Tees and Hartlepool NHS Foundation Trust and South Tees Hospitals NHS Foundation Trust, has a career that embodies hard work, leadership, and a steadfast commitment to patient care. From an unconventional start to holding one of the top leadership positions in the NHS, her story is one of inspiration and reflection on what it means to be a leader in healthcare. 

An Unconventional Start in Healthcare 

Reflecting on her early years, Hunter recalls a pivotal moment in her adolescence that set her on the path to a career in healthcare. "I grew up in Hull and went to what was affectionately described as quite a 'ropey' school. I loved that school—brilliant teachers, a great education—but no one there would have done A-levels or gone to university," she explains. At the age of 16, she had no intention of continuing education, much to her mother’s dismay. 

Initially, Hunter took a job in banking, a respectable career that seemed to offer stability. However, she quickly realised it was not the right fit. "After about three months, I was genuinely clear that I wasn’t in the right environment for me. I was fairly bored and not inspired by the work," she admits. It was an act of kindness from her bank manager that changed everything. "He could have just told me to leave, but instead, he took me to the job centre and helped me look for alternatives. That’s where I saw an advert: ‘Have you got five GCSEs? Do you want to be a nurse?’ I thought, ‘Well, I’m going to give that a go.’" 

That decision proved to be life-changing. Hunter thrived in nursing, eventually becoming a ward sister. "One of the biggest lessons I learned early on was the shift in dynamics when moving into leadership," she reflects. "I remember feeling frustrated when my colleagues, who previously would ask me for advice, suddenly deferred everything to ‘the sister.’ My nurse manager at the time said to me, ‘It’s not them, Stacey—it’s you. Whether you realise it or not, things have changed because you are now the leader.’ That lesson has stayed with me." 

Transitioning into Leadership and General Management 

While nursing was her foundation, Hunter was drawn to making a broader impact on healthcare services. "I loved my leadership roles in nursing, but I became frustrated when I couldn’t influence change beyond my immediate teams," she explains. Recognising that medical staff often report through general management structures, she made the strategic decision to shift into operational leadership. 

"The motivation has always been about improving things for patients," she asserts. "To influence real change, I needed to be in a position where I could shape services at a broader level. That shift allowed me to work across disciplines, influencing not just nursing but also medical, administrative, and strategic operations." 

Her transition into general management opened doors to executive leadership, culminating in her current role as a CEO. "By the time I had worked at board level for several years, my chief executive and chair encouraged me to think about taking on the top leadership role. For me, it was always about influence—how to ensure people receive the best care, how to support staff so they can do their best work, and ultimately, how to address wider issues like health inequalities." 

Inspirational Female Role Models 

Hunter credits much of her success to the strong women who influenced her journey. "First and foremost, my mum and her sisters. Growing up in a family of strong women, I never doubted that I had a voice or a place at the table. It wasn’t until I was older that I realised not everyone had that same upbringing." 

She also highlights two female chief executives who shaped her leadership style. "At Leeds Teaching Hospitals, I worked under Maggie (Boyle), who was known for her high standards. She was tough, but she always had time for her team. If I had a problem, I could go to her, and she would always add value to the conversation. She never made me feel like I shouldn’t have asked for help." 

The second was Bridget Fletcher, who led Airedale Hospital. "Bridget was outward-facing and strategic. She taught me how to think beyond the hospital walls—how to collaborate with primary care, councils, and other sectors. She also instilled in me the importance of a cohesive executive team. At the time, we used to joke about the hours we spent in team meetings, but in hindsight, it was invaluable. She created a collaborative, high-functioning leadership team, and that made all the difference." 

Progress for Women in the NHS—And the Work Still to Be Done 

Throughout her career, Hunter has witnessed significant positive changes for women in healthcare leadership. "A very welcome shift has been the increasing number of female doctors in senior positions. When I started out, female consultant surgeons were rare, and even rarer in leadership roles. Now, we see more female medical directors and clinical leaders. That balance is crucial—not just for equality but because diverse leadership leads to better outcomes." 

However, she acknowledges that challenges remain. "Reports from bodies like the Royal College of Surgeons still highlight sexism and outdated attitudes in some areas of medicine. Progress has been made, but there is more work to do." 

Beyond gender equity, Hunter believes the NHS must improve its approach to patient and community engagement. "We describe ourselves as ‘patient-centred,’ but are we really? Our model is still quite parental. We tell people when their appointments are, rather than co-designing care around their needs. Younger generations are challenging this. They push back when systems don’t work for them, and that’s a good thing. We need to move towards a truly equal relationship with patients and communities." 

Advice for Women Aspiring to Leadership 

For women starting their leadership journey in the NHS, Hunter offers both encouragement and pragmatism. "Yes, it’s tough. The NHS is under immense pressure—demand is high, we’re still catching up after COVID, and change is constant. But these are amazing jobs. You get to influence how healthcare is delivered, work with incredible teams, and interact with communities every day." 

Her key piece of advice? "Find mentors and role models. Surround yourself with people who challenge and support you. Leadership isn’t about knowing everything—it’s about creating environments where others can thrive. Be open to learning, and don’t be afraid to step into spaces where you can make a difference." 

For Hunter, leadership is about influence, impact, and above all, the people. "I’ve been fortunate to have incredible mentors who invested in me, and I try to lead in that way too. We won’t always get it right—that’s human—but creating environments where people can flourish is what truly makes the difference."