From Council Tax to Chief Executive: The Leadership Journey of Stephen Young

For those who aspire to lead in local government, the path to becoming a Chief Executive is rarely linear—but it is always rich with learning, growth, and purpose. Few embody this journey more authentically than Stephen Young, who, after nearly three decades in the sector, has risen to the top of his profession, most recently serving as Chief Executive of Halton Borough Council and soon to take up the same role at Salford City Council.

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Stephen’s story is one of perseverance, passion, and people-centred leadership. It offers a compelling roadmap for those who want not only to reach the top but to make a meaningful difference along the way.

A Humble Beginning in Lancashire

Stephen’s local government career began in 1995, not in a boardroom, but as a Grade 1 officer in the Council Tax section of a small district council in Lancashire. It was here, in the everyday workings of frontline services, that his passion for the sector began to take root.

“During these first years I learnt a lot about councils and the work they do, and it was at some point during these opening five years that my passion for the sector really began to grow,” Stephen recalls.

This early exposure to the mechanics of local government gave him a deep appreciation for the breadth and impact of council services—an understanding that would shape his leadership philosophy in the years to come.

Climbing the Ladder in Greater Manchester

After five formative years, Stephen moved on to what he describes as the most influential period of his career—working for a number of larger urban metropolitan councils across Greater Manchester. It was during this time that he began to see the transformational potential of local government at scale.

By 2015, he had progressed to Director level at Bolton Metropolitan Borough Council, where he led environmental and regeneration services. This role placed him at the heart of some of the region’s most ambitious projects and gave him a front-row seat to the evolving landscape of local governance.

“It was during this period that I really began to think about one day becoming a CEO of a council and all that this would involve,” he says.

Stephen also witnessed the emergence of regional devolution and the election of Greater Manchester’s first directly elected mayor—an experience that deepened his understanding of political leadership and intergovernmental collaboration.

Broadening Horizons: County and Combined Authority Experience

Stephen’s journey then took him to Lancashire County Council, where he served as Executive Director of Growth, Environment, Transportation and Community Services. This role expanded his portfolio and exposed him to the complexities of county-level service delivery.

He later returned to a Mayoral Combined Authority area, bringing with him a wealth of experience and a renewed ambition—to lead a council as Chief Executive.

That opportunity came in 2022, when he was appointed Chief Executive of Halton Borough Council, a unitary authority on the border of Cheshire and Merseyside.

Leading Halton: A Community-Centred Approach

Stephen’s time at Halton has been marked by a strong focus on community, transformation, and visibility. From the outset, he made it a priority to get out of the office and into the community, spending time with frontline teams and seeing services in action.

“I think it's impossible to just sit in this office and say 'I know what's best for the town right now'. How would you take this forward without having actually gone and looked at these places?” he told local media.

He visited care homes, children’s centres, and even planned to join bin crews to better understand the day-to-day realities of council services. This hands-on approach reflects his belief that effective leadership starts with listening and learning.

Under his leadership, Halton saw:

• Improvements in children’s services

• Progress on an ambitious regeneration programme

• A renewed focus on organisational transformation to deliver better outcomes for residents

“It really has been a privilege to work alongside Halton’s elected members, partners, and staff to progress the Council’s vision,” Stephen said upon announcing his departure.

A New Chapter: Chief Executive of Salford City Council

Stephen is now preparing to begin an exciting new chapter in his career as the Chief Executive of Salford City Council. This move brings him back to Greater Manchester, a region where much of his professional journey has unfolded.

“My decision was not based on me wanting to walk away from something… it was about seizing an opportunity that felt right for me and my family at this time,” he explained.

Salford is one of the most dynamic and ambitious local authorities in the country, and Stephen’s appointment signals a continued commitment to innovation, regeneration, and inclusive growth. With his extensive experience in transformation, regional collaboration, and community leadership, he is well-positioned to guide Salford through its next phase of development.

Leadership Lessons for Aspiring Chief Executives

Stephen Young’s journey offers a wealth of insights for those looking to rise through the ranks of local government. Here are some of the key lessons from his career:

1. Start Where You Are

Stephen began his career in a junior administrative role. His rise to Chief Executive shows that there is no one “right” starting point—what matters is curiosity, commitment, and a willingness to learn.

“I’ve been lucky enough to work in local government for over 29 amazing years… and I remain as passionate about the sector today as I ever have,” he says.

2. Seek Out Diverse Experiences

From district councils to metropolitan boroughs, from county councils to combined authorities, Stephen has worked across a wide range of settings. This diversity has given him a broad strategic perspective and the ability to adapt to different political and organisational cultures.

3. Stay Close to the Frontline

Even as a Chief Executive, Stephen prioritises visibility and engagement. He believes that leaders must understand the lived experience of staff and residents in order to make informed decisions.

“I’ve been out to care homes, our nursing homes, and have been able to see our children’s centres,” he shared. “I’m going to go out on the bins in the next few weeks.”

4. Be Politically Astute

Stephen’s career has spanned periods of significant political change, including the rise of regional devolution. He understands the importance of navigating political relationships while maintaining a clear focus on outcomes.

5. Lead with Purpose

At every stage of his career, Stephen has been driven by a desire to make a positive impact.

“There is no job like it—the ability to positively impact on people’s lives and the sheer variety of the role is like nothing else,” he says.

Why Local Government?

Stephen is a passionate advocate for local government as a career. He believes it offers unmatched opportunities to make a difference, develop professionally, and work across a wide range of services.

“We provide over 700 different services impacting on everyone—so whatever your passion, we offer something for you!”

His message to those considering a career in the sector is clear: if you want to use your skills to improve lives, local government is the place to be.

Conclusion: A Career Built on Passion and Purpose

Stephen Young’s journey from a Grade 1 officer in Lancashire to Chief Executive of two major councils is a testament to what’s possible in local government. His story is not just about climbing the ladder—it’s about leading with integrity, staying grounded in community, and never losing sight of why the work matters.

For aspiring Chief Executives and officers, his career offers both a roadmap and a source of inspiration. It shows that with the right mindset, a commitment to learning, and a passion for people, you can not only reach the top—you can thrive there.

“If anyone is thinking about what to do with their skills and wants to make a positive change to the local community or improve people’s lives, then local government is the career for you.”

This blog post was sponsored by RPNA, who help local authorities to deliver projects and implement changes efficiently. They offer expertise in areas like leadership, wellbeing, technology, and commercial acumen, ensuring excellent value for money and meeting key priorities.