Leading with Purpose: The Journey of Trevor Holden
- truthaboutlocalgov
- Aug 21, 2024
- 5 min read
For those aspiring to lead in local government, few careers offer as much insight, inspiration, and impact as that of Trevor Holden, Managing Director of Broadland District Council and South Norfolk Council, and recently appointed Lead Chief Executive for the District Councils’ Network (DCN). With over 17 years of experience as a Chief Executive across both unitary and district authorities, Trevor’s journey is a masterclass in transformational leadership, strategic collaboration, and people-first performance.
From the RAF to the Town Hall: A Foundation in Service
Trevor’s leadership journey began not in local government, but in the Royal Air Force, where he served in a variety of roles both in the UK and abroad. This early experience instilled in him a deep commitment to public service and a passion for enabling people to be the best they can be.
“The RAF taught me the value of discipline, teamwork, and mission clarity—principles that have stayed with me throughout my career,” Trevor has said.
This foundation would later shape his approach to leadership in local government: results-driven, people-focused, and grounded in purpose.
A Proven Track Record in Complex Environments
Trevor’s local government career spans a wide range of political and organisational contexts. He has led both unitary and district councils, navigating the complexities of diverse communities, shifting political landscapes, and evolving public expectations.
His tenure as Chief Executive of Luton Borough Council was particularly notable. In addition to leading the council, Trevor also served as Chief Executive of London Luton Airport Ltd, a unique dual role that combined public service with commercial acumen. Under his leadership, the airport experienced significant growth, generating millions in profit to reinvest in local services.
“It was about more than just running an airport—it was about leveraging commercial success to deliver social value,” he reflected.
This blend of public and private sector leadership has become a hallmark of Trevor’s career, demonstrating how local government can be both entrepreneurial and community-centred.
Creating a One Team Culture in Norfolk
In 2018, Trevor was appointed to lead the transformation of Broadland District Council and South Norfolk Council into a single paid service. The goal was ambitious: to create a unified officer team serving two sovereign councils, with a shared culture, strategy, and operational model.
Within five years, under Trevor’s stewardship, the councils had not only merged their staff but had also:
Moved into a state-of-the-art joint headquarters
Built a strong, values-led organisational culture
Delivered high performance across key service areas
Gained national recognition for innovation and collaboration
“We didn’t just merge structures—we built a new identity, a One Team ethos that puts people and purpose at the heart of everything we do,” Trevor explained.
This transformation has positioned the councils as national exemplars of shared services and collaborative leadership, “punching well above their weight” in terms of influence and impact.
National Leadership and Sector Advocacy
Trevor’s influence now extends beyond Norfolk. As the Lead Chief Executive for the District Councils’ Network, he plays a pivotal role in shaping national policy and advocating for the interests of over 180 district councils across England.
Working closely with political leaders, Trevor is focused on increasing the DCN’s influence and ensuring that its lobbying efforts translate into tangible benefits for member councils.
“It’s about making sure the voice of districts is heard—and that it leads to real outcomes for our communities,” he says.
He also chairs the DCN Chief Executives Group, bringing together senior leaders from across the country to share best practice, tackle shared challenges, and drive sector-led improvement.
Commercial Leadership and Innovation
Trevor’s commercial experience continues in his current roles. He serves as:
Managing Director of Big Sky Living, a council-owned housing company
Board Member of Broadland Growth Ltd, a joint venture delivering housing and regeneration
These roles reflect his belief that councils can—and should—be entrepreneurial in how they deliver for residents.
“Commercial thinking isn’t about profit for profit’s sake. It’s about creating sustainable income streams that support our core mission: improving lives,” he explains.
This mindset has helped his councils to innovate in housing, regeneration, and service delivery, while maintaining a strong focus on social value.
Leadership Philosophy: People First, Always
At the heart of Trevor Holden’s leadership is a deep commitment to people—both residents and staff. He is known for building high-performing teams, fostering inclusive cultures, and empowering individuals to thrive.
“Leadership is about creating the conditions for others to succeed. My job is to remove barriers, set direction, and trust people to deliver,” he says.
This approach has earned him a reputation as a motivational and respected leader, capable of uniting teams around a shared vision and delivering results in even the most complex environments.
Lessons for Aspiring Chief Executives
For those looking to follow in Trevor’s footsteps, his career offers several key lessons:
1. Start with Purpose
Whether in the RAF, at Luton Airport, or in Norfolk, Trevor has always led with a clear sense of purpose. Aspiring leaders should ask themselves: What difference do I want to make? Purpose provides the anchor for decision-making, resilience, and long-term impact.
2. Invest in People
Trevor’s success is rooted in his ability to build and nurture high-performing teams. He believes that culture is the foundation of performance—and that leaders must model the behaviours they want to see.
“You can’t deliver transformation without trust. And you can’t build trust without investing in people.”
3. Be Commercially Savvy
In an era of financial constraint, Trevor has shown that councils can be both prudent and entrepreneurial. Understanding commercial models, risk, and return is essential for modern local government leaders.
4. Collaborate Relentlessly
From shared services to national networks, Trevor’s career is a testament to the power of collaboration. He encourages aspiring Chief Executives to build alliances, share learning, and work across boundaries.
5. Stay Grounded in Community
Despite his national roles, Trevor remains deeply connected to the communities he serves. He believes that local government’s strength lies in its proximity to people—and that every decision should be rooted in local need.
A Life Beyond the Office
Outside of work, Trevor lives in Norfolk with his wife Maxine, who is also a Chief Executive (at Breckland Council). He is a keen long-distance runner and can often be seen training on the roads of East Anglia. This balance of professional ambition and personal wellbeing is another hallmark of his leadership—demonstrating that resilience, health, and perspective are vital for those in demanding roles.
Conclusion: Leading the Future of Local Government
Trevor Holden’s career is a powerful example of what’s possible in local government leadership. From military service to municipal transformation, from commercial innovation to national advocacy, his journey offers a roadmap for aspiring Chief Executives who want to lead with integrity, impact, and inspiration.
For those ready to step up, the message is clear: local government is not just a job—it’s a calling. And with the right mindset, skills, and support, it can be the most rewarding career of all.
“We’re in the business of changing lives. That’s what makes this work so special—and why I’m proud to be part of it every single day.”
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