Interview with Louise Arnold, MD and Owner at Peninsula Care Homes

Q: What made you fall in love with care?

A: I’ve always had a passion for people. I’ve always travelled and been curious about people. Fundamentally, care is about connection and about people, and that’s something I’ve always loved.

No day in care is ever the same, and that gives me a huge sense of satisfaction. You never know what’s coming or how the day is going to unfold, and I really like that.

Q: What helps you connect with people?

A: I started out as quite a shy person. I connected with people by smiling, being warm, and being open. You don’t have to be the loudest person you can observe, listen, and understand what makes people tick. I’m naturally curious and I genuinely care. Over the years, personally and professionally, we’ve been through a lot, and it’s that connection that helps you move forward with people.

Q: Do you want to tell us a bit about the history of Peninsula Care Homes?

A: Peninsula Care Homes started 23 years ago. My father had had a corporate career which involved travelling around the world, and we followed him during that time. He then took early retirement and moved back to Devon, where he’d grown up. My father went into partnership with another businessman and, within 12 months, bought five homes. Two years later, we bought him out, and the Arnold family has solely owned Peninsula Care Homes ever since. I was travelling for six months at the time, but I returned to ownership of five homes and began to take a much deeper interest in the business.

Q: Can you share the origin of your father’s legacy?

A: My father’s career was built around strategic planning, leadership, and people. His work focused predominantly on helping people feel confident and good about themselves, and he was always involved in charity work.

When we lived in Japan, he worked with organisations supporting women who were caring for their parents, creating a strong connection with older people. He never planned to work in care, but he was always driven to find businesses where he could make a difference.

He also worked in property development, so many aspects of care played to his strengths, people, buildings, and improvement. His values were honesty, integrity, hard work, family, and education. Those values still underpin Peninsula Care Homes today. Whether we call it “exceptional” or “outstanding,” what matters is being proud of the care we deliver and making people happy.

Q: What do you do in your day-to-day role?

A: As an owner and family member, I work closely with both the family and the homes. I visit regularly and stay connected with teams. I also work very closely with our Director of Operations and our Finance Director. Together, we focus on strategy, where we are now, where we want to be, and how we get there in the short and long term.

Q: How has your role evolved over the years?

A: Until relatively recently, I was a director but not a significant owner. Becoming a significant owner gave me more freedom to move the business forward and build on my dad’s legacy. We’ve talked about growth for a long time, but we hadn’t bought another home beyond the original five. We’ve now put strong foundations in place, Radar Healthcare has helped with that, and I feel we’re ready to grow.

Q: What is the plan for the future?

A: Plans always evolve. You need to know what you can do now, while holding a clear vision for the future. If you’re too rigid, you don’t adapt. Fundamentally, we’re about residents and their wellbeing. As technology improves, we’re able to bring in better systems and provision to enhance quality of life.

Q: How would you describe the culture of Peninsula Care Homes?

A: Connection and care sit at the heart of Peninsula Care Homes. When we bought the homes, they were all individual businesses, and we’ve always preserved that individuality. Each home has its own character, team, and residents, but we balance that with strong structure, professionalism, and governance. Homes must feel homely; personal, warm, and reflective of the people who live there. Bedrooms are residents’ own spaces and should reflect their personalities, memories, and history. We’ve always aimed to create a true “home from home.”

Q: Do your values help people stay and grow?

A: Belonging is really important. Some people stay with us long-term; others grow with us and move on and that’s okay. I want people to succeed. I’m very comfortable bringing in people who have skills I don’t, such as our Director of Operations. That strengthens Peninsula Care Homes.

Q: How have you built trust within the organisation?

A: Trust takes time, but sometimes you just know. When people feel safe enough to be honest, admit uncertainty, and share ideas, that’s when progress happens. Some of our most important conversations have happened informally over coffee and cake and those safe spaces are where real strategy is shaped.

Q: What does having the right team around you mean?

A: Bringing in the right people has been critical. We weren’t in a bad place, but I wanted more. I’m full of ideas, but I need people who love structure and process. That balance allows us to move forward with clarity and confidence.

Q: Do you resonate with other care homeowners?

A: Yes. I’m a Director of the Devon Care Home Collaborative, which connects owners across Devon. During the pandemic, that peer support was invaluable. We shared guidance, experiences, and reassurance. That sense of community really matters in social care.

Q: How important is having a sounding board?

A: It’s incredibly important. Sometimes you want an independent perspective or to learn from others’ experiences. Social care is tough, but providers are very good at supporting one another and celebrating successes together.

Q: How do you respond to negative perceptions of care?

A: Care is a tough sector, and things can go wrong. But we should also celebrate the everyday moments that matter. We once had a lady at end of life who asked for fish and chips. We made it happen, and her family shared that final meal with her. It wasn’t big, but it meant everything.

We make the most of Devon – beaches, Dartmoor, Exeter Cathedral, the Donkey Sanctuary. Many residents have lived here all their lives, and those connections matter deeply.

Q: What led you to choose Radar Healthcare?

A: We adopted electronic care plans early, but we realised we weren’t fully using our data. The pandemic highlighted how important real-time oversight is. Radar Healthcare brought data together, improved visibility, and gave us confidence in decision-making.

Q: Why invest in Radar Healthcare?

A: We needed a system that was easy to use and delivered real insight. Our Director of Operations had used Radar Healthcare before and understood its strengths, which gave me confidence. Yes, it’s an investment, but it has already paid off in peace of mind.

Q: What tangible benefits have you seen?

A: By designing focused dashboards, we have been able to concentrate on key areas such as fire safety. All fire-related information including team training, completed audits, and the timing of fire drills is now available in one clear, accessible view for managers, making oversight quick and straightforward. During a recent inspection, the ability to supply all requested evidence electronically, in one place, made the process far more efficient, eliminating the need to search through multiple systems or files.

Q: How does Radar Healthcare give you assurance as an owner?

A: I can log in at any time and check what I need. Each person uses the system differently, but fundamentally it ensures quality care and provides evidence to support it. As the holder of the sponsorship license, there is a constant responsibility to ensure compliance and maintain standards. Having a robust system in place provides reassurance and allows for quick, anytime checks to confirm everything is on track. If I need to look at something specific, the system gives me that detail and reassurance without needing to constantly ask the team, providing peace of mind and the ability to catch and address issues before they become serious.

Q: How do you justify the cost?

A: The investment was significant and required more work behind the scenes than initially anticipated. However, after 12 months, it’s clear the decision was worth it. Large systems take time to become truly effective, but now that there is historical data and visibility, the organisation can move forward with confidence.

While the cost is high, peace of mind and having reliable evidence are essential in social care. Robust systems are no longer optional if you want to deliver outstanding care. The pandemic proved that digital systems, electronic care plans, and remote oversight are critical, and ongoing investment in infrastructure such as Wi-Fi and integrated platforms has enabled better care delivery and future growth.

Q: What are you most proud of?

A: Our team. Their resilience, adaptability, and commitment. I want our homes to feel good, to smell good, sound good, and feel welcoming. I want people to feel happy, safe, and cared for.

Q: What advice would you give other leaders and owners?

A: Know what matters to you. Every decision should come back to residents and your team. Talk to others, learn from them, and share experiences. Fundamentally, social care is about care, connection, and doing the right thing for people.