Many people talk about what can't be done, but I'm keen to prove what can. It had always been my plan to set up a charity to provide quality services that make a difference to vulnerable people's lives. I founded P3 13 years ago and I think it's this can-do attitude that has got us through. We've gone from being a local organisation in Wolverhampton to become a national charity and social enterprise with a turnover of £20m this year.
Some people in the sector don't like talking about money, but I think those millions of pounds represent the hundreds of thousands of service users whose needs we are meeting. All charities should have the obligation to develop, innovate and help more people.
I've seen a lot of charities close because of financial illiteracy or thinking someone will write a big cheque and bail them out. It's all about spending what is available in the most productive way. The trick is to always offer more and devise new services to compensate for those you might lose.
Respecting staff is fundamental: they are our greatest asset, which is why we've twice topped the Sunday Times list of the 100 best medium-sized companies to work for. You need to be clear what is expected of staff and then equip them to do the job.
I don't want to leave now, but I was diagnosed with cancer in 2013 and I have not got the necessary energy to continue pushing the charity forward. Thankfully, I am handing over to very capable, dedicated people who will work towards changing more lives than ever while I focus on my recovery.
P3 delivers services for socially excluded and vulnerable people