Chris Burghes, chief executive of Blue Cross answers some questions on how he got to where he is today
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How did you land your current role, and what was your career path leading up to it?
I joined five years ago, having previously led one of the NHS’s largest charities, the Royal Free. There are strong parallels between the two sectors - after all, doctors and vets face many of the same challenges, though at Blue Cross the patients are smaller and usually less vocal. The core issues I dealt with in the NHS - managing resources and demand, leading people, and shaping the organisation for the future - are the same ones I’ve continued to navigate throughout my career.

What is the most interesting part of your job?
One of the most rewarding parts of my role is seeing the pets in our care and the incredible people at Blue Cross who devote themselves to looking after them. Even after five years, I still feel a sense of excitement and inspiration every time I visit one of our rehoming centres. There’s something profoundly moving about watching a once-neglected or unwell animal begin to thrive - seeing their personalities emerge, their health improve, and their trust return. It’s a powerful reminder of the hope and second chances we’re able to offer.

What would be your alternative career?
As a child, my greatest ambition was to play football for Arsenal. I’m still waiting for the call from the Emirates, but the truth is, I wasn’t even good enough to make my school team, let alone turn professional. That realisation came early, so I had to adjust my plans and focus on studying hard and getting a good education. If I could have chosen a different career path, it would definitely have been in sport. I’ve always loved the camaraderie that comes with being part of a team and taking part in sport, so turning that passion into a career would have been the icing on the cake.

What inspired you to work in the charity sector?
If I’m honest, I never set out to work in the charity sector, it wasn’t part of some grand plan. It just happened, more by circumstance than design.

When I left university in 1993, the UK was in the grip of a recession, and finding a job was incredibly difficult. Rejection letters became a regular part of life. Eventually, I landed a role in the post room at the National Farmers’ Union. I was fortunate, they were ahead of their time in valuing and investing in their people. Within five years, I’d been promoted multiple times and was studying for an MBA funded by the organisation. That experience left a lasting impression on me. I’ve carried with me the importance of nurturing talent, promoting from within, and supporting employees and volunteers. It’s how you build a resilient organisation and a strong, values-driven culture. Leading is easier when times are good and funding is flowing, but when things get tough, it’s that culture and shared sense of purpose that will carry you and your team through.

What challenges do you face in your day-to-day work?
It would be easy to say that income is our biggest challenge, but the truth is, that’s something every charity is grappling with. We’re all operating in a difficult environment, where raising funds to keep pace with rising costs is increasingly tough. Like many charities, Blue Cross is full of ideas and opportunities to do more, but the real challenge lies in allocating limited resources where they’ll have the greatest impact. That’s something I face every day.

Looking ahead, a key challenge, and opportunity, is understanding how AI can benefit our work and how we can harness it to improve outcomes for pets. While it can certainly help reduce back-office costs, I believe its potential goes far beyond that. One exciting prospect is using AI to improve how we match pets with prospective owners. If we can get that right, we’ll be able to rehome pets more quickly and free up resources to help even more animals in need.

What would make the biggest positive difference to the sector right now?
A period of stability would make a real difference. Over the past five years, we’ve had to navigate a constant stream of external pressures - Covid-19, the war in Ukraine, the cost-of-living crisis - all of which have had a direct impact on the decisions we make. Now, we’re contending with tough economic conditions: stagnant income and rising costs. The recent 2% increase in National Insurance contributions alone has added over £900,000 to Blue Cross’s salary bill, and £1.4 billion across the wider third sector. Managing these kinds of unexpected, one-off changes demands time and energy - resources that could be far better spent supporting those who rely on us. What the sector needs now is a period of calm to focus on strengthening services and seizing new opportunities, including the potential of AI to transform how we work and deliver impact.

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