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Lena Esmail is a trailblazer in healthcare leadership, dedicated to creating equity and accessibility in medical services. Born and raised in Youngstown, Ohio, Lena grew up on the city’s North Side, working in nearly every business on Belmont Avenue during her formative years.
She graduated from Liberty High School in 2004 and pursued higher education locally, earning baccalaureates in Nursing and Biology from Youngstown State University (YSU). Her advanced degrees include a Master’s in Nursing from Ursuline College, a post-master’s certificate in critical care from YSU, and a Doctorate in Nursing Practice from Kent State University. She is the CEO of QuickMed, a growing healthcare organization that operates urgent care and in-school clinics throughout Northeast Ohio. Lena is also a passionate advocate for empowering women in healthcare and bridging gaps in community health.
In this exclusive Q&A, Lena shares her unique insights into leadership, community impact, and the future of healthcare.
What inspired you to dedicate your career to addressing healthcare inequities in your hometown?
Growing up on the North Side of Youngstown, I witnessed firsthand how healthcare disparities impacted people in my community. I worked at so many places on Belmont Avenue, and I saw the barriers people faced when it came to accessing basic medical services. I knew that if I wanted to make a difference, I had to start right here in the Mahoning Valley. For me, it’s personal—my heart is here. Seeing the positive impact QuickMed is having on reducing inequities has been one of the most rewarding experiences of my life.
QuickMed has grown rapidly across Northeast Ohio. What sets your healthcare model apart?
QuickMed was founded on the idea that healthcare should be accessible, community-based, and tailored to the needs of the people we serve. We use an advanced practice provider model, meaning patients are cared for by highly skilled nurse practitioners and physician assistants. This approach allows us to deliver quality care in areas that might not otherwise have it. Our clinics are strategically located in schools and underserved communities because those are the places where access is needed most. It’s not just about treating illness—it’s about creating trust and lasting relationships with the people we serve.
As a leader, how do you empower women in healthcare?
Empowering women starts with recognizing their potential and creating pathways for their success. At QuickMed, we prioritize mentorship and leadership training. I’ve personally mentored women to take on more advanced roles within our organization, and I encourage them to embrace their voices at the decision-making table. Women bring a unique perspective to healthcare leadership, one that is compassionate, collaborative, and solutions-oriented. By fostering a culture of support and continuous learning, we ensure that women in our organization feel confident to lead and innovate.
What challenges do you think women face most in healthcare, and how can they overcome them?
The biggest challenges are systemic—gender bias, unequal pay, and limited representation in leadership roles. Women make up over 70% of the healthcare workforce but hold only a fraction of senior leadership positions. Beyond that, work-life balance can be a significant obstacle, especially for women who also shoulder family responsibilities. To overcome these challenges, we need to create more flexible work environments and leadership pipelines that are intentionally inclusive. Mentorship is crucial too. Women need access to seasoned professionals who can guide them and advocate for their growth.
What advice would you give to someone looking to start a healthcare initiative in their community?
Start by listening. The best way to create meaningful change is to understand the specific needs of the community you want to serve. What works in one area may not work in another. Build relationships and earn trust—that’s the foundation of any successful initiative. And don’t be afraid to dream big but remain grounded in the reality of what’s achievable. Passion will take you far, but perseverance will ensure you make a lasting impact.
How do you balance your roles as a CEO, a nurse, and a mother of six?
Balance is a daily practice, and I won’t pretend it’s always easy. But I’ve learned to focus on what truly matters and let go of the rest. My family keeps me grounded—they’re my greatest source of joy and inspiration. At work, I delegate to a strong team that shares my vision for QuickMed. I also prioritize self-care. As a nurse, I understand the importance of health and well-being, so I make time for basketball and quiet moments with my family to recharge. It’s about showing up fully in each role, even if it’s not all at the same time.
What is your vision for the future of healthcare in the Mahoning Valley and beyond?
My vision is simple: equitable access to quality healthcare for everyone, regardless of where they live or their financial situation. I want QuickMed to continue expanding into underserved areas, ensuring that no one has to travel far for the care they need. Beyond that, I hope to see more women in leadership roles, driving innovation and systemic change. Healthcare isn’t just about treating illnesses—it’s about building healthier, stronger communities. That’s the legacy I hope to leave behind.
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Empowering Communities Through Healthcare: A Conversation with Lena Esmail of Youngstown, Ohio

Aston Martin appear to be plotting a record-breaking deal worth an estimated £1 billion to lure Max Verstappen away from Red Bull, signalling an extraordinary shift in Formula One’s financial landscape.
Multiple industry insiders suggest Jefferson Slack, Aston Martin’s Managing Director (Commercial and Marketing), has been hinting to prospective sponsors that the four-time world champion is destined to join the Silverstone-based outfit.
Officially, Aston Martin dismiss any notion that Verstappen’s impending arrival has prompted formal offers, yet the very speculation highlights the ambitions of owner Lawrence Stroll. The Canadian billionaire has already enticed Adrian Newey—revered as the greatest car designer in F1 history—on a reported £20 million-a-year contract with added equity incentives.
Despite Verstappen’s existing deal with Red Bull through to 2028 and his repeated statements about staying at the Milton Keynes team, his unparalleled success affords him the power to name his own price. At a current salary of around £50 million per annum, sources suggest an offer nearing £200 million a year—plus potential equity in Aston Martin—may be required to prompt a move, mirroring the arrangement that prised Newey from Red Bull.
Stroll’s drive to challenge Red Bull and Mercedes at the summit of Formula One underscores these aggressive tactics. Insiders claim that Newey, in particular, is convinced neither Lance Stroll (the owner’s son) nor 44-year-old Fernando Alonso is the long-term solution for title triumphs. Securing Verstappen would therefore represent a transformative step towards championship glory.
On Verstappen’s side, any decision will likely depend on the future performance of Red Bull’s partnership with Ford under evolving regulations, as well as the growing potential of Aston Martin’s project. Although talk so far has been limited to “casual contact” over endurance racing, the possibility of a formal offer further highlights the sport’s swelling commercial clout.
If the Dutch star were to leave Red Bull and reunite with Newey at Aston Martin, the fallout would be monumental—potentially dislodging Red Bull’s stranglehold on the grid and propelling Aston Martin to the forefront of the championship race.
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Aston Martin poised for £1bn Verstappen coup in F1 power play

James Watt, co-founder of the beer producer BrewDog, has drawn controversy by describing Britain as “one of the least work-oriented countries in the world” and questioning the nation’s focus on “work-life balance”.
Instead, the entrepreneur and his fiancée, the social media personality Georgia Toffolo, advocate “work-life integration”.
In a video posted on social media, Watt argued that “the whole concept of work-life balance was invented by people who hate what they do. So if you love what you do you don’t need work-life balance, you need work-life integration.” Although he deleted the original Instagram post, citing a torrent of abusive messages, Watt later shared new comments suggesting the negative reaction highlights a “low work ethic” in the UK.
Watt referenced research from the Policy Institute at King’s College London which found that Britons are among the least likely of 24 surveyed nations to say work is central to their life. He also cited statistics from the Office for National Statistics indicating UK output per hour is 13% lower than France’s. “As a nation, we love to joke about the French being lazy,” Watt noted, “but the reality is that our output per hour is lower than theirs.”
Pointing to the Institute for Fiscal Studies’ conclusion that Britain’s lack of growth in the last 15 years can be attributed to declining productivity, Watt said he was perplexed at the hostility to “someone sharing their approach to hard work.” He argued that if the UK cannot engage in a civilised conversation about work ethic, it could struggle to “compete on the global stage”.
Watt, who remains a non-executive director at BrewDog despite stepping down as chief executive last year, has previously faced scrutiny over BrewDog’s internal culture. Some former employees accused the company of fostering a “culture of fear” in 2021, prompting Watt to issue an apology and outline how the business had changed. Last year, BrewDog decided not to pay new recruits the real living wage, instead opting for the legal minimum wage—a move that triggered further criticism.
While his latest remarks have been met with a fierce backlash on Instagram, Watt noted that the response was more positive on LinkedIn. Georgia Toffolo, who joined Watt in the video, supported his stance on “work-life integration” by describing their shared “high-octane obsession” with their respective projects and businesses.
Read more:
Brewdog founder slams the UK as ‘least work-oriented’ country in the world

The new year is an excellent opportunity for businesses to review their finances and plan effectively for the months ahead.
With the annual increases to the national living and minimum wage and other statutory payments set to take effect in April 2025, its essential to prepare for these changes in advance.
National Living and Minimum Wage
From 1 April 2025, the National Living Wage (NLW) and the National Minimum Wage (NMW) will increase as follows:

National Living Wage (workers aged 21 and over) from £11.44 an hour to £12.21
Aged 18-20 from £8.60 an hour to £10.00
Aged 16-17 from £6.40 an hour to £7.55
Apprentice rate from £6.40 an hour to £7.55

The 16.3% increase in the 18-20-year-old rate is the largest increase ever. It is intended to narrow the gap with the NLW because the higher rate is expected to be extended to 18-20-year-olds in the future. The Low Pay Commission is likely to consult on how to achieve this in 2025.
Employers should audit the ages of their workforce so that they can inform payroll or payroll providers about the individuals benefitting from any increases to the NLW or NMW to ensure that the new rates are paid.
Increase in statutory payments
On 6 April 2025:

The weekly rate of statutory maternity, adoption, paternity, shared parental and parental bereavement leave pay will increase from £184.03 to £187.18 or 90% of the employee’s average weekly earnings if this is less than the statutory rate.
The weekly rate for statutory sick pay will increase from £116.75 to £118.75

Employers will need to ensure that staff going on family-related leave are informed of the increased rates at the relevant time.
Although there is a relatively modest increase to statutory sick pay (SSP), employers must be aware that there are potentially significant changes ahead. On 4 December 2024, a consultation exercise about strengthening SSP ended. To be eligible for SSP, an employee must have average weekly earnings at, or above, the lower earnings limit (LEL), which is currently £123 a week (increasing to £125 in April). SSP is only paid from the fourth day of sickness absence. It is estimated that up to 1.3 million low-paid workers are not eligible for SSP. In addition, because SSP is not payable until the fourth day, many people who qualify for it work when they are unwell. As part of the consultation, it is proposed that eligibility be extended to those earning below the LEL and that the three-day waiting period be removed so that SSP is available from day one. The proposal is to introduce a taper to the SSP rate so that an employee is entitled to a certain percentage of their average weekly earnings or the SSP flat rate, whichever is lower. There are no further details at the moment.
National insurance contributions
In the autumn budget, it was announced that, from 6 April 2025, the rate of employers’ NICs will increase from 13.8% to 15%. In addition, because the earnings threshold has been lowered, employers will pay NICs on employee earnings from £5,000 rather than £9,100.
There is some concern that this rise in employers’ NICs and the increases in the NLW and NMW could negatively impact recruitment and result in job losses. The increased costs could also be passed on to consumers.
According to a recent announcement by the Deputy Governor of the Bank of England, the rise in employers’ NICs could slow long-term wage growth overall.
Undoubtedly, the additional costs present challenges for employers, particularly when balancing the need to remain competitive with the rising financial pressures. Employers should consider proactive measures, such as reviewing budgets, identifying efficiencies, and exploring options to enhance productivity. Open communication with employees about potential changes and ensuring compliance with legal obligations will also be key to navigating these adjustments.
Furthermore, consulting with legal or financial professionals can assist businesses in making informed decisions and implementing strategies to manage these changes effectively.
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Looking ahead to 2025: Increased costs for employers     

Mitchells & Butlers (M&B), the FTSE 250 pub and restaurant operator behind chains including All Bar One, Harvester and Toby Carvery, has reported strong like-for-like sales growth over Christmas, offset by weaker performance in early 2025 due to adverse weather.
The company enjoyed a 10.4 per cent year-on-year boost in key festive trading weeks, covering Christmas Day and New Year’s Eve, while like-for-like sales for the full 15-week period to 11 January increased by 3.9 per cent. However, chief executive Phil Urban said that “cold and stormy weather over recent weeks has subsequently had a material adverse impact on trading”, softening the positive momentum.
Despite these conditions, Urban remains confident in M&B’s long-term prospects, noting that the group is well equipped to manage a forecast rise of about £100 million in costs following the government’s budget. This additional pressure includes higher employers’ national insurance contributions and an increased minimum wage, which M&B previously warned could force tougher measures on pricing and efficiency.
Industry commentators remain optimistic. Jefferies analyst James Wheatcroft suggests M&B is well placed to outpace rivals, highlighting its strong cash generation and the potential for further debt reduction. Anna Barnfather of Panmure Liberum agrees, calling M&B’s update a “relief” against broader economic uncertainties and highlighting the operator’s resilience.
M&B, which emerged from the old Bass brewing empire two decades ago, runs 1,726 venues under well-known brands such as Miller & Carter, Vintage Inns, O’Neill’s, Browns and Nicholson’s. It is majority-owned by Odyzean Group, a consortium led by prominent investors Joe Lewis, John Magnier and JP McManus, who together hold 56.6 per cent of M&B’s shares.
Last year, M&B’s revenue climbed to £2.61 billion, with operating profit surging from £98 million to £300 million and pre-tax profits hitting £199 million.
Read more:
Stormy skies dampen festive cheer for Mitchells & Butlers

Amazon has placed orders for more than 150 electric heavy goods vehicles (HGVs) in a bid to create Britain’s largest zero-emission truck fleet. The online retail and logistics giant is also stepping up its commitment to rail transport, moving packages along the west coast main line for onward distribution.
Amazon confirmed it has ordered over 140 new Mercedes-Benz eActros 600 trucks and eight Volvo FM Electric units, supplementing nine electric tractor units already in its fleet. By the end of this year, it expects to have 160 large zero-emission HGVs in operation.
While the company declined to specify exact costs, with each e-HGV priced at up to £200,000, the outlay could total around £30 million. The trucks boast a range of 310 miles per charge and take about an hour to recharge at high-speed stations.
The orders form part of a wider plan to add 1,500 electric trucks to Amazon’s European fleet by 2027, backed by a £300 million investment. Though Amazon has yet to disclose how many diesel HGVs it still operates, the firm remains committed to achieving net zero emissions by 2040.
It is estimated there are currently only 300 electric HGVs on UK roads. Amazon’s new orders are therefore set to make a sizeable impact, firmly accelerating Britain’s transition to electric transport solutions.
In parallel, the company will expand its use of rail freight, transporting shipping containers on the west coast main line between Scotland, the West Midlands and London. These deliveries will link to local sorting centres for further handling and last-mile service.
Amazon has also revealed plans for on-foot deliveries in central London, using restockable trolleys and working alongside partners who operate electric vans and e-cargo bikes.
“This is a win for our customers, the environment and our business,” said Nicola Fyfe, head of Amazon logistics in Europe. “By deploying the country’s biggest order of eHGVs, making use of the UK’s electric rail network, and launching on-foot deliveries, we are cutting emissions and boosting delivery efficiency.”

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Amazon invests in the UK’s largest e-HGV fleet, expands rail deliveries

Retailers in London’s West End have warned that new business rates reforms could spell store closures and job losses, with the flagship shopping district facing a collective rise of £44.5 million in property bills next year.
The New West End Company, which represents 600 retail, hospitality and leisure businesses in the area, highlighted a potential 20 per cent hike in rates bills following changes announced in the autumn budget.
Dee Corsi, chief executive of the New West End Company, described the rise as “another cost for businesses” on top of rising employers’ national insurance contributions and the minimum wage. “Already faced with a rapidly rising tax bill, it is hard to see how increasing the business rates burden won’t tip the scales towards job losses and store closures,” she warned.
Chancellor Rachel Reeves used her recent budget to unveil a two-tiered business rate for retail, hospitality and leisure properties with rateable values under £500,000 from 2026-27. While the Treasury’s discussion paper notes these measures will capture larger distribution sites used by “online giants”, more than two thirds of New West End members say they will pay “millions more” each year. Prominent retailers in the district, including Marks & Spencer and H&M, are already grappling with squeezed margins and footfall challenges.
The government relies on business rates—forecast to raise £26 billion in England this year—as a stable source of revenue for local authorities, but bricks-and-mortar shops argue that the system places too heavy a burden on property-intensive sectors. The British Retail Consortium has also voiced concerns, stressing that retail and hospitality currently shoulder over a third of total business rate costs despite making up only 9 per cent of the overall economy.
Labour’s manifesto pledges to replace the current structure with a fairer system that “levels the playing field” between physical shops and online behemoths, aiming to combat empty retail units across high streets. While businesses welcome an overhaul, many remain anxious about short-term costs and the impact on already-fragile margins. The government declined to comment on the warnings from West End retailers.
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West End retailers warn of shop closures as business rates surge

Hiring outside London has dropped significantly after Chancellor Rachel Reeves unveiled her first Budget, leaving regional businesses scrambling to contain costs.
The recruitment firm Robert Walters reported a 45pc fall in fee income from operations outside the capital during the final quarter of 2024, while London-based income rose by 3pc.
The company attributed the decline to a hiring slowdown triggered by Ms Reeves’s tax measures, including a £25bn increase in employers’ National Insurance contributions. Toby Fowlston, chief executive of Robert Walters, said the surcharge “has been a dent to employers, and obviously that cost is needing to be absorbed.”
A trading update revealed that the 30 October Budget rattled business confidence and dampened employers’ hiring plans in the closing months of 2024. The Institute of Directors reported that business confidence fell to its lowest level since the first Covid lockdown in December 2024.
Mr Fowlston noted that worker confidence has also taken a hit, as many employees who secured “premium salaries” in the post-pandemic hiring boom are hesitant to switch roles in an uncertain market. “If you put yourselves in the shoes of an employee, they’re thinking: I’m on a good salary, the market is volatile, why would I move?” he explained.
He added that Labour’s plans to overhaul UK employment law could amplify the pressure on Britain’s jobs market. “Further increases in costs” for employers would be “critical” for Labour to address in collaboration with businesses, he warned, cautioning that reforms—especially around zero-hours contracts—could have unintended negative consequences.
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Regional hiring slumps as Labour’s NI rise dents employers’ confidence

Prime Minister Keir Starmer has outlined a sweeping vision for the UK to become the world leader in artificial intelligence, pledging a distinctively British approach to regulation while unleashing AI’s potential to revive the country’s sluggish economy.
Unveiling the government’s “AI Opportunities Action Plan”, Starmer vowed to break from both the US and EU regulatory paths. His aim is to create an environment that encourages innovation and investment, including the creation of dedicated AI growth zones to fast-track approvals for data centres and other key infrastructure.
Among the 50 policy recommendations are measures to expand the UK’s supercomputing capacity twentyfold by 2030, as well as enabling public services to become more efficient through AI-led automation. The government hopes a focus on education and talent development will help transform everything from local councils detecting potholes to schools reducing bureaucracy, freeing people to deliver more “human-centred” services.
The Labour administration also announced that three tech firms have committed £14 billion in AI-related investments, pledging to create over 13,000 new jobs. Yet criticisms remain. The Conservative opposition has questioned Labour’s record on funding after a previous supercomputer project was scrapped, while Shadow Science Secretary Alan Mak accused the government of failing to provide enough resources to genuinely power the UK’s AI leadership ambitions.
In a nod to the technology’s risks, the plan includes a commitment to complete a review of AI’s impact on intellectual property rights. Concerns persist regarding AI-driven misinformation, deepfake content and possible job losses, although senior minister Pat McFadden emphasised the importance of viewing the technology’s potential in a positive light.
Business leaders in AI and HR professionals alike welcomed the action plan. Gordon Baggott of 4most hailed it as a “pivotal moment” for economic growth, while Hayfa Mohdzaini, senior policy and practice adviser for technology for the CIPD, the professional body for HR and people development, said: “We welcome the government’s plans to boost the use of AI across the UK’s public services, which could bring significant productivity gains to the UK economy. Letting AI handle repetitive and administrative tasks can help workers deliver more human public services. Used well, AI can enhance jobs to make them more fulfilling for people.
“However, it will be important for employers to monitor how the technology is used and manage risk. A CIPD poll of over 1,500 people in January 2025 found that six in 10 respondents would trust AI to inform, but not make, important decisions at work. This highlights the importance of human oversight when introducing this technology.
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Starmer sets out new AI action plan to cement Britain’s global tech dominance