From Music to Healthcare Innovation

Tremaine Richard-Noel’s career path has been anything but linear. He began as a teenager setting up a charity working in music and community arts. “I remember the first ever senior thing I did was when I was 19 and set up a charity working in music and the community,” he recalls.

He then started his own music management company before being drawn to the complexities of the NHS after becoming a governor. “As soon as I was exposed to the NHS, I thought ‘well, this is never going to be something I digest in a day, week, year’,” he says. His roles progressed from non-executive director to his current position as Head of Emerging Technology at Northampton General Hospital NHS Trust and Director of the Automation Accelerator programme.

The Meaning of Allyship

For Tremaine, the concept of allyship is intuitive. “I struggle with the definition because for me it’s so natural…it almost seems alien that you have a word for doing the right thing and embracing people,” he explains. He sees being an ally as simply the default way of treating others with respect regardless of gender, race, or other characteristics.

However, he acknowledges that historically oppressed groups do need active allies.

Experiencing Marginalisation

While Tremaine hasn’t experienced overt marginalisation himself, he has encountered subtle forms through microaggressions and low expectations based on his race and age. “I remember a conversation where we worked on a strategy together and there was a governor who said ‘I’m just so surprised that we’re so different and we have come up with the same conclusions, yet you are black and I am white and I am old and you are young’,” he recounts.

He also felt marginalised at times for his innovative thinking in a risk-averse NHS culture. “I found that to be challenging where you’re trying to fit a particular environment.”

Calling Out Poor Behaviour

Tremaine hasn’t shied away from calling out unacceptable conduct when witnessed. “I’ve always found it relatively easy to pull someone side to say, what on earth were you thinking?” he says of addressing peers. However, he admits there have been situations where hierarchical dynamics made it extremely difficult, if not impossible.

“Sometimes I observe people’s actions and realise that, given their current mindset and what I know about them, it would require an enormous amount of effort to convince them they’re making a mistake. In those cases, I often conclude it’s not worth attempting to change their perspective.” he laments of those highest up the ladder.

Overcoming Imposter Syndrome

The phenomenon of imposter syndrome is one Tremaine has managed to keep at bay through practices of objectivity, gaining confidence by surrounding himself with similarly self-doubting high achievers, and the realisation that portraying confidence is itself a key leadership skill.

“I’ve experienced imposter syndrome myself, but I’ve also come to realise that many people, in various fields, are often unsure of what they’re doing. It becomes easier to overcome feelings of self-doubt when you’re surrounded by others who openly admit their own uncertainties. There’s a sense of relief in knowing that feeling unsure is a common experience, even among accomplished individuals.”

Advice for Male Allies

When asked for advice for men wanting to be better allies, Tremaine responds simply: “Being a good human being and friend.” He emphasises that allyship flows naturally from treating those around you with open-hearted compassion.

“I think the key thing is being a good friend, but there is something about being human and a friend to people around you which will enable you to be an ally to them as individuals,” he says.

However, he cautions that being a true ally requires inner work. “As leaders, we must prioritise our own personal growth and emotional well-being. It’s crucial to address our own emotional challenges and develop self-awareness. Without this foundation, we can’t effectively open ourselves up to truly listen and connect with others. Emotional intelligence and stability are essential qualities for good leadership. By investing in our own emotional development, we become better equipped to lead and support those around us..”

For Tremaine, allies must move beyond mere championing of ideals to a deeper state of emotional openness and vulnerability. Only then can they build authentic connections that reveal how to truly support those facing marginalisation or discrimination.

“There’s a significant difference between merely advocating for something and actually embodying it. While it’s relatively easy to publicly support a cause, I’ve observed many people who champion ideas without truly understanding or practicing them. The real challenge—and what’s truly impactful—is to personally exemplify the principles you promote. By living out these values yourself, you become a genuine ally to others and create meaningful change.”

With his innovative spirit, commitment to human understanding, and willingness to courageously call out injustice, Tremaine Richard-Noel is the embodiment of the authentic ally he urges others to become. His career shows how allyship is both a state of being and a crucial step in creating a more equitable world for all.