The Journey of Oliver Soriano: From a childhood of care and compassion to Chief Nursing Officer in the NHS
As the Chief Nursing Officer at Lancashire & South Cumbria NHS Foundation Trust, Oliver Soriano has a career story that reflects resilience, compassion, and an unwavering commitment to nursing.
A Childhood Rooted in Care and Compassion
Born and raised in the Philippines, Oliver’s early life was marked by modest means and strong family values.
“I grew up with my grandmother because my mom worked abroad. This is a natural phenomenon in the Philippines, we were very poor at that stage, but education was a big focus for us. My Grandmother always told me that education was very important and although my grandmother was not educated herself, she saw the value of it.”
Looking back at his childhood, Oliver said he was taught the value of care and compassion from a young age.
“She (My grandmother) always role-modelled and emphasised the importance of being kind, helpful and supporting others. Even if you don’t have much, there are little things that you can offer.”
Growing up, Oliver had no initial intention of becoming a nurse. The idea only emerged after a close friend introduced him to nursing as a pathway that aligned with his values and as an opportunity to make a difference in people’s lives. Fuelled by a combination of his grandmother’s values and his friend’s encouragement, Oliver embarked on a four-year nursing degree.
Early Career and Volunteerism
After passing the licensure examination, Oliver volunteered with the Philippines Red Cross, providing care during natural disasters.
“We were not paid, but I enjoyed what I was doing and from there started learning how to deliver programmes in basic LAB support, Advanced LAB support, community engagement and clinics.”
During his time in the organisation, Oliver also developed skills in swimming and became a safety swimming instructor. He recalled that it was an important part of his role there, as “the Philippines is surrounded by water” and has a significant amount of drowning cases.
“With this skill set, I was able to go around different universities and colleges teaching basic life support and basic first aid and then one day I was asked to teach in a nursing school and from there managed to get work as a clinical instructor in this nursing school and do some work in hospitals.”
It was through these experiences that Oliver discovered his talent for leadership and education, qualities that would later become central to his role in the NHS.
Moving to the UK and Joining the NHS
In 1996, the UK government initiated a recruitment drive for international nurses. At the time, Oliver was completing his master’s degree in mental health. Encouraged by the opportunity to broaden his horizons, he applied and was accepted as part of the first cohort of 27 Filipino nurses selected to work in the UK. The journey, however, was not without its challenges.
“It took two years after being accepted into the cohort before we arrived in the UK because there were comments from UKCC and from the Royal College of Nursing questioning whether we had the proper skills to be nurses in the UK or whether we spoke English. It was disheartening, but we knew our worth and what we could bring to the NHS.”
In 1998, Oliver arrived in the UK and began his career at Parkside NHS Trust, now part of Central and North West London NHS Foundation Trust. Unlike many Filipino nurses who were placed in general nursing roles, Oliver chose to stay in mental health, a field he describes as both challenging and deeply rewarding.
“When you are a general nurse you can often see the full impact of someone’s recovery. Let’s say someone has a fracture, you can treat them and then see how they recover and go on to live, a good life. While in mental health you don’t really know the full impact of the work that you’re doing because it’s a lifetime journey that you’re supporting that individual.”
Oliver believes that general nurses are more likely to get a thank-you card when compared with those who work in a mental health setting. However, he also believes that when mental health nurses do receive that kind of appreciation, they would know very well how they “have changed that person’s life”.
Navigating Challenges and Building a Career
Oliver’s leadership journey began almost by chance.
“I was a Band 6 nurse for eight years, and leadership never crossed my mind. I always thought that if I was happy in my job, I didn’t need anything else. It wasn’t until someone approached me and said, ‘Oliver, I think you’d be great at this,’ that I even considered applying for leadership roles.”
Even then, his path was not simple. He faced several setbacks, including two failed attempts at securing a Band 7 Clinical Nurse Specialist position, before finally landing the role through persistence. But the challenges didn’t stop there—he was rejected three more times when applying for a Band 8A Nurse Matron position. It was at this point that a Service Director from another team recommended coaching.
“I thought, why would I need a coach? I was confident in my mental health expertise. But the Service Director told me that there are different ways to approach questions, and perhaps how I was framing my responses was holding me back. She suggested coaching could help me see things from a new perspective. So, I gave it a try, and by my fourth application, I got the job.”
What is coaching?
Coaching is a method of developing an individual’s capabilities in order to facilitate the achievement of organisational success. This one to one focused and bespoke relationship is often perceived as the single most effective development intervention that a senior leader in the NHS can access.
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Seeking mentorship and leadership training helped Oliver grow rapidly in his career. He continued to rise through the ranks and became the Associate Chief Nurse at South London and Maudsley NHS Foundation Trust.
In 2022, Oliver achieved a major milestone, stepping into the role of Chief Nursing Officer at Lancashire & South Cumbria NHS Foundation Trust. This move marked a significant career leap and personal transformation. Relocating from London to the North West of England, Oliver faced new geographical and organisational challenges. Still, he brought with him a wealth of experience and a leadership approach grounded in authenticity, compassion, and visibility.
“As a Chief Nursing Officer, the responsibility is heavy. People look to you for guidance, and decisions can sometimes feel isolating. But I’ve learned to surround myself with a team I trust, who share my vision and values.”
With over 7,000 staff in the trust, it is impossible for Oliver to connect with everyone. Nevertheless, he still endeavours to be as accessible as he can be to his team, believing that “sometimes just showing up and listening can make a world of difference”.
“I try to follow through on the things my team needs, and they are often surprised but grateful when I respond directly. It’s a lot of work for me, but it creates a virtuous circle. I then have the relationships to tap into when I need things done quickly.”
Oliver also emphasises the importance of aligning personal values with those of the organisation in leadership roles.
“Bringing your authentic self and values to any leadership role is crucial. But every trust has its own set of values, and it’s essential to align them. One of my core values is respect—treating everyone with kindness and engaging them in your goals. Executive roles can be very directive and managerial, but even then, respect should always be at the forefront. Teamwork, too, is essential; it’s about recognizing and valuing everyone’s contributions, no matter how small.”
Reflections on Leadership and Coaching
Oliver’s leadership philosophy is strongly shaped by his experiences as both a coach and coachee.
“Coaching has been transformative for me. It’s not just about preparing for interviews; it’s about reframing challenges and finding more effective solutions.”
One example of this is his approach to a smoke-free strategy at his trust. Initially, resistance to the plan was high, and even his Director of Nursing noted unusually strong pushback. Reflecting with his coach, Oliver realised that the messaging might have been perceived as too directive. He adjusted the message to be more supportive, resulting in a slight increase in uptake.
“The first time around, I would have been more impatient, demanding immediate results. But coaching helped me realize that small positive outcomes are still progress, and those can be used to keep moving a project forward.”
As President of the Philippine Nursing Association UK and a member of the Jabali Network for senior male nurses, Oliver is also deeply committed to mentoring others.
Advice to Aspiring BAME Leaders and Allies
Oliver is particularly passionate about supporting BAME colleagues, who remain underrepresented in leadership roles within the NHS and often face barriers to career progression.
“Sometimes I cringe a little when I introduce myself as a Chief Nursing Officer because I don’t like hierarchy—I still see myself as a nurse first. But through coaching, I’ve realised that I must acknowledge my achievements so that other BAME colleagues can see that this level of success is attainable.”
With around 50,000 Filipino nurses in the NHS, Oliver said that “it’s taken a long time for just one” to reach the position of a senior leader, referring to himself. Based on his own experience along the way, Oliver hopes to give some career insights for aspiring individuals from ethnically diverse backgrounds.
“To my BAME colleagues, I encourage you to consider coaching. It can be a game-changer, and don’t let imposter syndrome hold you back. Our international workforce brings immense value to the NHS.”
For those wishing to be allies, Oliver advises:
“Be curious about your colleagues. Cultural competency is often criticised, but the truth is, no one is fully culturally competent. Cultures vary even within a country or region. In my experience, the culture in the North West is quite different from London. So, take the time to learn about people as individuals, respect their values, and you’ll become a better ally and a better leader.”
Maintaining Wellbeing as an Executive Leader
The challenge of balancing the demanding nature of an executive role with personal wellbeing is a concern voiced by many senior NHS leaders and often cited as a reason talented staff hesitate to pursue senior positions. Oliver, as a mental health nurse, takes this seriously.
“I always tell my colleagues to prioritise their wellbeing. If you’re tired, feeling drained, or lacking energy, it’s important to take a pause and rest. If you need time off, take it. I always encourage others to follow that advice, though, unfortunately, I don’t always follow it myself.”
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Looking Ahead
Oliver’s story is a powerful reminder of the impact of compassionate leadership, the value of coaching, and the importance of representation. For those who aspire to lead in nursing or any field, his journey offers lessons in resilience, empathy, and the transformative power of believing in oneself.