Celebrating Black History Month at UHDB: Chief Analytical Officer, Rowland Agidee's journey of 'Reclaiming Narratives'
This Black History Month, organisations and individuals across the UK are celebrating this year's theme of "Reclaiming Narratives" by sharing stories that challenge systemic barriers and showcase the ongoing work toward genuine equity and inclusion in our institutions.
As a Trust, we acknowledge our responsibility to address historical inequities and create meaningful change. Our commitment extends beyond celebration to concrete action, demonstrated through our comprehensive equality strategy and measurable targets for increasing diversity in leadership positions.
The recently unveiled commemorative plaques for the Windrush Generation across UHDB sites represent just one step in our broader commitment to acknowledging and honouring the foundational contributions of our Black community to the NHS. Our EMBRACE Staff Network actively works to create systemic change, providing a platform for our colleagues from ethnic minority backgrounds to shape policy, influence decision-making, and drive institutional transformation.
Today, we share the story of Rowland Agidee, our Chief Analytical Officer, whose journey reflects both personal achievement and the ongoing work needed to create truly inclusive institutions. His story highlights how talent flourishes when organisations actively work to remove structural barriers and create genuine opportunities for all.
A foundation in healthcare leadership
"I was born in Benin City, Nigeria, where healthcare was woven into the fabric of our family life," Rowland shares. "Both my parents worked in healthcare - my father as a psychiatrist and my mother as a nurse, while she also worked as a lawyer.
"My father reached the top of his career as CEO of a major federal hospital not long after I was born. Watching him taught me the importance of leadership in creating meaningful change in healthcare."
This early exposure shaped Rowland's understanding of leadership's potential to create systemic change. "I saw healthcare leadership as a way to serve communities and create lasting impact. My parents showed me that excellence in public service transcends borders."
Navigating systemic challenges
Arriving in the UK in the mid-00s, Rowland encountered a system that he felt often undervalued international experience and talent.
He explained: "Like many immigrants, I started in roles that didn't reflect my capabilities or potential. These experiences weren't just about personal resilience - they highlighted the systemic barriers many professionals from ethnic minority backgrounds face when entering the UK workforce."
Challenging traditional narratives about success, Rowland detailed his educational journey, saying: "When I arrived in the UK, I was already studying computer science in Nigeria, focused on older programming languages like FORTRAN and Pascal - which are typically seen as 'first generation' in early advances in programming technologies.
"Transferring these skills wasn't possible, as these programming languages were essentially decades behind the UK at that time - so I started from scratch, enrolling in Business Information Systems at the University of the West of England (UWE) - a common experience for many international students and professionals at the time. While studying at UWE, I discovered that our system often conflates institutional prestige with capability, particularly affecting ethnic minority students.
"I chose to pursue an apprenticeship - not because it was the only option, but because it offered practical experience alongside learning, whilst earning.
"This should not be seen as settling for less, but as recognising that excellence takes many different forms. We need to continuously challenge the notion that there's only one path to successful leadership."
Addressing structural barriers
Rowland brought valuable cross-cultural insights to his work. Rowland explained that the challenges he faced "weren't about personal limitations, but systemic barriers that many professionals from ethnic minority backgrounds encounter".
Reflecting on the first UK city he lived in, where he attended university, Rowland continued: "Bristol's history as a former slave-trading port reminds us that addressing these barriers requires acknowledging historical context and actively working for change.
"Throughout my career, I've encountered situations where professionals from ethnic minority backgrounds face additional scrutiny and barriers. Rather than accepting this as normal, I've worked to challenge these systems while building my expertise. Hiring a certified Chief Information Officer (CIO) coach wasn't just about personal development - it was about gaining the tools to create systemic change."
Creating pathways for change
Rowland's feels that his journey through the NHS - from Business Intelligence (BI) developer to national data roles and leadership positions - demonstrates the importance of creating clear progression pathways: "Each role has been an opportunity to not just advance personally, but to create space for others. I've used my positions to advocate for equitable hiring practices and challenge biases in recruitment processes.
"My voice on LinkedIn and in professional spaces isn't just about sharing personal insights - it's about making visible the capabilities and contributions of professionals from ethnic minority backgrounds in healthcare leadership.
"As a Nigerian-born Black man who made Wales my home, I bring valuable perspectives that enhance our healthcare system."
Advancing institutional change
The theme "Reclaiming Narratives" resonates with UHDB's commitment to transformative change, and Rowland shared his perspective on the challenges many professionals from ethnic minority backgrounds face and how these can be overcome.
He explained: "We must emphasise that while professionals from ethnic minority backgrounds often face additional barriers in career progression, our focus must be on dismantling these barriers rather than expecting individuals to overcome them alone.
"My journey to senior leadership shouldn't be exceptional - it should be increasingly common.
"At UHDB, we're working to make this reality through concrete actions: setting specific targets for diversity in leadership, creating structured development programmes, and ensuring our recruitment processes actively counter bias."
UHDB is committed to transparent reporting of our diversity metrics and regular review of our equality objectives.
"My aspiration to become an NHS CEO one day isn't just about personal achievement," Rowland shares. "It's about demonstrating that leadership talent exists in abundance within our ethnic minority communities. Our task is to remove the barriers that prevent this talent from flourishing."