When did you develop a 'social' view of society?

During my teenage years, when I saw the North of England de-industrialise rapidly.

How did that lead into the position you're in now?

It didn't directly. It just taught me that helplessness is as bad as oppression. What led me to do what I do now is my belief in individual liberty as the best means to a successful life - even for the most disadvantaged.

How does your enterprise work?

Speaking Up builds the capacity of people with disabilities to direct their own lives. It starts with having a voice, it turns that into action and results in change - it’s that simple. Disabled people have been wards of the state for most of the last 150 years, but we get people to take their lives back into their own hands.

What are your ambitions for the future?

For every disabled person, who wants to get in the driving seat of their own life, to be able to use one of our programmes. This means being big and being the best. Unlike a lot of people in the third sector, I have no problem with wanting these things.

What did you want to be when you were growing up?

I was raised in a lowered-expectations environment - a middling comprehensive school in Northern England - so I didn't want to be anything in particular.

What kind of person makes a good social entrepreneur?

Someone who not only cares and has ideas, but who also acts on those ideas. Ideas are easy - to act is very difficult. Most people don't do it, so to do it makes you special. The very best social entrepreneurs act on a massive scale.

What resources do you find useful in your work?

The Spectator, the FT, The Times - anything not liberal lefty.

What other social entrepreneurs/businesses do you admire and why?

Steve Sears - for making it about real business

Tim Smit - for embodying what it is all about

Liam Black - for talking straight about social enterprise

Furniture Resource Centre - for walking its talk on customer service and transparency.

What advice would you give to budding social entrepreneurs?

Three things:

- Know in your heart this is for you, only 100% commitment will get you there. Don't play at it.

- It’s a marathon, not a sprint, realise you'll only succeed in the long-run and not the short-term. Pace yourself accordingly.

- Don't do too much social stuff at the expense of building a strong business or organisation - it will kill the business.

What are the best and worst parts of your job?

The best is leading innovation and development and the worst is dealing with the crappiest aspects of UK employment law and culture. Anyone running a business will know what I mean by this.

Why did you become an ambassador?

I want to inspire young people and mid-steam career-shifters to come this way.