In today’s fast-paced, people-powered business environment, leadership is no longer the preserve of the C-suite. That’s the clear message from Chubb Fire and Safety UK & Ireland, where a culture of “building great leaders” has been steadily embedded across every level of the organisation—from frontline engineers to boardroom executives.
We sat down with managing director Gary Moffitt and people director Leslie Leach to explore how Chubb’s commitment to everyday leadership is transforming employee confidence, company performance, and customer satisfaction alike.
“Leadership is everyone’s responsibility”
“Building great leaders is foundational to everything we do,” says Moffitt, who has overseen a significant cultural transformation at Chubb in recent years. “It’s about creating an environment where leadership is everyone’s responsibility. Not just those in management—but every single teammate empowered to take initiative, drive impact, and live our values with integrity.”
It’s a philosophy that has evolved into a core pillar of the company’s identity, helping to define how Chubb delivers on its purpose: protecting people, property and livelihoods. “There’s a real emotional connection,” adds Leach. “People work for Chubb because they believe in making the world a safer place. And that belief powers how we think about leadership—not just as a title, but as a mindset.”
Leader Labs: real growth, real results
At the heart of Chubb’s leadership development programme lies the Leader Lab: a hands-on, immersive workshop that brings leadership principles to life in meaningful, personal ways.
“Leader Labs are where it all clicks,” explains Leach. “They’re a safe space to explore what leadership means on the ground. People leave feeling empowered—often for the first time—to lead within their role. Whether that’s being more decisive, collaborating with new colleagues, or stepping into a bigger role.”
The impact is tangible. Participants frequently return to their teams with renewed confidence and a sharpened sense of ownership. Moffitt points to improvements in customer satisfaction and operational performance directly tied to these behavioural shifts.
Leader Labs aren’t just a UK initiative either. They are part of a wider global strategy embedded across the API Group, Chubb’s parent company, which spans North America, Europe, Asia and the Middle East. “The consistency is incredibly powerful,” says Moffitt. “It means no matter where in the world you work, you’re aligned with the same core leadership principles.”
Leadership, every single day
Workshops are only one part of the puzzle. As Moffitt acknowledges, “Culture doesn’t change overnight. It’s got to show up in the day-to-day.”
At Chubb, leadership is now part of the operational fabric. From daily check-ins and transparent comms to team meetings and internal newsletters, leadership development is woven into every layer of engagement. Leach notes: “We start most meetings by talking about leadership. We share podcasts, articles, even employee stories—real voices sharing what they’ve learned, what leadership means to them.”
It’s this lived experience that ensures authenticity. “We’re not just talking the talk,” says Leach. “Our supervisors and field leaders are encouraged to lead with courage and care—and that shows in the decisions they make, the support they give, and how they represent our values to customers.”
From apprentice to COO
Chubb’s belief in nurturing internal talent is epitomised in the story of Dave Dunnigan. Now the company’s Chief Operating Officer, Dunnigan joined as an apprentice and worked his way up—thanks to years of mentorship, training, and leadership development.
“Dave is the embodiment of our philosophy,” says Leach. “He’s a walking example of what can happen when you invest in people. For new apprentices or admin staff just starting out, he’s an inspiration—and proof that you can build a remarkable career here.”
Moffitt agrees. “It’s not just about his personal success—it’s what he’s brought back to the business. That return on investment in people is huge. We’ve seen it time and again.”
Defining culture through integrity
So what keeps all of this aligned? For Chubb, the answer is simple: integrity.
“Integrity is our one non-negotiable,” says Moffitt. “Our work matters. We’re trusted to protect lives and assets. That kind of trust starts internally—with how we treat each other, how we lead, and how we make decisions.”
This clarity of purpose guides the company’s leadership culture from the top down. “Our leaders are expected to model integrity,” says Leach. “They don’t just enforce the rules—they inspire their teams to do the right thing, every time.”
It’s also having a measurable impact. Chubb has seen employee engagement scores rise and attrition fall. Internal promotions are up. Collaboration across teams has never been stronger. “People are stepping up, working together, and staying longer,” notes Leach. “It’s a strong signal that our approach is working.”
Embracing change, shaping the future
But the leadership journey doesn’t stop here. As technology and market expectations evolve, so too must the tools of development.
“We’re constantly adapting,” says Moffitt. “Our Leader Labs evolve with the business landscape. We’re exploring Agile modules, personalised development plans, and tech-led learning. And because we’re part of API Group, we benefit from insights across the globe.”
Chubb also leans heavily on employee feedback. Regular surveys and check-ins help the business refine its approach and stay relevant. “If it’s not valuable to our people, it won’t work,” says Leach. “So we’re always listening.”
Leadership beyond the workplace
Importantly, Chubb’s leadership ethos extends beyond its business. Through its “Charitable Chubb” volunteering programme and partnerships with community groups, employees are encouraged to lead in their local areas too.
“Leadership is about service,” says Leach. “We’re proud to see our people mentoring, volunteering, and representing Chubb in meaningful ways across the country.”
Advice for others: start small, stay authentic
For businesses hoping to emulate Chubb’s approach, both Moffitt and Leach emphasise starting with clear behavioural expectations and small, achievable actions.
“Define what good leadership looks like for you,” advises Moffitt. “Then start with peer mentoring, honest conversations, and lead by example. The culture will follow.”
Leach agrees: “Create opportunities for people to connect and lead beyond their roles. Confidence comes from real-world experience, not just theory.”
What’s next?
Chubb’s leadership journey is far from over. Upcoming plans include expanding mentorship programmes, strengthening diversity and wellness initiatives, and partnering with educational institutions to support future leaders.
“It’s about sustainable, inclusive leadership for the long term,” says Leach. “We’re building something that can carry us—and our people—forward, for years to come.”
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Building great leaders: how Chubb Fire and Safety is redefining leadership from the ground up