Giles Wright, Chair of our Board of Trustees, reflects on his recent appointment to the team, his hopes for the future of our organisation, and the current role of the third sector and arts in nurturing inclusion, hope, and optimism.

I’m absolutely delighted to have been appointed Chair of such an inspiring organisation: Orchestras Live.

My career in the health sector is now in its nineteenth year, beginning in a voluntary‑sector hospice and followed by thirteen years in the NHS. Throughout that time, I’ve seen first-hand the transformative impact of creative health. Before leaving Addenbrooke’s Hospital in Cambridge, I had the privilege of serving on the hospital’s Arts Committee—a role that brought together my professional experience and my roots as a designer. Creativity has always shaped how I think, lead, and work.

Whilst I don’t play an instrument, music has played a significant role in my family life. My late father was diagnosed with Parkinson's and Dementia. During his illness he would listen to orchestral music to calm and help manage his pain and to provide a relieving distraction. I sing in a worship group which is one of the joys I have in life. In our house, it’s rare for there not to be music of different genres, playing in at least one room!

When I left the NHS, I felt a strong pull back toward the third sector. The mission of Orchestras Live—and its growing commitment to creative health—immediately resonated with me, and I knew it was something I wanted to champion in the role of Chair. In my day job, I’m currently the Interim Chief Operating Officer for a physical activity charity working across public health and wellbeing. As you can probably see there’s a clear theme running through my career: a strong and clear line of sight to the people who benefit from the work.

I’m really looking forward to seeing what Orchestras Live will achieve during my tenure. For me personally, I hope to use my nearly two decades of leadership in health experience to support the board and staff team including the wonderful Sarah Derbyshire, CEO, to be even more ambitious, innovative and confident in delivering on the organisation's mission and strategy.

Of course, there is also the challenge of fiscal uncertainty and often short-term commissioning or project cycles. The headlines from our sector’s media tell us of the very real struggles that many organisations have faced in 2025 and will continue to in the coming 12 months.

One of the many things which appealed to me about Orchestras Live during my appointment process in particular was how it is both niche and incredibly broad in its work and impact. Another was how, for a small (and perfectly formed) organisation, it was sophisticated in how it measured its social value and impact and supported partners to do the same.

There is a rather lovely tangibility to the work and very clear co-creation to each of the projects from inception to outcome. So, my hope for 2026 is that the team can navigate the challenges and be enabled and empowered to do even more of these wonderful things and in turn create even more optimism for those whom we work alongside.

I very much look forward to getting to know the orchestral sector, and discovering what we can achieve together.