Celebrating Diversity: Ketan Dattani Of Buckingham Futures On How To Build Inclusive Communities

An Interview With Vanessa Ogle

Representation. People need to see themselves reflected in leadership and decision-making levels. When those at the table come from a mix of backgrounds, experiences, and perspectives, the decisions made are more relevant and fair to the whole community.

In a world where diversity is often acknowledged but not always celebrated, we are taking a step forward to highlight the importance of inclusivity in building strong, vibrant communities. This series aims to explore the various facets of diversity — be it racial, cultural, gender-based, or within the differently-abled community — and understand how embracing these differences strengthens our social fabric. As part of this series, we had the pleasure of interviewing Ketan Dattani.

Ketan Dattani is the Founder and CEO of Buckingham Futures, a specialist recruitment consultancy focused on sourcing Environmental Health professionals for public and private sector organisations throughout the United Kingdom. With over 25 years of experience in the recruitment industry, he is widely regarded as a thought leader in ethical hiring practices, workforce development, and promoting diversity within niche sectors.

Dattani views diversity as a fundamental component of a successful and sustainable workforce. In Environmental Health, where professionals are responsible for protecting public health, ensuring safe housing, and upholding environmental standards, it is essential that the workforce mirrors the communities it serves. He believes that inclusion improves decision-making, enhances service delivery, and builds public trust.

Under his leadership, Buckingham Futures has implemented inclusive recruitment strategies such as anonymised candidate screening, targeted outreach to underrepresented groups, and client education on removing bias from the hiring process. Dattani continues to work closely with local authorities and industry partners to create fairer pathways into Environmental Health careers and to advocate for long-term systemic change across the recruitment landscape.

Thank you so much for joining us in this interview series. Before we dive into our discussion about celebrating diversity, our readers would love to “get to know you” a bit better. Can you share with us the backstory about what brought you to your specific career path?

Thank you for having me. It is a real pleasure to be part of this conversation.

My journey into recruitment was not something I planned from the start. I completed a Bachelor’s degree in Environmental Biology and then earned a Master’s in Environmental Planning and Management. I have always been fascinated by the link between the environment and public health and wanted to contribute to a field where I could see real impact on communities and everyday lives.

I am also shaped by my personal background. I am the child of refugee parents and grew up on council estates in London during the 1970s and 1980s, a time when racism was widespread and often unchallenged. Those early experiences of exclusion and inequality gave me a deep, personal understanding of the importance of representation. That is why diversity and inclusion have always been central to my work. The environmental sector remains significantly underrepresented, particularly when it comes to professionals from ethnic minority backgrounds.

Through Buckingham Futures, I have made it my mission to open doors, challenge bias, and help create a workforce that truly reflects the diversity of the communities it serves.

Can you share an interesting or hopeful story where spending time with someone who did not look like you or who was different from you taught you something that has been useful to you?

One experience that has stayed with me involves Dr. Theo Cronje, who was Head of Science and originally from Ghana. When I was in college, I faced a lot of resistance and exclusion from other teaching staff who did not want me in their lessons. I was often labelled for misbehaviour, much of which was a response to feeling misunderstood or out of place. Despite all this, Theo saw something different in me. He gave me an opportunity when others were ready to shut the door.

Spending time with him taught me a great deal about courage, leadership, and the importance of looking beyond surface differences. Theo did not judge me by the labels others placed on me or where I came from. He believed in giving people a chance based on their potential and character.

That lesson has been invaluable in my own career, especially in recruitment where the goal is to see the whole person and create opportunities where they might otherwise be denied.

His example has helped shape my commitment to inclusion and fairness, especially in sectors like Environmental Health where diversity remains limited. It reminds me every day why it is so important to challenge bias and create spaces where everyone has a real chance to thrive.

You are a successful leader. Which three character traits do you think were most instrumental to your success? Can you please share a story or example for each?

Thank you, that is a really thoughtful question. If I had to pick three character traits that have played the biggest role in my success, I would say resilience, empathy, and curiosity. Each one has shaped not only how I lead but also how I approach diversity and inclusion in my work.

Resilience is something I learned early on. Growing up as the child of refugee parents on council estates during a time when racism was very visible taught me that life can be tough, but giving up is not an option. For example, in college I faced a lot of resistance from teaching staff who didn’t want me in their lessons because of how I was labelled for misbehaviour. Instead of letting that stop me, I kept pushing forward and proving my value. That determination has been essential in building Buckingham Futures and overcoming the inevitable challenges along the way.

Empathy is the second trait that has guided me. I know what it feels like to be excluded or underestimated. I remember working with a candidate who had all the right qualifications but was being overlooked because of unconscious bias. Taking the time to understand their story and advocate for them made me realise how powerful empathy can be in breaking down barriers and opening doors. It is why I believe that diversity is not just about numbers but about really seeing and valuing people for who they are.

Curiosity has kept me open minded and willing to learn from others who have very different backgrounds and perspectives. I have always sought out mentors like Dr. Theo Cronje, who helped me see beyond my own experience and understand the importance of inclusive leadership.

That curiosity has pushed me to challenge old ways of thinking and helped Buckingham Futures create a more inclusive approach to recruitment in environmental health.

These traits work together to keep me focused on the bigger picture, building a workforce that truly reflects the diversity of the communities it serves and creating opportunities for people from all walks of life.

Ok, thank you for that. Let’s now jump to the primary focus of our interview. Can you share a personal story that highlights the impact of diversity and inclusivity in your life or career?

For me, diversity and inclusivity are much more than just ideas or policies — they are deeply personal because of everything I have been through.

Growing up as the child of refugee parents on council estates in London during the 1970s and 1980s was far from easy. I faced violence and racism regularly. Just going to school or walking down the street could mean dealing with hostility because of my background and the colour of my skin. Those early experiences shaped who I am and made me determined to push back against injustice. They also taught me resilience and the importance of standing up for myself and for others who might be treated unfairly.

Later, when I entered the corporate world, I quickly saw that racism was still very much there, but it looked different. It was less about open hostility and more about being passed over or underestimated because I did not fit the usual image of leadership. Those moments were frustrating but they made me even more committed to creating real change. I wanted to build something that valued people for who they truly are.

That is why diversity and inclusion are at the heart of everything we do at Buckingham Futures. I know from my own life how much talent is wasted when people are judged unfairly or shut out. Creating opportunities for everyone is not just fair, it makes organisations and communities stronger.

My journey reminds me every day why this work is so important and why I must keep pushing to build a more inclusive future.

How do you approach and manage the challenges that arise when working towards creating more inclusive communities?

One of the biggest challenges to building inclusive communities is that change can be uncomfortable. Especially when it shakes up the status quo, but inclusion is not about comfort. It’s about fairness, equity, and providing every single person an equal chance to participate and thrive.

My approach is grounded in honesty, persistence, and cooperation. The first challenge anyone faces is to acknowledge the problem. Too many times, individuals are afraid to name exclusion what it is no matter how it appears and I’ve come to understand that you can’t fix what you won’t see. So I encourage open discussion, even when it’s difficult, because that is where change happens.

I also value action-oriented, measurable change. Inclusion is not box-ticking, it’s a place where people feel heard, seen, and valued. At Buckingham Futures, we work with organisations to look at their recruitment practices, challenge assumptions, and rethink what “the ideal candidate” really is. We get them to look and see that talent lies in every community, and diversity makes the team stronger.

Lastly, I lead with heart and character. Having been excluded myself, I know the damage it inflicts when your identity is the obstacle to success. That is why I continue to be dedicated to this work, not when it’s easy or trendy but daily, through small acts that truly count.

What innovative strategies or initiatives have you implemented or observed that effectively promote the importance of diversity and inclusivity?

At Buckingham Futures, we put diversity and inclusion at the heart of our recruitment approach. We actively challenge traditional hiring practices and support clients in recognising and addressing unconscious bias, from job descriptions to final interviews.

We encourage employers to rethink what makes someone the “right fit”, placing greater value on lived experience, resilience, and community insight, not just formal qualifications.

Sharing real stories from candidates who’ve faced barriers helps bring these issues to life and shows why inclusive hiring matters. And when organisations track recruitment data, it highlights patterns and gaps that might otherwise go unnoticed.

Our role is to be a trusted partner and to help clients build more representative teams and workplaces that reflect the communities they serve.

In your opinion, what are the key elements that make a community truly inclusive, and how can these be fostered on a larger scale?

A truly inclusive community is one where everyone feels seen, heard, and valued, regardless of their background; it requires intention, commitment, and continuous effort.

The key elements, in my view, are: representation, equity, belonging, and accountability. Representation ensures that decisions are being made by people from all walks of life. Equity means acknowledging that not everyone starts from the same place and adjusting systems to support those who’ve historically been left out. Belonging is about creating a culture where people don’t feel like outsiders, even when they’re in the room. And accountability is what turns values into action.

To scale this, we need stronger partnerships between government, business, and community organisations, along with policy changes that remove systemic barriers. We must also invest in education, open dialogue, and leadership that reflects the diversity of the people it serves.

Inclusion is not a one-off initiative. It’s a long-term commitment to fairness, and it’s everyone’s responsibility.

Based on your experience and research, can you please share “5 Ways We Can Build Inclusive Communities”?

1. Representation.
People need to see themselves reflected in leadership and decision-making levels. When those at the table come from a mix of backgrounds, experiences, and perspectives, the decisions made are more relevant and fair to the whole community.

2. Check for bias.
Inclusion isn’t just about good intentions; it’s about making sure systems and processes are genuinely fair. That means regularly reviewing policies, recruitment practices, and even the language we use, so we’re not unintentionally shutting people out.

3. Talk about it.
An inclusive community is one where people feel safe to speak up, share their experiences, and be heard without judgement. Open conversation helps us understand each other better and build trust..

4. Accessibility.
Opportunities don’t mean much if people can’t reach them. By removing barriers such as financial, logistical, or cultural, we can open doors for more people to take part and contribute fully.

5. Lead by example.
When leaders show through their actions that diversity is valued, set clear goals, and hold themselves accountable, it sends a powerful message that this work matters to everyone.

How do you measure the impact and success of diversity and inclusion efforts, and what changes have you seen as a result of these initiatives?

For me, measuring diversity and inclusion isn’t just about tracking numbers, it’s also about understanding the real experiences of the people involved. Yes, we can look at data such as the diversity of applicants, hires, and promotions, but we also listen to feedback from candidates and employers about how inclusive the process feels.

I’ve found that the real signs of progress are when hiring managers start actively questioning their own assumptions, when shortlists genuinely reflect a mix of backgrounds, and when candidates tell us they felt seen and valued throughout the process. Over time, this shift in mindset has led to more diverse teams and stronger connections between organisations and the communities they serve.

You are a person of great influence. If you could start a movement that would bring the most amount of good to the most amount of people, what would that be? You never know what your idea can trigger. :-)

I can’t say there’s just one person I want to meet, but if I had to choose, Sir David Attenborough would definitely be on the list. Beyond that, there are so many people I’d love to connect with. I find inspiration everywhere, whether it’s from a story in a movie or a conversation with someone face to face. It doesn’t matter if they run a hedge fund or work in a flower shop.

I’ll always be a student of life. No matter what someone does or where they come from, I’m genuinely curious and eager to learn from them.

You never know what you might discover or even teach someone else. So if you happen to read this and feel like reaching out, I hope you do. I’d really enjoy the chance to meet and learn together.

How can our readers further follow you online?

I am most active on Instagram (https://www.instagram.com/ketanova/) and LinkedIn (https://www.linkedin.com/in/recruitmentandconsultancy/)

My new podcast series is available on Youtube and Spotify @buckinghamblueprint

Thank you for the time you spent sharing these fantastic insights. We wish you continued success in your great work!

About The Interviewer: Vanessa Ogle is a mom, entrepreneur, inventor, writer, and singer/songwriter. Vanessa’s talent in building world-class leadership teams focused on diversity, a culture of service, and innovation through inclusion allowed her to be one of the most acclaimed Latina CEO’s in the last 30 years. She collaborated with the world’s leading technology and content companies such as Netflix, Amazon, HBO, and Broadcom to bring innovative solutions to travelers and hotels around the world. Vanessa is the lead inventor on 120+ U.S. Patents. Accolades include: FAST 100, Entrepreneur 360 Best Companies, Inc. 500 and then another six times on the Inc. 5000. Vanessa was personally honored with Inc. 100 Female Founder’s Award, Ernst and Young’s Entrepreneur of the Year Award, and Enterprising Women of the Year among others. Vanessa now spends her time sharing stories to inspire and give hope through articles, speaking engagements and music. In her spare time she writes and plays music in the Amazon best selling new band HigherHill, teaches surfing clinics, trains dogs, and cheers on her children.

Please connect with Vanessa here on linkedin and subscribe to her newsletter Unplugged as well as follow her on Substack, Instagram, Facebook, and X and of course on her website VanessaOgle.