Red Funnel, the Isle of Wight ferry operator, has announced the departure of its operations director, Leanna Lakes. Ms Lakes, who joined the company in 2020 and worked remotely from her home in Kirkcaldy, Scotland, is leaving to take up a senior position with the RNLI. While the company's CEO, Fran Collins, described Ms Lakes as having "spearheaded our focus on operations excellence," the news has been met with a range of reactions, from relief among some staff to concerns about her future impact on the RNLI.
Ms Lakes' remote working arrangement, reportedly resulting in infrequent visits to Red Funnel's Southampton headquarters, has been a point of discussion. One anecdote highlights a situation where, during the absence of two senior managers, Ms Lakes was apparently unaware of a vessel being out of service. This incident, along with reports of significant staff turnover at Red Funnel, adds context to the mixed feelings surrounding her departure.
The announcement follows the recent withdrawal of Arcus Infrastructure Partners from potential negotiations to acquire Red Funnel, a deal that had been under discussion since February. Ms Collins' statement that the "replacement of our vehicle ferry fleet" is underway appears to contradict the implications of this failed acquisition, prompting questions about the company's current financial stability and operational capacity.
The news of Ms Lakes' departure has been greeted with palpable relief by several Red Funnel employees who contacted the *IW Observer*. These employees expressed their satisfaction with her leaving, likening the situation to "rats leaving a sinking ship." This sentiment highlights underlying concerns about the companyâs internal climate and suggests significant dissatisfaction among the workforce.
The Maritime and Coastguard Agency's recent audit of Red Funnel, which highlighted substantial staff turnover, adds another layer to the situation. This audit report could potentially paint Ms Lakesâ departure in a less positive light for the regulatory agency, contrasting starkly with the positive response from some within Red Funnel's ranks.
Conversely, Ms Lakes' impending role as Chief Operating Officer and Director of Regions at the RNLI has generated concerns amongst some of her former colleagues. They expressed fears about the potential negative impact she could have on the charity's operations and human resources department, given her previous performance.
The future working arrangements for Ms Lakes at the RNLI remain unclear. While speculation suggests she may continue working remotely from her Scottish home, overlooking her highland cow painting, this remains unconfirmed. The situation leaves unanswered questions about Red Funnel's future leadership, stability, and operational effectiveness, alongside concerns regarding the potential impact of Ms Lakes' appointment at the RNLI. The contrast between the official narrative and the anecdotal accounts paints a complex picture of both Ms Lakesâ tenure at Red Funnel and her prospects at the RNLI.
