Former British Army officer David Richmond CBE now leads by example far beyond the frontlines. His “troops” today are wounded veterans and elderly Chelsea Pensioners, and his battlefields are boardrooms and charities rather than Helmand’s contested valleys.
Richmond’s 26-year Army career – including commanding a battalion in combat and surviving serious injury – forged in him a resilient leadership style and sense of duty. That same ethos guides his second career in the third sector, where he has built recovery centres for injured soldiers, shaped national veterans’ policy, and now heads one of Britain’s oldest military charities. His journey from regimental command to charity CEO showcases how skills honed in uniform can be redirected into a new mission of service after leaving the Army.
Forged in service: 26 years in the British Army
Richmond’s military story began in the 1980s. After commissioning from Sandhurst in 1986, he embarked on what would become a distinguished 26-year career in the Army. By the 2000s, he had risen through the ranks and held leadership roles on operations in the Balkans, Iraq and Afghanistan. He ultimately took command of 5 SCOTS, leading this infantry battalion on deployments abroad. Colleagues recall Richmond as a “personable and collaborative” commander – one who built trust within his unit and stayed cool under fire. Those traits would be tested to the extreme in 2008, during Britain’s combat mission in Helmand Province, Afghanistan.
In June 2008, then-Lieutenant Colonel Richmond was leading a battle group north of Musa Qaleh in Helmand when he was shot by Taliban fire. The bullet shattered his right femur, costing him 10cm of bone, and Richmond became the most senior British officer wounded in action in Afghanistan. A harrowing casualty evacuation and four years of reconstructive surgery and rehabilitation followed Richmond’s recovery was long and painful, but marked by the determination that had defined his military life. He remained on active duty during much of his treatment, demonstrating resilience and commitment to his soldiers even while facing personal adversity.
Ultimately, in 2012, Col Richmond was medically discharged from the Army due to his severe combat injuries. Leaving the only profession he had known was daunting. As a career officer who had lived by military structure and camaraderie, Richmond now confronted the uncertainty of civilian life sooner than expected. Yet even as he hung up his uniform, his sense of duty did not fade. The challenges he endured – and witnessed among his wounded comrades – fuelled a new resolve in him: to ensure that those injured in service would not be left behind after leaving the Forces. Richmond would soon channel his leadership skills and firsthand experience into a civilian mission of supporting fellow veterans.
“I was overwhelmed by the public respect for [the] wounded and for the way Help for Heroes was there for us when we needed them,” he said. “The worst thing we could do as a nation is to neglect those who served their country and take away their hope.”
This heartfelt perspective, born from lived experience, set the stage for Richmond’s next chapter. Within months of leaving the Army, he would take on a pioneering role in the charity sector – turning his personal trauma into purposeful action to help others recover.
A new mission of recovery: Building Help for Heroes’ support network
Richmond’s transition to civilian life was almost immediate – and very much mission-oriented. In 2012, he joined the newly formed military charity Help for Heroes (H4H) as its first Director of Recovery, diving straight into a cause close to his heart. At the time, Help for Heroes was expanding rapidly in response to the mounting casualties from Iraq and Afghanistan. The charity’s founders, Bryn and Emma Parry, had begun by funding rehabilitation facilities for wounded troops, and soon recognised the need for a comprehensive recovery program. Richmond was tasked to create those recovery services from scratch – effectively translating the military’s duty of care into a civilian charity context.
Drawing on his Army leadership experience, Richmond approached this new role like a military campaign. He articulated a clear vision, built a dedicated team, and focused on tangible outcomes, much as he had done commanding soldiers. His remit was vast. Between 2011 and 2017, Richmond oversaw all four Help for Heroes Recovery Centres – in Tidworth, Catterick, Colchester, and Plymouth – which offer rehabilitation, training and support to wounded, injured and sick personnel and veterans. He also managed the charity’s fellowship networks (the Band of Brothers and Band of Sisters for veterans and families) and its sports recovery programs and welfare services. Under Richmond’s direction, these centres became hubs of hope and reintegration. By providing adaptive sports, health and wellbeing services, education and career support, and psychological care, they aimed to “rebuild lives” – echoing the charity’s core mantra that recovery is about much more than just occupied beds.
The impact of Richmond’s work at H4H was far-reaching. During his tenure, over 18,000 wounded and sick servicemen, Service leavers, veterans and their families benefited from the recovery services he helped establish. Many gravely injured soldiers found a pathway to a new normal, whether through learning to walk again at the Phoenix Centre gym in Tidworth or discovering new confidence on an adaptive ski slope. Richmond also became a prominent advocate for the power of sport in recovery. He played a key role in the first three Invictus Games – acting as a partnership board member and UK team director for the inaugural competitions championed by Prince Harry. He was “inspired by the transformations” he witnessed in wounded warriors who rediscovered purpose and camaraderie through sport. Those experiences reinforced his belief in holistic recovery – that healing involves not just physical rehab, but regaining a sense of purpose, community and self-belief.
Leading a charity initiative brought new challenges for Richmond. He had to adapt his military-honed skills to a different sector – one where his “troops” were a mix of civilian staff, medical professionals, volunteers, and beneficiaries, rather than soldiers. There were budgets to balance, government and public expectations to manage, and the scrutiny of media. Richmond navigated these challenges with the same steady resolve he showed in uniform. He became the public face of H4H’s recovery mission, always emphasising that society must honour its covenant to care for the wounded. His passionate advocacy and results earned him significant respect. In recognition of his leadership, Richmond was appointed Commander of the Order of the British Empire (CBE), an honour reflecting not just his military service, but also his contributions to veterans’ recovery and charity work.
Importantly for Richmond, the H4H role also proved that life after the Army could be just as fulfilling and purposeful as his military career. He later noted that many ex-military personnel have “a range of skills, experiences and qualifications that…benefit UK society”, and his own journey demonstrated this truth.
By 2017, after six years building up Help for Heroes’ recovery services, Richmond had firmly established himself as one of the UK’s foremost voices for the veteran community. He had directly helped thousands and influenced how the nation approaches veteran care. It was perhaps no surprise that his next call to serve would come from the highest levels of government.
From charities to cabinet office: Shaping veteran policy nationwide
In 2019, Richmond transitioned from charity leadership into the realm of public policy, taking on a newly created role that would amplify his impact even further. The UK government, recognizing the need for a more unified approach to veterans’ issues, invited Richmond to become the first Director of the Office for Veterans’ Affairs (OVA). This appointment effectively made him the Government’s principal expert on veteran support, responsible for coordinating efforts across departments and with charities. For Richmond – just a few years out of uniform – it was a chance to serve again, albeit in suit and tie rather than combats.
The OVA was launched in late 2019 under the Cabinet Office with a clear mandate: to “pull together all functions of government, and better coordinate charity sector provision” to fulfil the nation’s lifelong duty to those who have served. Richmond’s selection to lead the office was seen as ideal given his background. A press release announcing his appointment highlighted his credibility: a former commanding officer wounded in action who had gone on to become Help for Heroes’ Recovery Director. In short, he knew first-hand both the policy side (from the military chain of command) and the service delivery side (from the charity world). Armed with this experience, Richmond set out to shape a strategy that would make the UK “the best country in the world to be a veteran”.
Heading a new government office presented a different kind of leadership test. Richmond had to marshal civil servants and win the support of ministers, notably Veterans Minister Johnny Mercer. He also needed to bring along the myriad Armed Forces charities, local authorities, and devolved administrations – aligning all stakeholders toward common goals. It was a complex mission requiring negotiation, bridge-building across organisational divides, and the ability to articulate a unifying vision. Richmond’s approach echoed the principles he’d followed throughout his career: he set a compelling vision that every veteran should know where to turn for support, and he worked to build a coalition of trust and collaboration among partners.
During Richmond’s tenure, the OVA focused on practical outcomes in key areas: improving mental health services for veterans, enhancing employment opportunities, facilitating better access to housing, and raising the profile of veterans’ contributions to society. One major effort was to generate a “single view of the veteran” – leveraging data to understand needs and gaps in provision, so that support could be targeted more effectively. Under Richmond’s guidance, initiatives were launched to streamline how ex-Service personnel get help, such as an integrated veterans’ portal and closer coordination with the NHS and MoD on mental health programs. He also chaired the Contact Group, uniting military charities and the NHS to improve mental health support for veterans and families.
Crucially, Richmond brought the voice of veterans into the halls of power. “As a veteran, I understand the struggles that some face,” he said upon taking up the post, emphasising that leading the OVA was “a unique opportunity to serve our veteran community as they transition to civilian life”. He made sure that the positive message about veterans was heard as well – noting that ex-military personnel are “hugely talented, committed…we must ensure [their] skills and talents are recognised fully by employers, business and wider society”. Through policy and public engagement, Richmond championed the idea that hiring a veteran isn’t an act of charity, but a smart investment in leadership and skills.
Richmond served as OVA Director from 2019 to 2021, laying the foundation for this new office. After two years, he moved on from the formal role, but did not step away from the mission. The Cabinet Office retained him as an Independent Veterans Advisor to Government – a testament to his continued value at the strategic level. In this capacity, Richmond continued to advise ministers and shape veteran initiatives, leveraging his broad perspective from both military and civilian fronts. By the early 2020s, he had become, as one publication described, “one of the UK’s foremost voices for the veteran community”. Yet another distinctive leadership challenge awaited – one that would bring him full circle back to working directly with veterans in their later years.
At the helm of tradition: Leading the Royal Hospital Chelsea
In late 2023, Richmond accepted a new post that united his leadership experience, his passion for veteran welfare, and his respect for military heritage. He was appointed as the Chief Executive Officer of the Royal Hospital Chelsea (RHC) – the historic home for Army veterans in London – taking up the role in February 2024. The Royal Hospital Chelsea, founded in 1682 by King Charles II, is famous for its Chelsea Pensioners: retired soldiers in iconic scarlet coats who live in community and dignity on the hospital’s grounds. For Richmond, becoming CEO of RHC was more than just a prestigious appointment; it was a chance to serve those who served, in a very tangible way, within an institution that symbolizes the Army’s enduring covenant with its people.
Announcing his new role, the Royal Hospital described Richmond as bringing a “wealth of experience” and a deep understanding of veterans, thanks to his extensive military career and his work with Help for Heroes and the OVA. Stepping into the shoes of his predecessor (who retired after eight years), Richmond was poised to lead RHC’s staff and care for its roughly 300 veteran residents. The mission was not entirely unlike commanding a unit – it required strategic vision, day-to-day management, and heartfelt commitment to the troops (in this case, elderly veterans) under his charge. Richmond’s background as a leadership coach and mentor also signaled his collaborative style, focused on empowering colleagues and preserving the strong sense of community at the Royal Hospital.
Upon his appointment, Richmond expressed reverence for the institution and its residents. “I am utterly delighted to have been invited to become the next Chief Executive of the Royal Hospital Chelsea,” he remarked, calling the Chelsea Pensioners and the Hospital “an iconic part of the fabric of British society” that “represent all that is good about military service”. He pledged to honor RHC’s 300-year-old mission of providing the “care, support, comradeship and recognition” that veterans deserve. In practical terms, Richmond’s role encompasses everything from overseeing healthcare and accommodation for the Pensioners, to maintaining the historic grounds, to engaging the public’s support for this national institution. It is a job requiring both head and heart: the managerial acumen to run a charity and the empathy to ensure each veteran at RHC feels valued in their twilight years.
Richmond has embraced this role with characteristic energy. Whether he’s cheering on a 90-year-old Chelsea Pensioner at a Founders Day parade or, indeed, running the London Marathon side-by-side with one (in April 2025, Richmond completed the marathon alongside 73-year-old Pensioner Dave Godwin to raise funds for the Hospital), he leads from the front. He sees the Pensioners not just as residents under care, but as inspirational men and women who “continue to serve” their communities through volunteering and example. In a recent interview, Richmond noted that many of the RHC veterans still give back – helping at homeless shelters, schools, and food banks – and that the Hospital relies on public generosity to support these former soldiers who once served the nation. As CEO, he has become a storyteller for the institution, highlighting the ongoing contributions of older veterans and reinforcing the message that service does not end at retirement.
Leading the Royal Hospital Chelsea in the modern era also means balancing tradition and innovation. Richmond is charged with preserving cherished customs (like the Pensioners’ famed scarlet uniforms and daily routines) while ensuring the Hospital evolves to meet contemporary needs. This includes improving facilities, expanding outreach to veterans beyond the RHC gates, and keeping the institution financially sustainable. Here again, Richmond’s military and charity background prove invaluable. His strategic mindset and network in the veterans sector help him advocate for support, while his genuine care for veterans keeps the Hospital’s mission front and centre.
Continuing the mission: Purpose and Leadership Beyond the Uniform
David Richmond’s post-Army journey illustrates a powerful truth: there can be a profound second act after military service, one that builds on the strengths forged in uniform and channels them into new arenas. His story resonates especially for British Army personnel in their final years of service, as they contemplate “what next?” after hanging up the beret. Richmond exemplifies how skills like leadership under pressure, teamwork, strategic planning, and devotion to duty are highly transferable – whether one is coordinating a battlefield evacuation or coordinating nationwide veterans’ policy.
Reflecting on his experiences, Richmond has identified common leadership themes that guided him through each role: “articulate a compelling vision your team can align with, stay focused on the outcome… build trust and belief in your team… and keep smiling”. In essence, the core principles of good soldiering – clarity of mission, determination, camaraderie, and optimism in the face of challenges – are just as relevant when running a charity or a government office. Richmond carried these principles with him out of the Army and into civilian life. They helped him inspire teams of staff and volunteers, navigate the “bump and grind” of day-to-day work in a large organisation, and never lose sight of the end goal: improving the lives of others.
His journey also underscores the importance of purpose after service. For Richmond, the missions changed but the sense of purpose remained constant. He simply found new ways to serve – first by helping wounded comrades recover, then by ensuring all veterans get the support they deserve, and now by caring for the veterans of generations past. Each chapter was rooted in service to others, providing the kind of fulfilment that many ex-military personnel seek in civilian careers. As Richmond noted when he took on the veterans’ affairs role, being able to continue serving the veteran community was an honour and a natural extension of his military ethos.
Finally, Richmond’s experience offers a realistic yet encouraging perspective on career adaptation. His path was not without obstacles – a devastating injury, a complete career reboot, learning to lead in sectors he hadn’t worked in before. He faced these with resilience and adaptability, traits instilled by Army life. He also leveraged education and continuous learning (even completing an MBA in Defence Studies during his service) to broaden his skills. The result has been a post-military career as impactful as his Army one. For those still in uniform, Richmond’s trajectory is a reminder that the end of service can be the beginning of something equally meaningful.
David Richmond’s story is one of a soldier turned servant-leader, a man who found new battles to fight and new causes to champion after his Army career. For service leavers charting their next steps, his journey offers inspiration grounded in realism: the road can be challenging, but with the right mindset and a willingness to apply one’s military virtues in new ways, a second career can be richly rewarding. Whether orchestrating recovery for injured veterans, influencing national policy, or guiding an institution like the Royal Hospital Chelsea, Richmond has shown that the skills and spirit forged in the Army can indeed help “serve again” – making a difference long after leaving the ranks. His continued success reassures today’s soldiers that there is life after service, and it can be driven by the same values of courage, commitment and service to others that defined their military days. In Richmond’s example, we see a post-Army pathway into the third sector that is not only possible, but profoundly worthwhile.
