Sam Mckay is the customer liaison and group sustainability manager for Salisbury Linen Services.

With over a decade in hospitality management before entering the healthcare laundry sector, Sam has forged a unique path through operations, leadership, and sustainability. She joined the company in 2011, became a member of the Society of Hospital Linen Services and Laundry Managers (SHLSM) in 2017 and became its PR Officer in 2022 – currently the only female on the committee board. She is a passionate advocate for greater diversity in the industry, especially for increased visibility of female voices and leaders. Outside of work, Sam loves to visit and walk the Cornish coast, is an avid live music fan, anything from Elton John to Biffy Clyro and is a regular festival goer. Throughout most of the summer she can be found somewhere in a field (come rain or shine), but these days prefers glamping over camping, a luxury that’s been well earnt over the years.

On her industry career…

I began my working life in hospitality, spending over 12 years managing front-of-house teams, running events, and working my way up to general manager. It was a grounding, fast-paced, people-focused career and two days were never the same. But after over a decade, I reached a point where I felt ready for a change. I didn’t know exactly what I was looking for, but I wanted something different – something where I could continue working with people but also stretch myself in new ways. That’s when I saw a job advert for a customer liaison role in the laundry department at Salisbury NHS Foundation Trust. I applied on instinct more than experience – I knew nothing about hospital linen services – but I saw the opportunity to support a vital part of the NHS and thought, “why not?” Once in the role, I made it my mission to learn everything I could. I spent time on the shop floor, in dispatch, with delivery drivers, engineers, customer service – every part of the operation. I also worked closely with different departments within the NHS to understand what they needed from us and how we could better serve them. That approach paid off quickly, and soon I was able to identify areas for improvement and offer solutions. As my knowledge grew, so did my role. I started working in cost improvement, supporting both our internal teams and NHS Trusts in creating more efficient, tailored services. When Salisbury Linen Services became a standalone operation in 2013, I had the chance to expand again – into procurement and in 2022 became the company’s sustainability lead.

On the industry’s commitment to sustainability…

Sustainability is something I feel incredibly passionate about. In 2022, I put myself forward to help embed environmental responsibility into everything we do at Salisbury Linen Services. I didn’t want it to be a bolt-on – I wanted sustainability to sit at the very core of our decisions and operations. The company supported me to gain my Certificate in Environmental Management and Practitioner status with ISEP (formerly IEMA), and that investment has made a real impact. In our first year of actively pursuing sustainability targets, we saw a 61 per cent reduction in CO₂e emissions – a figure I’m really proud of. But the journey hasn’t been simple. One of the biggest challenges has been the sheer number of frameworks, standards, and accreditations NHS Trusts and FM companies ask for – often with significant overlap. The duplication can be frustrating and time-consuming, especially when what’s really needed is honest collaboration and shared goals. There’s also a fair amount of greenwashing in our sector. A lot of people talk a good game, but when you look under the surface, there’s not always substance. I try to push for transparency and measurable outcomes. Sustainability isn’t just a buzzword for us – it’s a responsibility.

On industry collaboration…

One of the things I value most in this industry is the opportunity to collaborate, both within our organisation and across the sector. We’ve had some of our best results not by working in isolation, but by sharing knowledge with our partners, suppliers, and NHS customers. From emissions reductions to smarter procurement strategies and product creation, collaboration has consistently been the key to progress. Within my role at the Society of Hospital Linen Services and Laundry Managers, I’ve worked to increase that collaborative spirit. Being the only female committee board member, I feel a responsibility to be a visible advocate – not only for more women in the industry, but for a broader, more inclusive approach to leadership and speaker representation. At conferences, I make a point of encouraging new voices and pushing for panels that reflect the diversity of our workforce. I also believe in collaboration at a procurement level. Too often, Trusts and providers talk past each other. I actively seek out those conversations to understand where they’re coming from – and to help them understand our side. We educate each other, and from there we can build better frameworks and more practical solutions. Its not just about having sheets on beds.

On industry developments…

Technology is rapidly changing how we operate – from automated systems and AI to smarter tracking and data usage. These developments have the potential to make us more efficient, more responsive, and ultimately more sustainable. That said, we need to balance tech innovation with the knowledge and experience of the people doing the work. Data is valuable, but so is instinct. I think the biggest developments will come when we manage to bring both together – using data to enhance decision-making, not replace it. I’m also seeing a growing interest in circular textiles, closed-loop supply chains, and smarter product choices. These shifts could transform our environmental impact and open up new conversations about how we design, use, and retire textiles in the NHS. The more we can innovate in this area, the closer we get to truly sustainable healthcare support services. Finally, I think the biggest change is a shift in how we’re perceived. Linen services have long been the “invisible engine” behind healthcare, but that’s starting to change. There’s increasing recognition that what we do is essential – to infection control, to patient experience, and to the efficiency of the system as a whole. It’s about time we were seen not just as a service, but as a strategic partner.

On a final note…

When I made the leap from hospitality to healthcare laundry, I never imagined it would become the career it has. What I found was an industry full of opportunity – for meaningful work, creative problem-solving, and constant growth. I love what I do, and I care deeply about the people I work with, the customers we serve, and the footprint we leave behind. My goal is to keep pushing forward – to build more sustainable systems, champion more inclusive leadership, and help others see the incredible potential of our industry. And then, when summer rolls around, you’ll still find me dancing under festival lights somewhere – just a little older and hopefully a little wiser.

Outside of the laundry world Sam loves festivals and coastal walks