When Irfan Latif first began his PGCE back in the early 1990s, he was alarmed to hear that he would be placed at Kidbrooke School in South London.
With the story of Stephen Lawrence 鈥 killed by racists in nearby Eltham 鈥 in the media, Irfan was 鈥済enuinely anxious about going to that neck of the woods鈥 just thought, you know, something could happen.鈥
The placement at what is now , turned out to be a big success, with staff there allowing him to 鈥渇lex his teaching muscles鈥 and experiment in the classroom, he says.
But the story illustrates how, even for a young man who grew up in Clapham and enjoyed a scholarship to a leading independent school 鈥 鈥 the spectre of racism still loomed.
His dad, who once served in the Indian navy, was a London bus conductor and his mother ran a corner shop. Racism was 鈥渞ife鈥 when they came from India to the UK in the 1970s, he says.
鈥淚t was a tough time growing up in that era, if you were different. But, you know, thankfully, things have changed considerably now, and that鈥檚 a good thing.
And indeed they have. As the new head of Royal Hospital School in Suffolk, Irfan is proud to be the first male person of colour to lead an HMC boarding school (the first female spot was taken by Joanna Wright, head of King Edward鈥檚 Witley since 2019).
And it is not a status he sees as a burden: He describes having a platform to speak out about race and diversity in education as 鈥渁 huge privilege鈥.
He says: 鈥淚 think there’s a responsibility for the likes of myself and other heads of colour to be at the forefront of that and to show that the sector is changing, that it is diverse, and is inclusive.
鈥淚’m grateful that we’ve been given a platform in order to be able to articulate that in a way which will resonate with many.鈥
It forced the sector to take a look at itself and go, you know, what are we doing?
Irfan helped put EDI at the top of the agenda by setting up an inclusion and diversity group at the Independent Schools Council 鈥 alongside CEO Julie Robinson 鈥 following .
Bringing together numerous associations, he describes it as 鈥渁 watershed moment for the sector鈥.
鈥淚t forced the sector to take a look at itself and go, you know, what are we doing? What do we need to do to be more open? What do we need to do in order to recruit more people of colour?鈥 says Irfan.
The issue of improving access for students from diverse backgrounds in challenging financial times for independent schools was also key to discussions.
Irfan is also the inclusion and diversity lead at the Boarding Schools鈥 Association, looking at the barriers to more diverse recruitment and providing a model for others.
After an invitation from the Church of England, he is also a mentor to ethnic minority teachers who aspire to work in senior leadership roles.
鈥淚 was very lucky to mentor a couple of those who are doing really well, and just needed someone to hear them, to understand them, and see that life experience.鈥
I loved being in the classroom. I loved my subject.
Despite being an independent sector 鈥済o-to鈥 on diversity and inclusion, Irfan鈥檚 first love has always been teaching and leading schools.
After a degree in chemistry at King鈥檚 College London and global travels, he completed a PGCE because he wanted 鈥渁 qualification under my belt鈥. And the golden handshake for science graduates looked appealing.
But, he found out, the rewards were far better than financial.
聽鈥淚 fell in love with it,鈥 says Irfan, 鈥淚 loved being in the classroom. I loved my subject, chemistry, and it was an opportunity to share my passion and enthusiasm for the subject.鈥
This had been stoked by teachers at Emanuel School, who encouraged him to do a degree in the subject. This, he says, was a completely different ballgame to A-level.
鈥淚t was about not being in one’s comfort zone and being challenged. And that’s what I’ve always liked, and I think I’ve taken that through my teaching as well.鈥
Irfan鈥檚 teaching career has taken him from Haberdashers鈥 Boys’ School to Whitgift in Croydon to St Benedict鈥檚 in Ealing. He left London for a deputy headship at Bedford School, then scooped his first headship at Sexey鈥檚 School in Bruton, Somerset 鈥 a state boarding school.
Prior to his latest role at RHS in Suffolk, he spent seven years as principal of DLD College London in Westminster, an independent boarding and day school with a large international intake.
The experience of working for owners Alpha Plus Group, he says, was vital for 鈥渓earning about the commercial aspects鈥 of headship, and 鈥渇antastic CPD鈥, he says.
Irfan also managed to secure DLD 鈥 previously not a particularly high-profile institution 鈥 a wealth of awards, and it won boarding school of the year twice on his watch. It also underwent two successful ISI inspections.
He has a strong nose for school marketing and publicity and recently told the annual AMCIS conference that marketing was 鈥渁s critical as curriculum鈥 for a school鈥檚 success.
Running DLD during Covid was 鈥渁 huge learning experience鈥, he adds. His eldest daughter in Year 13 is still a boarder there while she finishes her A-levels. His youngest daughter is now in Year 10 at RHS.
I was absolutely blown away by the magnificence of this school.
The swap from central London to Suffolk has been contrasting for the family, says Irfan, although he has previous experience of rural life in Somerset and has dusted off his Hunter wellies.
鈥淲hen I went to look around I was absolutely blown away by the magnificence of this school, it鈥檚 incredible what it is, what it stands for.鈥
The school was founded in 1712 as part of the charitable Greenwich Hospital in London, moving to its 200 acre site in Suffolk in 1933.
Up until the early 2000s, most of the students were supported by Greenwich Hospital, a Crown charity that supports serving and retired personnel of the Royal Navy and Royal Marines and their dependants.
While it continues to support such pupils through the charity, the school鈥檚 intake is now far wider and it operates like any other HMC independent school.
Despite all the headwinds, we need to continue to show our ambition.
The school is currently developing its strategic plan, looking at building a new sixth form centre, adapting the structure of the week, Saturday provision, refurbishment of boarding houses, a new sailing academy and upgrades to other buildings, including the assembly hall.
鈥淒espite all the headwinds that are coming our way, we feel that we need to continue to show our ambition,鈥 says Irfan.
He is also developing school culture, ensuring that everyone, from staff to pupils and families feel valued and listened to.
He already has an understanding of the pressures on rural and farming communities 鈥 something he knows will be important in making the school more outward-facing.
While valuing local and other regional markets, he is also keen to prove that RHS is a commutable distance from London.
It’s about preserving some of those traditions, and making sure we continue to be innovative.
In the initial handover of the headship, Irfan commuted four days a week so that he could talk confidently to parents about the distance.
鈥淚t wasn’t too bad, you know, a power hour and a half door to door鈥 You say Suffolk, and you think, oh, it’s miles away. Actually, it’s not, it鈥檚 relatively close.鈥
He is also keen that the school 鈥 known for its naval traditions 鈥 takes a forward-thinking approach.
鈥淚t’s about preserving some of those traditions which have endeared the school to its alumni, to the community, but also making sure that we continue to be innovative, and that people choose us because we’re very forward thinking.鈥
鈥淲e are in deepest, whitest Suffolk, and for me to be the first male person of colour to be running an HMC boarding school speaks volumes about the governors and the proprietors in terms of how they see the school going forward.鈥
Above all, he says, RHS is an attractive school because its naval heritage and values, coupled with its modern outlook, make it different to others.
鈥淚 like the fact we鈥檙e different鈥, he says.
Spoken like someone who has always proudly stood out.
