EP Business in Hospitality Issue 53 - April 2015

April 2015 | £5.00
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BUSINESS IN HOSPITALITY
Issue 53
BUSINESS
8 A quiet transformation

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Chris Sheppardson | Welcome
BUSINESS IN HOSPITALITY
Front cover
Catherine Roe
Photography Nick Dawe
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@En_Passant_
Too often British hospitality has possessed a lack of belief in its own strength and
abilities. It is underrated, but the truth is that there is great breadth, variety and strength
throughout. These range from the great resort hotels of Scotland and the grandeur of many
city centre hotels to inspiring country hotels and the excellence of regional cuisine. The
industry also possesses a number of exceptional entrepreneurs, craftsmen and culinary
experts who have made the industry truly world class. It is time for the story to be told and
communicated, as there is excellence in every part of the country.
Some will say the industry is world class and, in truth, the industry has always had
a great heritage in this regard. The major difference is the strength in depth that exists
today. The industry has not just excellent examples of hotelier, restaurateur or chef but
excellence and depth in all areas.
It has been a long road back from recession, but the industry is thriving, growing and
changing. We see new ideas, new leaders and new entrepreneurs emerging. The scene
is changing but also the great industry stalwarts are playing important roles in support of the
new – in this issue, EP talks to Michael Hirst who has been a major figure for many decades.
This issue also talks to Dom Lake, founder of Canteen Restaurants; to Danny Pecorelli,
managing director of Exclusive Hotels who gives us a peek behind the scenes of Pennyhill
Park in Surrey; to the owner of the five-star Headlands Hotel in Cornwall; to Frank and
Emma Bothwell, who have built an exciting new food service company and, finally, to
David Simms, the new managing director of Simon Rogan’s Umbel Restaurant Group.
However, we also look beyond this theme. We ask how French cuisine has changed in
recent years with the rising challenges of new food styles. We meet Catherine Roe, CEO of
Elior, and examine how she has turned the business into a more competitive force. And we
also look at new entrepreneurs entering the UK market with the example of Dutch twins.
British Hospitality has a great story to tell.
Chris Sheppardson
Editor
MEET THE TEAM
BRITISH
HOSPITALITY
– STRENGTH
IN DEPTH
Jaz Notay Sara Stewart Nick Sheppardson Nicole Thompson Diana Kozlowska ArleneMcCaff rey
epmagazine.co.uk | 3

Issue 53 | April 2015
epmagazine.co.uk
18
contents
DANNY
PECORELLI
ON
PENNYHILL
PARK
12
BUSINESS
08 A quiet transformation Catherine
Roe, who became chief executive of
Elior UK a year ago, talks about the past
12 months and her plans for growth
18 A hands-on approach Diverse working
environments plus learning and the
development of staff is a cornerstone
to the Umbel Restaurant Group, says
managing director David Simms
24 Covering all eventualities The
events sector is still something of
an enigma to many, but there are
plans to encourage larger national
and international events to British
soil, reveals Michael Hirst OBE
28 When culture fits Four years after
taking on the role of managing director
at Compass, Colin Bailey talks about
the value of friendship in business,
working closely with venues and the
importance of putting guests first
34 More to the story Traditional values,
strong relationships with clients and
personal service are at the forefront of
the Thomas Franks ethos, explains
founder Frank Bothwell
OPINION
11 Employee ownership – what’s your
appetite? Businesses owned and run by
employees have been successful, so is it
for you, asks WMT’s Andrew Williamson
14 Tips to recover your debts quickly
and cost effectively All businesses
experience clients who are slow to pay,
so it’s as well to have robust measures in
place, says Jo Gregory of Joelson Wilson
33 Food vs service The real challenge of
the NHS catering experience is not the
quality of the meals but the ‘last nine
yards’ says Julian Fris of Neller Davies
50 The right stuff Principled leadership
is something organisations must address
at every level, from graduate to senior
executive, advises Hamish Cook of
En Route International
39 Inside the mind of the customer
It’s time to re-engage not only with
your customers but also your colleagues,
clients and even your facilities, says
Carolyn Hails of Thinkspace Partnership
CAMPAIGN
44 Waste not, want not Food waste in the
hospitality industry has long been a
problem, but given all the modern tools
we have, it should be possible to reduce
it. So who should step up to the plate?
PEOPLE
12 A peek at Pennyhill Part of the
Exclusive Hotels and Venues group,
Pennyhill Park is one of those best-kept
secrets, but should it remain a hidden
gem or raise its profile? Managing
director Danny Pecorelli gives his view
4 | EP Magazine | April 2015

16
30
Inside this issue | Contents
6
FEATURES
07 Breaking bread The importance of
great food, good conversation and
acknowledging that hospitality sits at
the heart of everyday life
20 The rise of Cornish hospitality
Tourism was always one of Cornwall’s
main industries, but now the quality
of the region’s hospitality means
year-round business. EP looks at
some of its top attractions including
a hotel, a vineyard and Rick Stein
48 Celebrating 120 years Le Cordon
Bleu has been a world-leading culinary
school since 1895. EP looks back on
the rich heritage of the institution
MANAGEMENT
06 Stop the world, I want to get off !
Executives today have less time to think
and reflect, and as life will only get faster,
it’s time to question if our working
48
habits will need to change to give us
a better balance in our lives
36 Leading from the front The past two
decades have seen the transformation
of major events into a platform for brand
positioning. Stuart Smith discusses the
importance of effective leadership
42 The craft of being old school
Networking is loathed by some as a
chore, but it need not be so. EP has some
top tips to make interaction at a business
event pleasurable – and profitable
46 Next generation peer groups: lifeline
for aspirational business owners It’s
all change for advisory groups as they
take learning, development, advising and
growth to a different level
ENTREPRENEURS
16 Championing British hospitality
The rise in popularity of British food
and the fine-tuning of good hospitality
26
make for exciting times, says Dominic
Lake, founder of Canteen
30 Mixing business with pleasure
The rise in premium spirit offerings
hasn’t been matched by the quality
of mixers – until now. Twins Joyce
and Raissa de Haas raise a glass to
their new business, Double Dutch
INTERNATIONAL
26 Where is French cooking going now?
Nowhere! Gastronomy in France has
never been about trends but about food
with exceptional taste, so it doesn’t need
to change, just evolve – and improve its
customer service, says Christian Delteil
40 Moravia, the wine region of the
Czech Republic Best known for its
beer and brandy, this ancient country
now boasts an upcoming and trendy
wine region as well as a kaleidoscope
of cultural events, spectacular
architecture and dramatic history
epmagazine.co.uk | 5

e t eect | Management
STOP THE WORLD,
I WANT TO GET OFF!
Executives today have less time to think
and reflect. Life will only get faster, so
do working habits need to change?
It is strange to think back to the days
before the internet of real post and
secretaries greeting you on your return
from a meeting with telephone messages.
It seems quaint and almost another world.
Today, emails start arriving at 6am, texts
from about 6.30am and it all seems to go on
until about 9pm. Everyone has direct access
to almost any individual through email,
mobile, LinkedIn, Facebook and Twitter.
Communication is constant and time to
just stop and think is almost non-existent.
In some ways, it is impressive just how
everyone has adapted to the high speed of
modern life, but no one seems to have time
to just stop and think or reflect. There
surely needs to be a better balance?
Add in a few other facts:
The average working days has increased
by 15% in the last decade;
Executives read 30% more data each day;
The time available to make a decision has
dropped by 45%.
The findings of a survey of nearly 550
adults aged 25-plus highlights the extent to
which people are struggling to juggle work
commitments with the demands of family
and keeping up with friends. The report,
called Life in the Fast Lane, found:
61% of adults only spend between 15
and 30 minutes eating their evening meal;
Almost 80% admit to excessive alcohol
consumption;
85% of adults suffer indigestion and
62% have a reduced interest in sex;
One in five admits taking work home to
“
Life is bound to get even
faster, so the challenge is
to steal time during the
day to just reflect
”
finish over the weekend, while half of all
respondents reported feeling stressed at
the weekend at least once a month;
Almost three-quarters said they would put
the phone down rather than wait on hold,
while 84% admitted to saving a few
seconds by walking on moving escalators;
More than half of respondents admitted
to passing through traffic lights on red,
while 58% confess to using their car for
short journeys rather than walk;
Nearly six out of ten people said they felt
they were ‘missing out’ on something but
did not know what.
Those are all the negatives, but
thankfully there are great positives too:
There is a greater flow of management
information;
The world is open and transparent;
People can work almost anywhere in the
world and be accessible;
The world is closer and more accessible;
Standards are improving;
People are more open-minded.
The real challenge is to ensure we have
time to stop and think, and the answer lies
in our own approach and discipline. Life is
bound to get even faster, so the challenge
is to steal time during the day to just reflect.
It is often said that younger people
use less imagination than in the old days.
Maybe so, but in the old days we all had
more time to think and solve problems,
so maybe the answer lies in how time is
managed – to help coach people to find
solutions rather than just react.
Thinkstockphotos.com
6 | EP Magazine | April 2015

Traditional values | Feature
BREAKING BREAD
In association with the Chefs Adopt a School charity
Getty Images
The importance of great
food, great conversation,
and acknowledging that
hospitality sits at
the heart of daily life
Over the last year, there has been
a common theme of a move back
towards old-fashioned values. EP
has often written about this trend, but it can
be seen in all walks of life – from Barclays’
LifeSkills campaign to the drive for a
balanced diet and well-being.
It is clear that modern life combines the
speed of present day information flow with
a desire for a return to old-fashioned social
values that involve the importance of the
community, local crafts and shops and the
need to set time aside to sit together socially
and eat and talk. Hospitality does sit so
centrally at the heart of our lives – and
arguably more so than ever before.
Two of the most common comments we
receive are:
We need to make food more central to our
lives and for people to understand the
importance of good food.
It is very important for people to just
spend some time sitting down to a meal
and socially interacting – whether at home
over dinner, at school or the workplace.
More and more people are snacking,
eating at their desks, eating in front of the
television or eating while listening to their
iPods, and it is not healthy.
This theme ties in with many of the
central ideas that run through discussions
EP has had in all sectors of the industry.
Today, emails start arriving at 6am, texts
from about 6.30am and it all seems to go on
until about 9pm in the evening. We are all
eternally accessible through email, mobile,
LinkedIn, Facebook and Twitter – and the
rest. Communication is constant and time to
just stop and think is almost non-existent.
In some ways, it is impressive how
just everyone has adapted to the speed of
modern life, but no one seems to have time
to just stop and think/reflect. There surely
needs to be a better balance?
Add in a few other facts:
The average working days has increased
by 15% in the last decade
Executives read 30% more data each day
Decision-making time has fallen by 45%
There is a danger that it all becomes a
bit ‘preachy’, but the truth is that hospitality
sits centrally in everyone’s lives one way or
another, and maybe the industry can work to
promote the importance of great food and
taking the time to just sit, reflect and talk?
In a sense, hospitality has never had a better
opportunity to promote its attributes by
promoting good social practice.
The counter and confirmation is the rise
of eating out as part of our social lives.
People do eat out more often but it is often
casual dining. This shows the central role
that hospitality plays in everyone’s lives.
The question is has this increased
frequency taken away from the meaning
that an evening out used to have? Are
we conscious of the time that we are
spending with others – or has this just
become another automated process?
This can reach all corners of daily life
– schools, workplace, hotels, restaurants,
pubs and more. Just 15 minutes a day to
sit, talk and reflect with some good food
would be a step forward for many.
It may be an old-fashioned ideal, but
it’s one that is as important today as ever.
“
Just 15 minutes a day to sit, talk and reflect with
some good food would be a step forward for many
”
epmagazine.co.uk | 7

Catherine Roe | Business
8 | EP Magazine | April 2015

Catherine Roe | Business
A QUIET
TRANSFORMATION
Catherine Roe became chief executive of Elior UK almost a year ago. Since her appointment
she’s led a quiet transformation, and the industry senses that Elior has once again become
a major force. EP met with Catherine to discuss the past year and her plans for growth
Nick Dawe
It would be fair to say that when
Catherine Roe was appointed as CEO
of Elior in the UK there was some
surprise across the industry. Many assumed
that, as before, Elior would look externally
or overseas for a replacement.
From the early days after her
appointment, Catherine had a clear plan for
how she wanted to lead the business. There
was little time for her to find her feet in the
first six months, as she had the Elior initial
public offering (IPO) and the acquisition of
Lexington to complete.
It’s testament to her skills that she
not only led the company through these
changes but has also created a strong,
loyal culture in such a short space of time.
What is really interesting is that this has
been done not as one would expect, but
quietly and very effectively.
Elior has evolved from being a ‘nice’
respected company to being a strong
contender once again. Elior really came to
the fore in the UK in 1999 when High Table,
Catering & Allied, Nelson Hind and Brian
Smith Catering were brought together
under one brand. It was an ambitious task
– and not a smooth transition – but it
signalled a change and the new company
became a key player in the market.
Since that time, Elior has grown and
entered new markets, become liked and
respected, but arguably not a force to
be reckoned with. However, one can sense
the change that is now happening. The
culture seems stronger, more ambitious
and there seems more belief and intent.
Catherine is a relatively quiet and
modest character, but she is also intelligent
and fiercely determined. She is a planner
who is meticulous with detail and has
focused on a number of core principles to
build her position as leader, maintaining
Elior’s existing focus to service and people.
Just before her appointment, and
during Catherine’s time on the leadership
team, Elior was recognised as the first
contract caterer to be ranked among
the Sunday Times Top 25 Best Big
Companies to Work For.
“For the business to grow, our focus
has to be on great customer service,” says
Catherine. “Over the last couple of years
we have developed a unique and compelling
proposition for our market: to deliver
great customer experiences. To make
sure our people have the right skills to
“
Over the last couple of years we have
developed a unique and compelling
proposition for our market: to deliver
great customer experiences
”
Catherine Roe CEO, Elior UK
deliver these experiences day in, day
out we have comprehensive training
programmes in place.
“Before we could talk about growth
strategies we had to ensure we had
a strong base. We’ve invested time and
money getting our team right – succession
planning, training and development,
internal promotions and motivation.
“I’ve made some changes around me,”
she adds. “But most of the leadership team
have worked with me and each other for
a long time. Our relationship is built on a
mutual passion for the business and the
industry we work in. We have a clear
strategy, know what we have to achieve and
we work together to deliver our goals.
“If the leadership team is happy
and united, it feeds through the whole
organisation and has a positive impact
on our culture. Everyone can sense our
purpose. Our people are reliant on the
leaders in the business to have that
epmagazine.co.uk | 9

Catherine Roe | Business
“
If the leadership team
is happy and united, it
feeds through the whole
organisation and has a
positive impact on our
culture. Everyone can
sense our purpose
”
purpose and clarity of decision-making, and
we are reliant on the teams to deliver great
service to our customers. We’ve made great
progress but we still have work to do.
“Our business is all about relationships.
My focus over the last year has been to
ensure that we work hard on these
relationships, so we can look towards
further growth.”
How does Catherine see herself as
a leader? “That’s always a hard question
to answer. I hope that I come across as
modern, approachable and open to change.
I pride myself on the fact that our partners
trust me. I want those outside the company
to believe in Elior because of our people.”
One of the exciting features of the
contract catering sector is a new generation
of leader that has emerged over the last
two to three years across the sector, new
leaders that will be at the forefront of the
change to come, such as Allister Richards
(Gather & Gather), Dennis Hogan
(Compass) and Stephanie Hamilton (ISS).
Catherine is one of this new generation.
She adds, “The industry has changed.
Retail players have entered our space
and we have had to respond and evolve,
keeping our offer innovative and fresh
to compete with the high street.
“More contracts are commercially
focused. Like our competitors, we’ve
had to return to focus on getting the basics
right. I think the contract catering sector
did lose trust over the years but now there
is a greater openness and transparency
about how business is done. Business today
is about the detail.
“The other thing that we have spent a lot
of time doing in the last 12 months is getting
“
We are ambitious and positioned for growth. We are
a service company that wants to grow with our clients
”
our information flow correct and ensuring
that we really have a depth of knowledge
and information in all the sectors that we
operate in. I love to know what’s going on
– I’m hungry for the information because
this makes sure that, as a business, we
are able to make informed decisions.”
So what’s in store for Elior? “I’m very
excited about the future,” says Catherine.
“We are ambitious and positioned for
growth. We are a service company that
wants to grow with our clients.
“The whole team has worked hard
over the last year and we are starting to
see the results of that hard work, not just
financially but right across the business.”
10 | EP Magazine | April 2015

Andrew Williamson | Opinion
Employee
ownership
– what’s your
appetite?
Recent years have seen considerable success achieved by companies owned and run by their
employees. The benefits of this type of ownership are for many business owners the answer
to deeply held aspirations. So, asks Andrew Williamson, is this the business model for you?
Nick Dawe
While the John Lewis
Partnership and Wilkin &
Sons, the makers of Tiptree
preserves, are probably the best-known
examples of employee-owned businesses,
there are many more. In particular, this
model seems to be very successful in
sectors that depend on innovation and
great customer service for their success.
So, could employee ownership be a key
success factor in the hospitality businesses
of the future? We believe it could. And it
certainly could form part of the business
owners’ succession and exit planning.
Sustainable benefits for the business
and the employees
A Government report (the Nuttall review)
highlighted that giving employees a
meaningful stake in the business they
work for can help companies to be more
successful. Research by the Employee
Ownership Association has shown that
employee owners deliver significant
commercial benefits for businesses.
These benefits include but are not
limited to greater employee engagement
and retention, sustained innovation,
increased productivity and an average
year-on-year growth of 4.6%. They also
tend to be more profitable and to ride out
market downturns more easily because they
are more able to plan for the long term. This
is, in part, because employee ownership
provides investment in the business from
those working for the business, reducing the
impact of external shareholders who may
simply want a quick return on their funds
to the detriment of its ongoing success.
For employees, greater involvement in
management decisions means a greater
sense of achievement and well-being, with
80% of them being willing to recommend
their business as a place to work.
Great tax incentives
The Government has encouraged employee
ownership by providing some exceptional
tax breaks for the current shareholders.
Many business owners know that if they
sell their company, they will enjoy a
favourable tax rate on the proceeds, which
can see them paying just 10% taxation on
the gain. However, if a business is sold to its
employees, the entire gain is free of tax.
Should the business do well under the
ownership of the employees – and, with 55%
of companies reporting better financial
performance following a transfer to
employee ownership, it’s highly likely they
will – the new tax breaks also extend to
payment of certain bonuses to employees.
An attractive alternative
An employee buy-out (EBO) is a little
different from a management buy-out
(MBO). As the name suggests, in an EBO
a business is being bought by the employees
(often by way of an Employee Ownership
Trust) and not just the leadership team, as
with an MBO. For some businesses this may
be the right way forward and through a
combination of bank funding and deferred
payments, structuring an EBO could be
a realistic and attractive succession plan.
Of course, business owners don’t have
to hand over all the business at once. Many
choose to stay actively invested and involved
or to be on hand to mentor the employee
representatives who run the business.
The benefits that employee ownership
is now delivering for businesses, employees
and the economy, coupled with support for
this business model from the Government,
means it is here to stay. For hospitality
businesses where innovation and customer
service are paramount to success, we think
employee ownership will play a significant
part in their future.
Andrew Williamson a cate finance
partner at WMT Chartered Accountants.
epmagazine.co.uk | 11

Danny Pecorelli | People
A PEEK AT
PENNYHILL
EP met Danny Pecorelli, managing director of Exclusive Hotels and Venues, to discuss his
success and approach to managing hotel and spa Pennyhill Park. Danny has had a long and
celebrated career in hospitality, which culminated in being awarded Hotelier of the Year 2014
Pennyhill Park is set in leafy
Bagshot, hidden away down a
beautiful tree-lined drive. It sits
on a vast acreage that is home to one of
the properties owned by Exclusive Hotels.
Pennyhill is one of those best-kept secrets
that boast genuine excellence in its offer.
Should the hotel remain a hidden gem
or should it raise its profile further?
It poses an interesting conundrum, as
everyone knows of the hotel but at the same
time few really know it. This is illustrated
by the fact that the venue plays home to the
England rugby team during the Six Nations
but is still a private retreat for the players.
When we visited, the England team were in
Cardiff and the hotel was full, but it would
still offer the players privacy on their return.
The hotel reflects the approach of
Danny Pecorelli – what matters are the
guests and their experiences and, therefore,
the hotel must have a team that delivers
beyond expectation. We asked Danny
about the chain and how each property
managed to keep an individual personality
despite being a part of a group. “We have a
family of hotels and a group branding, the
themes of which run through each of our
properties, such as British fare, log fires in
reception rooms and some suites plus a
uniform for the staff. What each property
has to distinguish itself is a colour and
theme that is carried throughout.”
The group’s restaurants have been
highly recognised, with Michael Wignall at
Pennyhill Park’s restaurant The Latymer
holding two Michelin stars while both
Richard Davies at The Bybrook in The
Manor House, Bath, and Matt Gillan at
The Pass in South Lodge, Sussex, each hold
one Michelin star. Danny and his staff are
proud of their achievements, but he is
quick to point out that, “While awards are
important as a means of recognition, they
should be a product of great service.”
Experiences for the guests are an
important part of the service offered. The
hotel kitchen garden hosts regular tours to
provide education on the produce, all of
12 | EP Magazine | April 2015

Danny Pecorelli | People
Nick Dawe
Left
Pennyhill Park
hotel and spa
is one of those
best-kept
secrets that
boasts
genuine
excellence
Above
Danny
Pecorelli says
the guest
experience is
paramount
which is used in the restaurant and includes
livestock – such as Japanese quails and
Indian runner ducks, to name but a few.
Technology features highly at Pennyhill
Park – the England rugby team have
installed a high-tech pitch and gym, which
monitors the players during training. In the
“
While awards are
important as a means
of recognition, they
should be a product
of great service
”
Danny Pecorelli
MD, Exclusive Hotels and Venues
rooms, there are newly installed tablets
that allow guests to choose what to watch
on the TV or film box office, order room
service and even games of Angry Birds for
the families that stay. The guest experience
is paramount to Danny, who says, “If you
deliver great service and are good at what
you do, customers will return.”
Danny has ensured that not just
Pennyhill but the whole group is doing
everything to keep up with modern
technology. The Wi-Fi has been upgraded
and is free of charge, an essential for today’s
guests. Even housekeeping have their own
state-of-the-art handheld technology called
‘HotSOS’ (Hotel Service Optimisation
System), which advises on everything from
shower problems to broken light bulbs and
gives an analysis of problems and where
costs can be improved.
One of Danny’s great passions is
promoting and developing talent into the
industry. Young talent is taken on in a
number of ways – youngsters on placement,
university students and holiday jobs. “If they
have a great experience, what better way to
engage. Hospitality, after all, is simply about
being hospitable.” Casual placements are
promoted and, if of interest, can even be
sponsored at a hotel school or college.
Such is the passion and Danny’s belief
in developing talent in the industry that the
group has invested heavily into creating
the Exclusive Chefs’ Academy and building
a cookery school at Lainston House, an
Exclusive Hotel near Winchester. The
academy offers a two-year programme
where the student’s week is split into three
days at the hotel and two days spent out
at venues. This division enhances their
knowledge and experience. Additions to
their courses can include baking sessions
with master bakers, food shows, external
demonstrations etc. From September
2015, the cookery school will be opening
up for day courses under the guidance of
Exclusive Hotels’ chefs, giving potential
talent or young talent wanting to experience
hospitality a chance to do so without
committing to the full course.
Pennyhill Park is a bustling, friendly
business that offers a wide variety of rooms
all named after flora and fauna. The
restaurants are award winners and even
afternoon tea has its own collection of
nominations. The stunning spa has indoor
and outdoor pools, hot rooms, hot couches,
quiet areas and a ‘His and Her’ treatment
programme, which can be shared together
or separately. Meals can be taken in the
robe-friendly restaurant during the day –
and one might even be lucky enough to
spot a burly England rugby player!
The earliest mention of the property was
in 1609. It was called Pennyhill field and was
used as a beacon site to warn of the arrival of
the Spanish Armada. The first house on the
land was completed in 1851, the year of the
Great Exhibition. The orangery was added
in 1881 and is now the site of the beautiful
45,000sq ft spa. The house was further
extended in 1903 in neo-Tudor style using
Bath stone and was used as a ‘rest house’ for
officers during the First World War.
There were just two other owners of
the property until it was first opened as
a hotel in 1972. Pennyhill changed
ownership just once more before it was
bought by the Exclusive Hotels and
Venues group, which has transformed it
into a world-class five-star hotel.
Business advice can be invaluable;
Pennyhill Park, and the group as a whole,
is managed by a man passionate about
hospitality, encouraging talent and
retaining staff by providing them with
great experiences.
When asked what is the best business
advice he has ever received, Danny smiles
and replies, “I have two pieces of advice that
I have hanging on my office wall. The first is,
‘Great service isn’t a mystery – employ nice
people’, and the second is, ‘The big don’t eat
the small, the fast eat the slow’.”
epmagazine.co.uk | 13

Jo Gregory | Opinion
Tips to recover
your debts
quickly and
cost effectively
All businesses experience clients and customers who are slow to pay invoices. However, it is
important to keep levels of debt under control for cash-flow purposes and to maximise the
recovery of outstanding invoices. Having robust systems and taking prompt action can lead
to the quick collection of debts. Jo Gregory reveals practical tips to minimise unpaid invoices
and explains how your legal team can help to recover sums from the more difficult debtors
Before undertaking work
Do some research on your customer.
Have the right address for invoices and
up-to-date contact details.
Consider carrying out routine credit
checks against new customers before
you decide to undertake any work.
Obtaining a deposit in advance of work
being carried out, or requiring staged
payments in advance, can aid your cash
flow and limit your exposure to the risk
of large invoices being unpaid.
Send out your standard terms and
conditions, which set out clearly
the customer’s payment obligations.
When dealing with a new customer or one
with a poor credit rating, consider varying
your standard terms and conditions – for
example, to shorten payment terms to
give you additional protection.
Once you begin work with a customer
Make sure your credit control systems are
solid. Invoices should be sent out regularly
and payment deadlines diarised.
If payments are not received on time, do
not delay in contacting the customer to
find out what is happening. This means
you can assess at an early stage whether
there is likely to be a real issue in
recovering payment in full.
Consider putting a stop on any overdue
accounts so that no further work is done
until payment is received.
If a customer is struggling to pay and you
agree to accept payment by instalments,
make sure this is documented and, if a
single payment is missed, you consider
prompt further action.
When the debtor still doesn’t pay
A formal letter from your legal advisers
can often be sufficient to demonstrate
that you are taking the matter seriously
and result in payment being made. A
single communication from lawyers
can be enough to make even the most
unresponsive debtor take notice.
Consider making a statutory demand if
there is no dispute that the debt is due and
the total owing exceeds £750. The effect
of the demand is to give the debtor 21 days
to pay, after which time you can present
a bankruptcy petition (in the case of an
individual debtor) or a winding up petition
(in the case of a company debtor). The
statutory demand process is relatively
inexpensive and can be a powerful way
of encouraging payment from a debtor
who wishes to avoid insolvency.
If there is a genuine dispute as to whether
the debt is due or is disputed, the statutory
demand route would not be appropriate
and it would be necessary to issue court
proceedings to recover the debt, which
can be a lengthy process.
In order to try to avoid having to
commence legal proceedings, it is helpful
to engage with your customers at an early
stage when invoices become outstanding.
If you can get written confirmation from
them that their invoices will be paid
(albeit they may need a little extra time),
it becomes more difficult for them to
dispute the sums at a later date, which
may mean you can serve a statutory
demand if payment is not received.
Jo Gregory
Partner at Joelson Wilson LLP
Nick Dawe
14 | EP Magazine | April 2015

Dominic Lake | Entrepreneurs
CHAMPIONING
BRITISH
HOSPITALITY
British food is popular
once again and on the
rise, led by entrepreneurs
such as Dominic Lake,
founder of Canteen, who
has a firm belief in the
power of great home-grown
hospitality experiences
Dominic was not originally
destined for the hospitality
industry. He trained as a designer
at Central Saint Martins, found his way
into private equity, which he combined
with studying for an MBA at London
Business School, before he launched
Canteen with his business partner
Patrick Clayton-Malone.
“I have always enjoyed the hospitality
sector and developing a restaurant business
brings together all my strengths and
passions – design, financial management
and the desire to build a great hospitality
experience,” outlined Dominic.
“Saying all that, the most crucial piece to
get right in hospitality is people. It can’t be
just about the business model – it requires a
need to work on culture and communicating
effectively with the team. Everyone needs
to represent and act out the values of the
company and to want to deliver a great
16 | EP Magazine | April 2015

Dominic Lake | Entrepreneurs
“
There is a real affection for [British] food and yet we
seem to have spent many years almost denying it
”
Dominic Lake Founder of Canteen
Nick Dawe
experience to customers. It is sometimes the
hardest piece of the equation to get right but
the most rewarding, and I enjoy working on
it. As our culture has become stronger, so
the culture supports the process.”
It is clear that Dominic has a strong
belief in the excellence of British hospitality
and enjoys the concept of entrepreneurship.
He is actively involved in CrowdBnk, Surrey
University’s Hospitality Entrepreneurs
Society and is in discussions over Canteen’s
involvement with a range of other
hospitality projects. Together with
Canteen’s other founding partner, he is
actively involved in Merchants Tavern along
with Angela Hartnett and Neil Borthwick.
“It is an interesting sector as most
people enjoy great British hospitality
experiences, whether it is a great pub,
restaurant or country house hotel. There
is a real affection for the food and yet we
seem to have spent many years almost
denying it. Now we are seeing British fare
returning to popularity and I think that is
exciting. It was the premise behind Canteen
originally – producing fresh, well-produced
British food at affordable prices.
“My biggest concern is making sure
we get the quality right as it is this factor
that makes people have a great experience
and want to come back time and time again.
I will often sit in the operations watching
the service to make sure we are really doing
it as well as we can.”
Canteen has built a very good reputation
but its growth has arguably been slow. Why
has this been the case? “It is hard to build
a restaurant brand in London with high
premiums and fierce competition for sites.
When we first set up, we raised the money
ourselves, as we believed in the concept.
We wanted to expand organically and not
just go for growth for the sake of it. We
wanted to – and we still are committed
to – build a business that has great value
and product at its heart.
“Yes, it has been difficult to find the right
sites, but in addition to traditional city
centre and high street sites, we are looking
at a range of ideas and plans for growth into
other areas that naturally complement what
we believe in and do. We are looking at the
concessions sector and also at an exciting
pub operation. Both have real potential, and
at the heart will stand great British food at
an affordable price. That is what we do.”
Time Out in 2013 wrote: “In some
ways, it’s a surprise that Canteen’s
bold-and-British mini-chain has only
expanded to four outlets since the
original opened in 2006. Its locations
are perfect for day-trippers or lunching
office workers (the others are at the South
Bank, Canary Wharf and Baker Street),
the welcome is warm, cooking is reliable,
and the venues themselves are accessibly
minimalist and stylish.
“The open kitchen sends out a selection
of classic dishes – Arbroath smokie with
poached egg, Welsh rarebit, Lancashire
cheese tart with chicory, pie and mash.
Canteen was one of the first places to
trumpet locality and sustainability on its
menus, a commendable stance that
continues today: eggs and chicken are
free-range, fish is from Brighton and
Newhaven day boats on the south coast,
farms and breeds are name-checked.
And – perhaps due to the chain’s limited
size – results are reasonably good.”
Dominic nodded his head at the above.
“I think one of our greatest attributes is that
the customers who know us trust us. People
do like the stances we have held and this
has helped open other doors. We do often
get approached in relation to a business
opportunity, as people trust us. For this
reason, I think we can expand our portfolio
into other areas and grow the business.
This does not mean that we will not grow
the restaurants but we will only take on
sites that we believe really work.”
Dominic is a naturally engaging
character. He is thoughtful and considered
as he talks, with a nice sense of humour and
is unassuming in approach. Unlike many
entrepreneurs, he listens carefully and does
not dominate a conversation. It’s clear he
likes to listen to others’ ideas and thoughts
so he can measure up a decision. He has
a natural thirst to explore ideas, and it is
this trait that has probably led to his
involvement in a range of different areas.
“Yes, I like to explore ideas,” smiled
Dom. “The industry does encourage
entrepreneurial thinking and it is
constantly changing. There is always
something happening. Merchants
Tavern is a great concept as it plays on
highly skilled cooking in an indulgent
yet relaxed environment – it surprises
and delights those that don’t expect the
cooking to be as good as it is from a
‘tavern’. We tried to combine the best
of Italian and French cooking. It appeals
to a food-savvy and fun-loving crowd.
“It is an exciting time, as everyone
is feeling more confident and seeing
beyond the immediate. This allows for
more idea development plus sensible
discussions on investment and planning.
I believe there are a number of areas where
we can add real value and develop our
portfolio. The base is our firm belief in
good affordable British hospitality and
this naturally engages the market.”
epmagazine.co.uk | 17

David Simms | Business
A HANDS-ON
APPROACH
The appointment of David
Simms as managing director
of Simon Rogan’s Umbel
Restaurant Group is key
as the company strengthens
its existing portfolio of
restaurants and considers
expansion with new sites.
EP met the experienced
consultant and chef to
discuss his new role and
plans for the business
Since establishing L’Enclume in
Cumbria in 2002, Simon Rogan has
slowly grown his portfolio to include
a variety of restaurants and a pub with a
focus on fine British fare. His signature style
of creating menus with his own farm-grown
ingredients along with his innovative
techniques have made him one of Britain’s
most recognised and respected chefs.
The accolades that the restaurants have
won support Simon’s talent and culinary
approach. His seasonally focused restaurant
Fera had only been open for four-and-a-half
months in Claridge’s when it gained a
Michelin Star in 2014. It is clear that the
Southampton-born chef and his restaurants
are on an upward trajectory.
EP meets David Simms at Fera when
the busy lunch service is ending and the
restaurant is preparing for a private dinner
event for 150. He is dressed in chef’s whites
and has just left the kitchen, which is in
full production. It is evident that he takes
a hands-on approach to managing the
business, so how does David feel he has
prepared for the role of managing director?
“I’ve had the privilege of working in
different environments throughout my
career, always staying within fine dining
but getting to work with both corporate
and small restaurant groups,” he says. “I’ve
known Simon for about five or six years
through our positions in the industry and
have always respected his culinary ethos.
This role was an opportunity to manage
a group of restaurants that are truly special
in the sense that all have the same culinary
theme running throughout, yet have
completely distinct personalities.
“My focus this year is getting to know
and understand the intricacies behind each
of our operations and making sure that we
are consistent in delivery and are also at the
forefront of development and innovation.”
Simon Rogan’s Umbel Restaurant
Group has plans to strengthen the existing
portfolio of restaurants across England. It is
only natural to ask if there are a particular
number of sites the group is targeting to
have open by the end of the year?
“No, I know that other restaurant groups
work towards targets like that, but it really
depends on the concepts that you are
working on. We review each opportunity
as it comes in but several factors have to
come together for us to move on a new
site,” David explains. “We are constantly
reviewing how our current restaurants are
running and whether they are all hitting the
high benchmark we set for ourselves. I don’t
foresee any further announcements of new
openings occurring this year – but if the
right opportunity were to come along we
would find a way to make it work.”
David has a quiet confidence when
speaking of plans for Umbel Restaurant
Group. Despite only having joined officially
in mid-January, it is clear that he is in tune
with Simon’s vision and approach.
Reviewing David’s previous experiences,
one can see how he is a good match for the
developing group. Before joining Simon
Rogan this year, he established consultancy
Kendall & Simms, which catered to and
developed different food concepts for
venues. Although the consultancy didn’t
last, it gave David valuable insight on the
challenges and successes when running
a business. Prior to that, he had worked as
Group Chef Hospitality for Restaurant
Associates where he worked with Albert
Roux in establishing Roux at Parliament
Square and Jason Atherton.
How did the opportunity with Simon
Rogan come about? “I was deciding what my
next steps were going to be after Kendall &
Simms,” explains David. “Simon and I had
met briefly to catch up, and since the group
was getting ready for a very busy December,
Simon asked if I would like to come and help
out. I enjoyed my time there and was able to
see the management structure within the
restaurants. I liked the level of respect
I found within the different teams and how
openly any issues were dealt with.
“Simon had gone on vacation for the
first two weeks and when he came back
I was fully involved with the group and in
full swing with the Christmas period. He
asked whether I would continue staying on
18 | EP Magazine | April 2015

David Simms | Business
Nick Dawe
in a more permanent role, so the discussions
began on the position as managing director.
It all happened in such a natural fashion,
and I really appreciated being able to see
how the group worked before joining
full-time. I accepted the position knowing
that I was joining a fine company.”
David further elaborates on the culture
within the group. “Simon promotes a lot
from within and the team members that are
in the business have been there for many
years. There is no absolute hierarchy among
the senior team; opinions and ideas are
listened to and decisions are made as a team.
“Staff appreciate the ability to move
between the diverse working environments
found in the different restaurants, and
learning and development is a cornerstone
to the business. The restaurants are relaxed
in the way they operate because everyone
understands the high standards that are kept
and that we must deliver to guests. Because
the staff are happy, we can provide a special
and informal environment to guests while
still offering a fine dining menu.”
So what are David’s predictions for the
future of fine dining? “Simon’s ethos is very
natural. We have three farms around the
country that grow for our restaurants and
provide high-quality ingredients. Kitchen
farms are quite popular and I believe Simon
led this trend. Fine dining will continue
down its path of becoming less fussy and
focus more on the dining experience.”
It will be interesting to see how the
company develops this year – the Umbel
Restaurant Group is a company to watch.
“
Staff appreciate the
ability to move between
the diverse working
environments found in the
different restaurants, and
learning and development
is a cornerstone to the
business
David Simms”
MD, Umbel Restaurant Group
epmagazine.co.uk | 19

British hospitality | Feature
THE RISE
OF CORNISH
HOSPITALITY
THE HEADLAND HOTEL
EP looks at Cornwall with a visit to The Headland Hotel
and examines other regional examples of excellence –
Rick Stein, Camel Valley vineyard, Cornish crafts, the
long heritage, the resort towns of Newquay, Rock and
Padstow plus Cornish pasties and clotted cream
The word Cornwall conjures up many immediate images that would probably
include scones and clotted cream, pasties and cider. But Cornwall’s food and
hospitality culture has become far broader and multi-dimensional in recent
years with the emergence of many great hotels, Rick Stein’s famous restaurants and
the rise of the vineyards that have started to develop world-class wines.
The Headland Hotel is synonymous with
Cornish hospitality – a Victorian stalwart
located on the coast. EP met with current
owners Carolyn and John Armstrong, who
took over the hotel nearly 40 years ago, to
discuss the changes in the region and how
they managed to turn a property that had
never made a profit into one of the most
successful operations in Cornwall to date.
While the original building was finished
in June 1900, today’s modern hotel interior
has come far from its stuffy beginnings. The
exterior has remained the same because the
20 | EP Magazine | April 2015

British hospitality | Feature
hotel is listed Grade II by the Department
of the Environment as being a building of
particular architectural interest. Before the
Armstrongs took it over in 1979, the building
had become almost derelict after years of
improper care and rough use as a hospital
during the Second World War.
The Headland Hotel was kept running
as a hotel because of its iconic status in the
region. Carolyn and John first heard of it
being for sale through one of the staff while
celebrating their engagement party at The
Headland. Against their families’ advice,
they bought the property with the dream of
improving it to reflect its past grandeur.
John is a third generation hotelier from
a family that has made Cornish hospitality
their priority over the past century. Over the
past four decades John and Carolyn have
invested over £30 million creating four-star
luxury cottages, a hotel and spa, and have
contributed to Cornwall’s allure as a tourist
destination through continuously raising
the profile of the region.
EP asked what changes they had seen
in the region during the time they’ve run
The Headland? “Tourism was always one
of Cornwall’s main industries and in the
past it was driven a lot more by the seasons,”
says Carolyn. “Visitors would come for
the coastline and tend to stay during the
few months of good weather.
“When we first took over the hotel the
core business was the family leisure market
from Easter to October. The hotel would
close for five months in the winter, as would
most hotels in the region, so Cornwall’s
population would always fluctuate. Now,
“
Now, while the hospitality industry is still driven
to some extent by the seasons, Cornwall has
developed tremendously and has gained a worldclass
reputation for its fine British food culture
”
while the hospitality industry is still driven
to some extent by the seasons, Cornwall
has developed tremendously and has
gained a world-class reputation for its
fine British food culture.”
John adds, “There is something
distinctly special about this region. The
coast is spectacular, the produce from the
area is renowned and there still a quaint
charm about the town. One is hard pressed
to find publications talking about English
tourism that don’t mention Cornwall.”
A visit to the hotel speaks volumes
of the vision of Cornwall that John and
Carolyn want to impart to their guests.
First impressions of the impressive
structure imposed against the stunning
Cornish coast could fool guests into thinking
that they are entering a formal hotel with
a potentially stuffy environment. It is only
upon entering and being greeted by the
welcoming staff – as well as witnessing the
family and dog-friendly areas – that one
begins to feel the warm and informal
environment created by John and Carolyn.
“Our definition of hospitality has always
been driven by the desire to create an
environment that we would want to enjoy,”
notes Carolyn. “We want The Headland to
showcase the region and give guests a
chance to relax. While families have always
been our primary source of visitors, the
addition of the spa has welcomed a new
segment looking to take a pamper break.”
Choosing to complete most of the
renovations and additions to the hotel
during the most recent recession, John and
Carolyn were able to take advantage of
quieter times to position the hotel for
success in the future. Over the past few
years, the hotel has enjoyed a 20% increase
in turnover year-on-year. The couple
attribute this success to their dedicated
team and the high quality of product found
on the site. In 2014, John and Carolyn
were recognised for their outstanding
contribution to Cornish tourism at the
Cornwall Tourism Awards.
When asked about this year and their
ability to repeat the increase in turnover,
John admits, “It’s difficult to say how
2015 will turn out because of the pound’s
strength against the euro. These are times
when the English choose to venture across
to the Continent as their money can go
further in other countries. Still, I am
confident that the popularity and quality
of the region’s hospitality will prevail.”
Left:
The imposing
exterior of
The Headland
Hotel with its
commanding
outlook over
Newquay Bay
Far left:
The view from
one of the
hotel’s luxury
cottages
epmagazine.co.uk | 21

British hospitality | Feature
MORE ON CORNISH
HOSPITALITY
Camel Valley Vineyard
It is often said that the first generation
of modern English winegrowers in the
1950s and 60s were retired colonels
and naval captains who, looking for an
interesting and amenable challenge in
their semi-retirement, sunk large amounts
of enthusiasm and money into creating
English vineyards but had no formal
training or background in the craft.
In the 70s and 80s, many more joined
their number. This was the time that the
old adage ‘The way to make a small fortune
from English wine is to start with a large
fortune’ came about. English wines were
never taken very seriously.
It has only been in the last 15 years that
English wines seemed to have suddenly
earned some respect, much to the surprise
of Brits themselves. A new winemaker has
emerged with the third generation of UK
growers who have learnt from past mistakes,
and one such example is Camel Valley.
Camel Valley Vineyard has been
producing wines since 1989 and grows
8,000 vines – the main varieties being
Seyval, Reichensteiner, Bacchus, Triomphe,
“
It has only been in the last 15 years that English wines
seemed to have suddenly earned some respect, much to
the surprise of Brits themselves
”
Far left
Camel Valley’s
sun terrace
where visitors
can enjoy the
spectacular
views over
the vineyards
while sampling
the wine
Left
Bacchus wine
from the grape
of the same
name
Dornfelder and Pinot Noir. Production
varies, of course, from year to year, but
a good year sees 15,000 bottles – or around
two bottles per vine – and 40% of the
production is still white, 40% is sparkling
wine (white) and 20% is red wine. It’s all
almost non-British. Most good British
wines have been white, but with 20% of
production being red wines, Camel Valley
is again mirroring the trends among the
most progressive of English vineyards.
In 2014, Camel Valley won 20 awards.
In 2013, it carried off 13 awards. And in
2012, it was 41 awards. It’s clear Camel
Valley today offers a world-class product.
Rick Stein
The names of Rick Stein and Padstow have
become almost one and the same. It is now
a symbol of great seafood, and many flock
to experience the cuisine.
Rick Stein was never an archetype
chef. He was educated at Uppingham
boarding school before going on to Oxford
University. After graduating, he went to
Padstow where his family had a holiday
home. Finding himself at a loose end, he
converted a mobile disco he had run as
a student into a quayside nightclub with a
friend. It became known for its freeze-dried
curries, but it lost its licence and was closed
down by the police – mainly due to frequent
brawls with local fishermen!
Luckily, they still had a licence for a
restaurant they had opened in another part
of the building, so they carried on with that
to pay the bills because they were facing
bankruptcy. Stein ran the kitchen, thanks
to the experience he gained as a commis
chef. He eventually converted it into
a small harbour-side bistro, The Seafood
Restaurant, with his then-wife, Jill, in 1975.
His business now has four restaurants,
a bistro, cafe, seafood delicatessen, gift shop,
patisserie shop and cookery school. His
impact on the economy of Padstow is such
that it has been nicknamed ‘Padstein’.
Left
The Seafood
Restaurant in
Padstow that
Rick Stein and
his then-wife
Jill opened
40 years ago
this year
“[Rick Stein’s] impact on
the economy of Padstow
is such that it has been
nicknamed Padstein
”
22 | EP Magazine | April 2015

VIVE LA FRANCE!
only
£850
+VAT
per person
EP INVITE YOU TO JOIN US FOR A SPECTACULAR 3 DAY TRIP TO THE
WONDERFUL FRENCH TOWN OF BIARRITZ TO ENJOY MICHELIN
QUALITY FOOD, LUXURY ACCOMMODATION AND A PRIVATE TOUR OF
(AND TASTING AT) SOME OF THE LOCAL VINEYARDS IN THE COMPANY
OF WORLD-RENOWNED CHEF, CHRISTIAN DELTEIL
Departing Stansted on the afternoon of Monday 18th May, this 3-day excursion includes
v Two nights bed & breakfast at the centrally located
Radisson Blu Hotel
v A relaxed dinner and chance to chat at former coach
house Ostalapia
v A luxury meal at the exquisite Hotel du Palais
v A private tour of Villa Arnaca, former home of author
& poet Edmond Rostand
v A tour – and tasting! – at the Puyodebat
Artisan Chocolatier
v Wine tasting at the award winning
L’Irouleguy Vineyard
v Lunch at Café Ttipia St Jean de Port
v Live like a local with a market tasting lunch in
Central Biarritz
At only £850+VAT per person, this is a wonderfully unique opportunity to travel through a particularly pleasant French town,
enjoying the colour, splendour and scenery with a well-known chef while delighting in delicious food and wine.
o boo a place or find out more please email
Arlene.McCaffrey@EPMagazine.co.uk or call 0207 025 1872

Events sector | Business
COVERING ALL
EVENTUALITIES
Equating to more than one third of the UK visitor economy,
the events sector in Britain nonetheless remains something
of an enigma to the wider business community. In his
capacity as chairman of the Business Visits and Events
Partnership, Michael Hirst OBE is at the forefront of plans
currently being drawn up by Government to bring a new
level of recognition to the sector and to encourage larger,
more comprehensive national and international events to
be hosted in the UK. Arlene McCaffrey learns more
The special events sector in Britain
is credited with bringing in a huge
£39.1 billion of direct expenditure,
with a further £7.7 billion spent by guests
of the visitors attending such events.
Encompassing conferences and events
(C&E), exhibitions and trade fairs, incentive
travel, outdoor events, corporate hospitality,
sports events plus cultural and musical
festivals, the sector is recognised as a central
catalyst for trade, exports and investment
and promotion of Britain abroad.
Almost a quarter of all inbound visitors
to the UK are travelling for business-related
purposes and will spend an average of
£611 per trip (an annual contribution of
£4.4 billion to the UK GDP) as opposed to
their leisure counterparts who will part with
a comparative average of £583 per visit.
Certain sports events – such as London
2012, the Rugby World Cup 2015 – plus
‘focused’ events like the City of Culture
initiative are understood by the wider
business community and appreciated for the
way in which they positively impact on other
businesses local to the event venue or city.
From catering to taxi firms, airlines to hotels
and restaurants to retail, the impact of large
numbers of event tourists descending on an
area is acknowledged and welcomed.
However, what of the ‘unseen’ income?
While businesses attending trade shows
appreciate their value, the hospitality
sector is perhaps unaware of just how
valuable these events are. Anything from
medical equipment to luxury cars and
from farming paraphernalia to fine art are
bartered over at these events, bringing a
staggering £100 billion in deals and sales
annually – and the commercial events sector
24 | EP Magazine | April 2015

Events sector | Business
Nick Dawe
“
I fervently believe that Great Britain
is the ideal location for a number of events
that are currently either in the planning
stage or being hosted elsewhere
”
Michael Hirst OBE Chairman, Business Visits and Events Partnership
isn’t the only one booming. Throughout the
economic downturn, where the conference
sector was somewhat affected by the loss of
corporate and some Government contracts,
the leisure events sector grew 20% as music
and arts festivals plus sporting events
continued to enjoy popularity.
“The meetings and events industry
contributes to exports, inward
investments, infrastructure, cultural
appreciation, civic and national pride and
community cohesion, to the shaping
of destination identity, creative
enterprise, innovation, knowledge
transfer, professional development and
tourism,” explained Michael.
“Some of the most internationally
recognisable, purpose-built venues in
the world happily coexist alongside
iconic historical locations and buildings,
hosting a plethora of some of the most
important and noteworthy events from
around the world, including those in
the political, manufacturing, medical
and scientific sectors.”
So it seems every aspect of the events
sector is booming, and yet event
management remains something of an
‘add on’ at hospitality management schools
– C&E managers within hotels often report
to the food and beverage manager.
Promoting the value of events to Britain
by integrating with the Government’s
‘Great’ campaign under the tagline
‘Events are great in Britain’, the Business
Visits and Events Partnership is an umbrella
organisation established in 2000 to
‘represent leading trade and professional
organisations, Government agencies and
other significant influencers in the sector’.
As such, late last year, the Partnership
launched a new manifesto, passing on
its recommendations on how the events
sector can help shape
the wider commercial
community and,
by extension, the
whole economy.
“It’s a fantastic challenge
and one with real teeth,” said
Michael. “I fervently believe that
Great Britain is the ideal location for
a number of events that are currently
either in the planning stage or being
hosted elsewhere. Growing the
sector’s professional recognition goes
hand-in-hand with the commercial
plans. It is an interesting and exciting
time to be working in events in Britain.”
Comprising a list of 22 representative
bodies from across the British Isles, the
plan is to focus on events as a catalyst for
growth and to encourage more out-of-thebox
thinking. The ‘special events visa’
for example, should be made available
to both commercial and leisure tourists
alike, to allow people who would not
necessarily enjoy the opportunity to
come to these shores to do so for a
limited time, to attend a specific event.
“One of the initiatives we are seeing real
interest in is the push to increase the annual
tax exemption for staff (Christmas) parties
and social functions,” explained Michael.
“At the moment the limit is only £150
THE UK EVENTS SECTOR BY NUMBERS
Conferences and meetings
– £19.9 billion
Exhibitions and trade shows
– £11 billion
Sports events – £2.3 billion
Music events – £1.3 billion
£7.7
billion
Spent by the guests of business
tourists attending special
events in Britain
per employee
to include
entertainment,
accommodation,
food and beverage and
transport. This hasn’t been
reviewed since it was increased
from £75 in 2003, so we believe the
time has come to double this.”
It’s important to note that the newly
incorporated Institute of Event
Management is not a trade association but
rather a professional body with aspirations
of achieving chartered status. As such,
membership is open to individuals in
the sector looking to gain professional
recognition and a qualification, to continue
to develop their skills and knowledge base
while also benefiting from the envisaged
institute’s resources and global networks.
Having chaired the Partnership since its
inception in 1999, Michael brings a wealth
of experience, know-how and authority to
the initiative. A well-known, well-liked
industry leader, Michael has served as CEO
at Hilton International and is a consultant
to CBRE Hotels. Combined with his role on
the board and executive committee of The
Tourism Alliance, Michael brings gravitas
and weight to any industry initiative, and
clearly this Partnership is one close to his
heart – as, indeed, it should be for us all.
Corporate hospitality – £1.2 billion
Incentive travel – £1.2 billion
Festivals and cultural events
– £1.1 billion
Outdoor events – £1.1 billion
Total – £39.1 billion
epmagazine.co.uk | 25

French cuisine | International
WHERE IS
FRENCH
COOKING
GOING NOW?
NOWHERE!
Christian Delteil, the former Michelin star chef and managing
director of Bank Group of Restaurants, talks to EP about how
French cuisine has responded to others challenging the country’s
status as international leader in gastronomy. Christian, now
based in France, says that French cuisine will always be
the benchmark for others to measure themselves against
26 | EP Magazine | April 2015

French cuisine | International
Thinkstockphotos.com
Food in France has always been a central
part of the culture. In France, one eats
and when you have finished, your only
thought is of what your next meal will be. Food is
more important to the French than to nearly any
other nation – everyone thinks they are a Michelin
inspector. This is a major problem when you run
your own business and try to please people.
People don’t tip, it’s all included in the price,
and that could be the cause of some problems
in the customer service. Having said all this,
let me now explain my statement that French
cooking is going ‘nowhere’.
I left France in 1975 and returned in 2011
having spent 36 years of my professional life in
the UK. I had forgotten that, in France, the real
roots of French gastronomy lie in regional and
local cooking. It has never been a trend or
fashion; it’s real, genuine and authentic and
each county is proud of their regional cooking
and wine. It lies within the soul of each province.
One of the new trends is the re-birth of
the ‘fait maison’. The French government
has even issued a new logo for restaurants:
‘Fait maison’, or ‘home-made’, promotes and
controls or ensures that a restaurant that says
it cooks everything on site does use fresh
produce to do so. There is no compromise.
Traditionally, brasserie food is society’s
central focus – good food and great value.
French gastronomy will always be the benchmark
for others to measure themselves against, as in
France it is not about clever ideas and innovation
but about real food that has exceptional taste.
All we need to improve in France is the concept
of service with a smile. There seems to be a lot of
focus on service across different sectors in France.
At last, we are seeing a step towards progressing
in an area where we do need to improve.
On saying all of the above, I am not blind to the
changes taking place. Like many countries, French
eating habits have been
shaken. With more
people travelling
the world and discovering new cultures, eating
habits are changing and people are far more
demanding. French restaurateurs in major
cities have had to embrace and follow this trend.
The situation is not the same in the countryside
where the majority of customers are still very
attached to their regional and local food, and
where tourists still want to eat French local
specialities and local wine – they want France!
The restaurant industry’s new word is
‘bistronomie’ – bistro food with an emphasis on
high quality products, texture and flavours. The
burger seems to be making a big comeback –
Burger King has announced great development
plans in France – and vegetarian, organic and
sushi restaurants are popular as well. The food
truck concept is just beginning to make its debut
but, in my opinion, it will very soon come to
saturation point in the major cities.
Another interesting and growing concept is
Class’Croute. Started 25 years ago, Class’Croute
addresses the restaurant market in major business
parks and offices. The restaurants provide
breakfast, lunch and an afternoon snack from
Monday to Friday and are closed in the evening.
One of their mottos is ‘Good food is not a luxury’.
To summarise, I think in 2015 in France,
these trends will continue. Through food,
customers will look for different experiences,
new flavours and new textures. While eating,
customers want to travel and want to experience
going back in time to see old traditions. In
the current market, restaurants offering
exotic, authentic and quality cuisine with good
value for money will be the winners.
It was Mark Twain who, when he read of
his ‘death’, remarked, “The reports of my
death are greatly exaggerated.” It is the same
with French gastronomy. It will never die, as it
means so much in everyday life. It will have its
challenges but it will stay true to its roots, its
beliefs, the tastes that have made French food
stand apart for many decades and evolve.
French cooking does not need to change.
“
It is not about clever ideas and
innovation but about real food that
has exceptional taste. All we need
to improve in France is the concept
of service with a smile
”
epmagazine.co.uk | 27

Colin Bailey | Business
WHEN
CULTURE FITS
After taking on the role of managing director Sports, Leisure & Hospitality at Compass four
years ago, Colin Bailey has hardly had time to pause for thought. Arlene McCaffrey sits down
with the industry stalwart to hear more of the story so far and about his plans for the business
With a strong background in
hotels, Colin’s first foray
into the world of foodserviceevent-catering
was in the form of Compass’
joint venture with the Jockey Club. Finding
the experience powerfully positive, it was to
point him in the direction of a trajectory
that would soon see him taking on a more
senior executive role at Compass and
redefining Compass Group UK & Ireland’s
Sports, Leisure and Hospitality Sector in
Levy Restaurants UK.
A convivial and friendly character, Colin
is relaxed and thoughtful as we sit down in
a private room at Somerset House. Across
the hall Pennethorne’s Cafe Bar is buzzing
as professionals in suits and teenage art
students happily mingle over the tempting
array of open tartines and pastries on offer.
Not necessarily the sort of venue one would
immediately associate with the catering
giant that is Compass, but the fact the
venture is clearly thriving is a testament to
the company’s about-face over recent years.
Echoing this are Colin’s observations
on the place of friendship in a successful
business partnership and how ‘ownership
of an idea’ has brought the team on board.
“When you’re with friends, you can talk
openly. By their very definition, friends
want the best for one another, so it’s a
relationship that allows for open, two-way
communication. In business, as in life, it’s
important to have friends around you to
support you and to point you back in the
right direction should you go off course.”
This sounds straightforward, but like
all good things, the relationship must be
constantly nurtured, something about which
Colin is ever mindful. Choosing not to have
an office for 20 years, he is constantly ‘on
tour’ visiting venues, meeting the teams and
business partners and ensuring that all is
running as it should. “The most important
aspect of these visits and trips to me is
seeing the various venue managers interact
with their own clients. It’s important – and
gratifying – to see our teams working in
partnership with the venue teams.”
Changing the culture of an organisation
as large and complex as Compass, albeit
only in one sector, is no mean feat. What
strategies has Colin used to do this? “One
of the most important changes we have
made, I believe, is consciously stepping away
from a more ‘balance sheet management’
approach towards something far more
personal and more customer-focused.
“It wasn’t easy, and some people
struggled with the idea of spending more
time at the coalface and less chained to their
desks checking emails. But overall I would
say it has worked. Last year we achieved
a 99% client retention rate, proving the
change was positively received by our clients
and customers, and the majority of feedback
we get from our teams is that they feel more
empowered and part of the venue.”
So, coming from a hotels background,
what were the challenges Colin faced when
moving into a completely different sector?
“Coming from a senior position at a major
hotel company, I was accustomed to simply
making decisions with our own teams and
seeing them implemented. If something
went wrong then it was up to me to rectify.
However, in a venue like the Jockey Club
there was a very different make-up. It was an
interesting dynamic because now I needed
to liaise with a whole host of teams and
committees, which I wasn’t accustomed to.
But the partnership we grew with them is
fantastic and incredibly rewarding.”
Blessed with an innate ability to ‘read’
people, Colin says this is something that
he has tried to hone and teach from the
beginning. “Some of the greatest advice
I received in my early days there was, ‘It’s
all about being able to read and work with
people’. If you can build great relationships,
then you’re already halfway to success.”
The company has recently recruited
some non-contract caterers, as the aim is
to attract professionals with the right
attitude and ability as opposed to the ‘ideal’
CV. “You can’t see on a CV what someone
is capable of in the way that you can by
speaking to them. We’ve brought in people
at senior level who are ex-restaurant,
ex-hotel and ex-retail because they can
look at the business from a different angle
and get a different perspective. We need
28 | EP Magazine | April 2015

Colin Bailey | Business
Nick Dawe
people who are thinking bigger all the time,
not people who say, ‘That’s not possible’.”
One of the greatest challenges facing
any operator in contract catering is that of
employee identity. How has Compass, with
its long list of clients and extensive internal
brands, been able to engender a sense of
loyalty and pride in its employees?
“From a Levy Restaurants UK
perspective, we take a ‘guest first’ approach
– great food and atmosphere equals great
guest experiences. That means a legendary
experience for every single one of our guests
– everything from matchday catering, a
family visiting a zoo and a business person
sitting in a conference,” says Colin.
“That may seem like a simple equation,
and it probably is, but people enjoy an
experience when all the elements of it are
working in tandem. It’s no great surprise,
then, that our employees enjoy their roles
more too. It’s much easier for people to
feel part of something and to want to
contribute to its success when there’s
a clear understanding of all the elements.
“So we started an academy to train our
people in more than just their job but also
so they could understand their part in the
wider picture. We give training on who we
are as a business, with a clear explanation of
our own goals and values, but then beyond
that our people are taught how the model
works and what ‘success’ looks like for us
and our business partners. It’s an approach
that has really worked and been well
received by the team as a whole.
“For example, one of the biggest changes
we made to the core structure of Levy
Restaurants UK was that which saw the
business directors’ role adapted from one
that had them operating to a given set of
rules, spreadsheets, budgets and targets
to one that gave them each individual
ownership of their own business plan –
and it has proven a powerful revolution!”
With so much change and so much
happening, what would Colin say are some
of the most important lessons he has learnt
along the way? “Honesty and integrity in
friendship are at the core of what we all
want, which are two traits essential if you’re
to be successful in business. So, treat your
business partners as you would your friends
and you’re doubtless on the right track.”
“
In business, as in life, it’s important to have friends
around you to support you and to point you back in the
right direction should you go off course
”
Colin Bailey MD Sports, Leisure & Hospitality, Compass
epmagazine.co.uk | 29

Double Dutch | Entrepreneurs
MIXING
BUSINESS WITH
PLEASURE
Gin and tonics and vodka
sodas have long been
mixed drink staples. The
past few years have seen
a dramatic rise in premium
spirits offerings as drinks
brands looked to meet the
increase in discerning
customers. Despite
this, there has been
little innovation from
the mixers side. Is this
an industry ready for
change? EP meets
twins Joyce and Raissa
de Haas, 24-year-old
entrepreneurs who are
convinced that the
answer is yes
30 | EP Magazine | April 2015

Nick Dawe
There is an infectious charm about
Joyce and Raissa. They have coy
smiles that break out almost
instantly when one asks them about
Double Dutch, the premium mixers
company the twins have formed. It is only
when they begin explaining their concept
that one realises the enormous potential
behind the market they are determined
to break. How are they attempting to do so?
It is a common saying that it is often
the simplest ideas that lead to the most
successful products. The idea for Double
Dutch stemmed from Joyce and Raissa’s
combined love for going out and the
frustration they felt on having to settle for
substandard mixers with which to mix their
premium spirits. Like others who enjoy
a refreshing libation, they sought for
better alternatives but found none.
Raissa notes, “This is a problem that all
spirit drinkers face. Unless your desire is
to mask the taste of the spirit, the options
currently available on the market do
anything but complement the liquor served.”
Joyce adds, “Not only is it disappointing
but also a waste of money to use the mixers
available. One pays a fair amount for
carefully crafted and premium spirits only
to have the taste of the liquor wiped away by
an overpowering cola or strong tonic water.”
Selecting gin and vodka as their initial
targets, the sisters analysed the ingredients
that make these popular libations and used
food-pairing techniques to identify flavour
components that would match.
Raissa expands upon their methodology,
saying, “At first we approached the issue
by talking to mixologists to hear their views
on potential solutions. After a couple of
conversations, one of them introduced
us to food-pairing techniques. That
led us to the initial development of our
first two flavours: Pomegranate & Basil
and Cucumber & Watermelon.
“We tried and tested these at parties
with family and friends and received good
feedback. The additional benefit of the
mixers is that they are enjoyable on their
own, all natural and free of preservatives,
making them a refreshing beverage apart
from an enjoyable addition to mixed drinks.”
At the same time they were developing
Double Dutch, the twins were completing
an MSc in Technology Entrepreneurship at
University College London. They chose to
focus on Double Dutch as their final project,
one that led to them winning the university’s
Bright Ideas competition. This award gave
them a small amount of funding that Joyce
and Raissa put towards their first products.
When the idea for Double Dutch
was first discussed, the twins contacted
Damien Scraeyen, an old school friend
whose family had ties to the drinks
industry in Belgium. Hearing about their
plans, Damien asked to be involved and
became a co-founder of the company.
Entrepreneurship has not been without
its hurdles. The founders of Double Dutch
quickly learnt the challenges of scalability
in the drinks industry. Having made their
first test batches in family kitchens, when
they tried to find a company that would
bottle small amounts so they could begin to
create demand by approaching restaurants
and hotels, they quickly saw the challenges
in getting commercial kitchens to produce
the amount they were seeking.
Joyce laughs when recounting their
initial challenges. “When we first began
approaching bottling companies and
commercial kitchens, the minimum
amounts that they were demanding were
completely out of our budget. It took
much research and convincing to find the
company with which we are now working.
Just as soon as we thought we had solved the
bottling problem, we were faced with our
next issue: problems with our labels! It has
been quite the adventure, but we appreciate
this is all part of a learning experience.”
The name of their company pays
homage to their Dutch origins. Delving a bit
“
We are also aiming
to launch in spring so
we are ready for the
summer concert and
festival season in the
Netherlands and Belgium
”
Raissa de Haas
Co-founder of Double Dutch
Double Dutch | Entrepreneurs
deeper into their past, one finds they are
entrepreneurs’ daughters. Astrid and Leo
de Haas, the twins’ parents, set up an import
and export business in the Netherlands and
used to run an antiques store. When they
later moved to Belgium, Leo ran several
antiques businesses and also entered the
real estate industry. The sisters always
admired how their parents had complete
control over their companies and feel that
was an influential factor when they later
decided to embark on their own project.
However, when they first spoke of their
entrepreneurial desires to their parents,
Leo was hesitant. “Our father was reluctant
for us to start so young and to not have
access to the security of the regular pay
cheque that most jobs afford. Once we
explained how determined we were to
make our idea succeed, he gave us his
blessing and has been a regular source of
guidance and advice. All our family has
been very supportive,” Joyce explains.
When asked about next steps, the
twins both smile. Raissa answers, “Timing
and things not going to plan is another
subject that we have gleaned through our
experience so far. After winning the
competition in October, we had planned
for a December launch of the product, but
delays in bottling and the problems we
had with the labels set our date back.
We now plan on a month-to-month basis,
but since having produced our first
commercial batch, we were aiming to be
serving our first round of sites in March.
“Through Damien’s connections in the
Belgian drinks industry, we are also aiming
to launch in spring so we are ready for the
summer concert and festival season in the
Netherlands and Belgium.
“The market is smaller there, so entry
is easier than London’s highly competitive
scene. Nevertheless, London is where
we want to be; there is a larger pool of
establishments serving premium liquors
where we want to establish ourselves as
their primary choice of mixer.”
There is a confidence in their
demeanour and a natural likeability about
the twins that makes one want to see them
succeed. It is still early days in their story
but one suspects there is a bright future
for these young entrepreneurs.
epmagazine.co.uk | 31

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Julian Fris | Opinion
Food vs service
Julian Fris gives a continuing commentary on the NHS
catering experience and asks how we resolve the challenges
presented by the ‘last nine yards’ in patient food delivery
Nick Dawe
It has been a while since I provided
some feedback on catering in the
health service. It was never going
to be an easy challenge but it has a high
media profile and senior NHS leaders
are at last recognising that food can no
longer be ignored.
We have recorded 30% wastage in
many hospitals across England; only 50%
of patients eat their meal when served and
25% of patients get malnutrition during a
hospital stay. You then read that such
and such hospital has scored 90% food
satisfaction. Who are they trying to kid?
There are a number of campaigns –
including Sustain’s Better Hospital Food,
the Soil Association’s Food for Life and the
Hospital Caterers Association (HCA)
The Last Nine Yards – all of which we
support. There is also the Department
of Health’s Hospital Food Standards
Panel guidance, which is little more
than a ‘screen scrape’ of everybody else’s
food and nutrition policies – it is not
a single legally binding policy that sets
out clear and unequivocal requirements,
as exists for schools and prisons.
Many campaigns focus on the
provenance of food, and that is a worthy
cause. In this case, the HCA presents the
most compelling argument. The food is
important – but the service is paramount.
In many hospitals, the control of food is
out of the caterers’ hands as it is delivered by
nurses, healthcare assistants or volunteers.
In a recent study we undertook at an
English regional hospital, only 20% of
ward staff had any food safety training and
only 10% had any customer skills training.
No wonder less than three-quarters of
the patients got what they asked for –
meal ordering was most likely guessed
by nurses or healthcare assistants.
Where caterers serve, patient satisfaction
levels are highly likely to increase.
In hospitals, there is a level of dedication
and skill required from contractors and
in-house teams alike to get the service right
– especially with some of the vast distances
covered and lift availability issues. At a
site in the South Midlands there is such
poor infrastructure that porters have to
wrestle the food trolleys up and down
stairs when the lifts fail – and they often
do – but the patients still get fed on time.
However, again we recorded 26% waste
there, worth an annual value of £ 1 /2m in
food and wasted time. That is not
uncommon. Another health trust
throws away 70 tonnes of food in a year,
which is around 150,000 meals lost.
We have conducted one-to-one patient
interviews at a number of hospitals and
“
In many hospitals, the
control of food is out of
the caterers’ hands as it
is delivered by nurses,
healthcare assistants
or volunteers
”
discovered that a more realistic satisfaction
is around 50% rather than the overinflated
official scores. Many hospitals focus on the
process being carried out within acceptable
parameters rather than actually providing
great service.
How do we resolve this? Clearly training
is a priority, so is a clear service culture that
touches all the people involved in catering
for patients. The real challenge is the ‘last
nine yards’ where the food arrives at the
ward and is then delivered to the patient.
Let patients control their choice (where
they can) and get them around a dining table
for lunch and tea. Whether the meal is
chilled, steam cuisine, frozen or fresh is
secondary to the patient meal experience.
That’s not to say that getting the food
right isn’t important, but that’s something
you work at once you have resolved service.
I strongly believe that a hospital is the heart
of a community it serves and should provide
opportunities for local food producers to
supply fresh, free-range and additive-free
ingredients. But if you cook them and then
there’s a significant delay to delivery, the
quality, food safety risk and nutrition is
obviously going to suffer.
However, it’s evolution, not revolution
– step by step the problem will be resolved
through innovative solutions, technology
and better staff and patient engagement. A
clear Government policy would be a start!
Julian Fris,
Founder and director of Neller Davies
epmagazine.co.uk | 33

Thomas Franks | Business
MORE TO
THE STORY
In recent times, we have
often written about the swing
away from brands towards
more ‘boutique’ independent
businesses that offer a very
personal service. This can be
seen in all markets. In the
food service sector, Thomas
Franks is such an example –
a company that believes in
strong relationships both
with clients and with their
teams. They do not desire
a high profile but they do
desire strong relationships
with their clients. The
company passed the £20m
turnover mark last year and
is viewed to be one of the key
rising independents to watch.
EP met with the founders
Frank and Emma Bothwell
Thomas Franks was founded in late
2004 with a very simple mantra –
to deliver a service level that was
personal and excellent. Frank had been a
regional managing director with Avenance
(Elior) and had previously worked with
a number of the major players – Sutcliffe
Catering, Aramark and Sodexo. Joining
Avenance in his early 30s, he seemed
destined to have top leadership roles at
the major players for years to come.
“That is kind of you to say, but the
truth was that I always felt that there was
something missing,” says Frank. “We would
take hours discussing everything bar what
I felt were the most important things – the
food, the produce and the people that served
clients in all the operations. They are the
ones that represent us and we should not
forget how important a role they play.
“Surely any food service has to be about
people and food? There has been great
debate over using local produce rather than
sourcing through national suppliers that
may give a better price, but we believe in
the importance of both interacting with
our local community and buying great fresh
local and regional produce wherever we
operate. It is one of our guiding principles.”
Was founding Thomas Franks a risk?
“Sure, it was a risk but it was something that
both Emma and I really believed in,” says
Frank. “We are not corporate animals. We
are two people who believe in giving a great
service to our clients through great people
who think similarly to ourselves. There is
no greater feeling than seeing the results
when that comes together.
“It has felt a long ten years at times,
and we’ve had our ups and downs, believe
me. But now a really strong team has come
together to move the business forward. We
are an old-fashioned company that believes
in old-fashioned values – trust, keeping our
promises, delivering the service that we say
we will and caring for those who work for us.
“The senior team all share similar values
and we work as a team to build the business
as far as we can. We have no plans to exit.
We would like to see the business continue
to grow and develop. We have targets in our
own minds, but the truth is that this will be
delivered by the recommendations of our
clients and the ability of our people. We will
not lose sight of that,” he adds.
Frank reflects many of the values that he
outlines. He is always well presented and
talks in a calm, considered manner. We meet
at his head office, which is set deep in the
countryside close to Banbury, just behind
Hook Norton Brewery and overlooking
sheep fields. It is quaintly English and the
whole environment is relaxed.
“We see the team as an extension of
our family,” continues Frank. “And we want
them to enjoy working for us. We want to
have fun at work, but this is not to mask
our passion for food and professionalism
at work. But the best professionals enjoy
their work. I couldn’t have done this without
Emma. She manages our people strategy
and this sits at the centre of all we do – but
more importantly she keeps me grounded
and motivates me to succeed.”
Emma had been a HR director at
Sutcliffe Catering when they met, and as
we speak it is clear that Frank and Emma
are a united team. As they talk, it is evident
that they have really lived through the
challenges of building a business – the ups
34 | EP Magazine | April 2015

Thomas Franks | Business
Building strong
foundations
are, from
left, finance
director
Lorraine
Wilson,
founder Frank
Bothwell and
Emma
Bothwell,
director of
people and
training
Nick Dawe
“
We believe in the importance of both interacting
with our local community and buying great fresh
local and regional produce wherever we operate.
It is one of our guiding principles
”
Frank Bothwell Founder
and downs – and now both are excited at the
future that lies ahead. She listens intently as
Frank talks, but the two refer naturally to
each other as the conversation evolves.
“I am very proud of the business,” says
Emma. “We wanted a company that did
‘walk the talk’ on the important basic values
such as commitment to our people, training,
development, food, passion for our work
and delivering on what we say. I think our
success has been based on achieving this.”
Thomas Franks is not a high profile
business. It has grown almost under the
radar, so why have they not marketed
themselves more? “Our focus has been on
delivering on our word and building strong
foundations,” replies Frank. “This is not
about Emma and me – it is about something
greater. There are many people that have
contributed to our success.”
Emma interjects, “Frank is right – we
founded the business, but the future is about
Lorraine Wilson (finance director), who has
made a huge contribution. Glenn Campbell
(client director) naturally represents all
we stand for, as he believes in it too. Jamie
Burrell (creative director) is such a talent
with cutting edge graphic design – he adds
that extra 10% that makes all the difference.
And there are many others. They believe in
us and we believe in them.”
What have been the hardest times? “The
early days were difficult,” admits Frank. “We
both left behind corporate roles with good
incomes and prospects to build this business
that we hoped would be a success. With no
guarantees, we had to learn on our feet. We
made mistakes but just accepted that, moved
on and improved as a business all the time.”
“I am so proud of Frank,” adds Emma.
“He works so hard to make sure we really
deliver to our word and is truly exceptional
with clients.”
I know they said earlier that they had
no exit plan, but is this true? “Absolutely,”
says Frank. “We are still relatively young
and what would I do if I retired? Our
children are still young and going through
their school years. We have a nice life and
I am enjoying the challenge of growing the
business. I don’t think we have fulfilled our
potential yet and I believe there is still far
more to the Thomas Franks story.”
epmagazine.co.uk | 35

Leadership | Management
LEADING
FROM THE
FRONT
Stuart Smith discusses the importance of
effective leadership in the event industry
36 | EP Magazine | April 2015

Leadership | Management
Ian Jacobs Photography/presspix.biz
Over the past two decades, we have seen
the transformation of major events
into a platform for brand positioning
at a number of different levels: product-based,
regional, political, national and international.
No longer does the value of the event rest merely
on the inherent reason – whether sports, politics
or entertainment – but now it has the added
weight of expectation imposed upon it by myriad
stakeholders. This is by no means a negative, as by
delivering and leveraging major events effectively,
the diverse expectations of the stakeholders can
be met and everybody can go home happy, looking
forward to the next opportunity.
What it does require is effective leadership at
all stages of organising the event in order to ensure
that the delivery and the subsequent ability to
leverage the event meet expectation levels. For the
hospitality industry, this is a definite challenge.
The intensity of competition – due to the ease of
access into the market – means that we live in a
result-driven world which, for many organisations,
limits the ability and opportunity to provide
effective leadership development.
As I reflect on my own career, I’ve been hugely
fortunate to have journeyed from the operational
intensity of delivering events to a role that has
more of a strategic perspective, bookended by
two major events at Gleneagles – the G8 Summit
in 2005 and the Ryder Cup in 2014.
The G8 Summit at that time was much
more to the forefront than today’s summits, where
the recession and the fear of demonstrations
have ensured a lower profile. From an event
management perspective, it gave a fascinating
insight into how major events are operated.
The challenge of bringing together a variety of
different stakeholders, ranging from the Foreign
and Commonwealth Office, police, fire, health and
“
It is vital that we turn
our focus on how we can
continue to create leaders
from not only an event
perspective but throughout
the industry as a whole
”
Stuart Smith
Director of Events & Leisure, Gleneagles Hotel
security services and regional councils through
to the delegations of more than 20 countries,
ensuring that we delivered a true reflection of
Scottish hospitality, was a lesson in understanding
cultures and effective communication. The three
days of the summit flew by and were marked with
two historic incidents – confirmation of London
winning the 2012 Olympics bid and the tragic
7/7 bombings in London that changed the whole
atmosphere of the summit – and more minor
ones such as George Bush falling off his bike
and pouring a pint of Guinness for Bono.
In the intervening years, the culture of
Gleneagles has allowed me to develop ‘on the job’,
covering everything from culture change to major
refurbishment/construction projects. It also gave
me the chance to pursue an Executive Masters
in Hospitality and Tourism Leadership at
Strathclyde Business School. The benefit of the
course was twofold. It gives an understanding of
the skills of leadership, developing concepts and
understanding of strategic management, creating
and leading teams effectively and effective
decision-making. Just as important, though, was
connecting to both peers and leaders within the
industry, which brought the whole course to life.
It certainly allowed me to take a different
perspective when it came to the Ryder Cup last
year. Gone was the concern that we would struggle
to deal with the variety of stakeholders, replaced
by a holistic view and a collective ambition within
the leadership team to maximise the opportunity
presented to us. Allied with the delivery of Ryder
Cup Europe and the performance of the European
Team and assisted by some fantastic weather, the
whole event showed the capabilities of not only
Gleneagles but Scotland as a whole to deliver
truly world-class events.
As we look to the future, it is vital that we turn
our focus on how we can continue to create
leaders from not only an event perspective but
throughout the industry as a whole. For me, the
difference between event management and
leadership is important. Within hotels and venues,
event management can provide an important
revenue stream. However, effective event
leadership can cross boundaries much more
easily, creating better opportunities and thus
an improved bottom line. Courses such as the
Executive Masters in Hospitality and Tourism
Leadership can create a different mindset within
an effective manager, creating a leadership
mentality and setting them up to lead from the
front the next time a major event comes along.
epmagazine.co.uk | 37

Exclusive supplier of
Moravian wines in the UK
Vinovitaj is a company supplying Moravian wines to the UK
market. It can call upon many years of experience as
a family wine business in Zlín in the Czech Republic.
For 3 years supplying the UK market – we have
experienced growing interest in our wines. We introduce
high-quality wines from South Moravia, because – very
simply – they are still missing here.
Currently there are over 30 types of Moravian wines on our
wine list. You can find there usual varieties such as Pinot
Gris, Sauvignon Blanc or Riesling, but also litle known types
such as Palava, Welshriesling, St. Laurent or Lemberger.
We believe that the wine will find its place in UK and the
customers will love it as much as we do.
www.vinovitaj.com
Andrew Scott is founder and director of Scott Hospitality
Services Ltd, a Catering and Hospitality group which owns and
manages several successful businesses in central Scotland.
With over 25 years experience in the hospitality industry,
including successfully running private sector businesses. Andrew has
now been self employed for over 11 years. HCIMA (MiH) qualified.
Andrew was awarded the HiT (Hospitality Industry Trust) Scotland
2012 Entrepreneurial Caterer of the Year as well as being a HiT
Scotland 2014 Scholar.
Within the portfolio, the award winning Heaven Scent has rapidly
grown over the last few years.
In March 2015, SHS launched Heavens Above, a unique dining
experience with access gained through The Fridge
With this experience behind him, Andrew decided it was time to
launch his exciting venture of Victus.
Core services of Victus include:
Start up catering businesses
Improving Existing businesses
Profitability and identifying unnecessary costs
Staff training
Mystery guest visits
Business development
Auditing
Health checks
On the back of the instant success of Victus, Andrew released his first
publication available on Amazon. Andrew has now embraced public
speaking and mentoring following the publication. His diary for 2015
is rapidly filling, but will always be available for consultation.
www.victusconsultancy.co.uk | @victuscatering | m: 07732 454639

Carolyn Hails | Opinion
Inside the
mind of the
customer
In 2015, knowledge is power – power to the customer. Armed with social media and real-time
trends, people’s expectations are high. So, how do you survive in this brave new world?
We live within a superfast,
well-informed society with
real-time trending and social
media channels instantly feeding the
knowledge of consumers. Armed with high
expectations, customer needs and desires
are more demanding then ever. The game
has changed; to survive, we have to
compete head-on with the outside world.
Forget the dark days of winter when
consumer spends are traditionally
restrained and cash sales are depleted – we
must focus on change. Spring is the perfect
time for brushing away the cobwebs and
planning something fresh and exciting for
your catering facilities. It doesn’t have to
be anything too grand; often the simplest
of ideas drive the biggest rewards for your
customers and for you.
Re-engage with your building, take the
time to talk to your colleagues, clients and
customers; get to know who they really are
and, most importantly, what they really
want. Are they satisfied? What are their
expectations? Did you know that 96% of
unhappy customers don’t complain, they
simply don’t come back?
Satisfaction is the best indicator of how
likely it is a customer will return to your
facility and how much they will spend. It,
therefore, has to be a key element of your
business strategy. Truly satisfied customers
contribute 14 times more revenue than
somewhat dissatisfied ones. We saw in 2014
that value for money was still a top priority
for the majority of consumers, but it’s the
value of the product or service that prevails,
not price alone. The true driver to increasing
cash sales is not just to create value, but also
to provide an experience.
According to Forrester’s Customer
Experience Index, customer-centric
“
Satisfaction is the best indicator of how likely
it is a customer will return to your facility and
ho w much they will spend. It, therefore, has to
be a key element of your business strategy. Truly
satisfied customers contribute 14 times more
revenue than somewhat dissatisfied ones
”
companies have gained 43% in overall
performance compared to a 33.9% decrease
for those companies that have neglected the
customer experience.
In 2015, companies will recognise that
a better customer experience will improve
customer satisfaction, increase loyalty and
improve retention.
It also generates trust; among the top
British companies that have gained our trust
in recent years are John Lewis, Virgin
Atlantic, QVC and First Direct.
To quote Sir Richard Branson, “The
brands that will thrive in the coming
years are the ones that have a purpose
beyond profit.” And he believes the
three ‘Ps’ to business success are
‘Profit, People and the Planet’.
So let us compete with the outside
world, take a fresh look at our facilities
and get inside the mind of our customers.
Co-create new initiatives and service
offers with them and for them.
Inclusion is integral for future loyalty.
Remember, we must stimulate, personalise
and delight to win hearts and minds. To do
that, we must create the best possible
customer experience.
Carolyn Hails
Director of Thinkspace Partnership Ltd
epmagazine.co.uk | 39

Czech wine | International
MORAVIA,
THE WINE
REGION OF
THE CZECH
REPUBLIC
It may come as a surprise that a country so well known for its
beer also has a little-known but upcoming trendy wine region
Moravia covers the south-eastern
part of the Czech Republic and
is nearer to Vienna than Prague.
The main city of the Moravian wine region
is Brno, directly connected with regular
flights from Stansted and Luton. It is also
easily accessible by road and rail.
Wine was introduced to the region by
the Romans and was further developed
during the Great Moravian Empire in the
9th century and later by monks.
In the 13th century, the Liechtenstein
family played a significant role in Moravia
and took over most of the most fertile areas.
Development of Moravian wine was helped
by the nobility banning imported wine.
Average annual consumption was estimated
at around 56 litres per person in those days
comparing today’s 20 litres.
The wine region continued to flourish
until after the Napoleonic wars when a
growing preference for cheap beer and
brandies led to grain growing becoming
more profitable than vineyards. In addition,
an outbreak of disease seriously harmed the
vines, which led to a massive reduction in
the vineyards. However, there has been a
recent revival of the wine industry.
The Moravian wine region covers
approximately 19,200 hectares, producing
in excess of 350,000 hectolitres of wine
annually. Over 50 varieties of grape are
planted in this small area. The white grapes
include Sauvignon Blanc, Muller-Thurgau,
Riesling and Chardonnay while the reds
include St Laurent and Pinot Noir. In
addition, Moravia also produces lesser
known but no less beautiful rosé wines,
traditionally fermented sparkling wines,
fortified wines and sweet iced wines.
The soil type diversity over a small area
means the same type of wine can have a
completely different character. Chardonnay
from clay vineyards has a crispy mineral
taste and greenish tones while Chardonnay
from sandy and gravel vineyards in a dry
Right
Olomouc is
Moravia’s
second city
and is
dominated by
the Holy
Trinity Column,
which stands
35m high
weather year promises fruity aromas of
pineapple, banana or yellow melon.
The vines are grown in a traditional and
nature-friendly way coupled with modern
controlled fermentation processes.
Moravian wines are not widely
distributed outside the Czech Republic.
40 | EP Magazine | April 2015

Czech wine | International
“
Here, you can choose from a
kaleidoscope of cultural events…
be buoyed along by the peaceful
rhythm of the life and find your
own inspiration in local folklore
”
iStockphoto.com, Thinkstockphotos.com
Moravian wine production accounts for
only 40% of domestic wine consumption.
The best wines are mainly distributed to
hotels and restaurants. In the summer, one
can visit more than 100 winemakers during
the Open Wine Cellar season followed by
September’s wine festivals and taste young
fermented wine juice called Burcak.
Brno is the main city of Moravia and the
second largest city in the Czech Republic.
The most visited sights of the city include
the Spilberk castle and the Cathedral of
St Peter and Paul on Petrov hill, medieval
buildings that overlook the town and are
often depicted as its traditional symbols.
Winston Churchill was a regular visitor –
including on his honeymoon – to Castle
Veveri, which overlooks the reservoir.
Brno built up a reputation in the 1920s
for its modern architecture in the Bauhaus
styles. The best example of this is Villa
Tugendhat, a family villa designed by Mies
van der Rohe in 1930 with futuristic layout,
Above
The historic
Chateau
Lednice
Left
The diversity
of soil types
ensures a
range of
wine varieties
furniture and technology. Near Brno is the
historic battlefield of Austerlitz, the site
of Napoleon’s most famous victory in the
Battle of the Three Emperors. It is now
an attractive location with its chateaux,
sculptures, Peace Memorial and Prace Hill
Museum. Each year, a spectacular battle
re-enactment gives a dramatic reminder
of this history-changing event. Chateau
Austerlitz represents an excellent example
of Baroque architecture with the Kaunitz
family art gallery. It all overlooks rambling
gardens connected to an 18-hole golf course.
Head south from Brno and the wine
region starts to open up with its historic
towns and chateaux. The neo-Gothic
Chateau Lednice has a design comparable
to the Houses of Parliament and a vast
greenhouse of tropical plants. The gardens
are a mixture of French style and extensive
English-landscaped parkland.
Just few minutes along the road and you
arrive at Chateau Valtice, once the main seat
of the Liechtenstein family. Together with
many monuments, churches and small
romantic structures, the chateau is part
of the Lednice-Valtice Complex owned
by the family for more than 600 years.
Olomouc is Moravia’s second city and
has played an important role in Czech
history. It was here in 1306 that King
Wenceslas III was murdered and, much
later, where Habsburg Emperor Franz
Joseph I was crowned in 1848.
The centre is dominated by one of the
baroque wonders of central Europe, the
18th century Holy Trinity Column that
rises 35m in height. A tour of the nearby
town hall includes its Gothic interior and
a climb up the town hall tower for dramatic
views of the Holy Trinity Column.
This article was written with the
assistance of Daria Harrison, one of the
region’s enthusiasts and a connoisseur of its
wine, and it is appropriate to end it with her
views on Moravia: “Living here means being
surrounded by interesting history, varied
architecture including chateaux, cycle
routes and golf courses with beautiful
nature and sunny vineyards. Here, you can
choose from a kaleidoscope of cultural
events throughout the year, be buoyed along
by the peaceful rhythm of the life and find
your own inspiration in local folklore. The
people, places and wine are so inspiring.”
epmagazine.co.uk | 41

Networking | Management
THE CRAFT
OF BEING
OLD SCHOOL
42 | EP Magazine | April 2015

Networking | Management
One of the most common complaints we get is from executives who feel pressured to network.
They often don’t enjoy networking and feel it is a chore that makes them uncomfortable and
is time wasted. In fairness, networking has changed over the years. It is often misunderstood,
but can be one of the most important skills that an executive can develop. It is a craft that
arguably used to be commonplace but has declined. So, it is time to be ‘old school’?
Thinkstockphotos.com
One of the problems with the concept of
networking is that it conjures up the idea
that someone needs to ‘work’ a room full of
strangers, introducing oneself and making new contacts.
Of course, there are those that do this, but the truth is
that it is often ineffectual and far from what is needed.
Few are impressed by the person who does not take the
time to develop a conversation beyond the superficial,
and most actively dislike those that have an eye open
for another person they could speak to who may be of
greater value to them.
We often write that this is the ‘Age of Trust’ and this
is based on the importance of the genuine and authentic.
In networking events, it is far better to meet five people
and have something tangible to build on than 20
superficial introductions that will go nowhere. The five
you meet will have their own networks and contacts that
they can introduce you to, which is more important than
meeting as many people as one can at an event.
This is illustrative of one of the major changes that
have taken place. Twenty years ago, pre-internet and
social media, events marked a key occasion to meet
new people. Today, we all meet new people and contacts
almost every day without even realising it – through
LinkedIn, Twitter or Facebook. Being approached by
the new has become almost too constant a feature of
our lives. We are arguably too accessible.
The rise of social media in all our lives has opened
up information and communication to an almost
unimaginable level but it also has begun to act as a
barrier. Social networking is a good thing to do but
it is not real networking. There are many that have
developed almost virtual personalities in the belief
that business will follow and that they are important.
It helps and is good marketing but it is not enough in
itself. It does not matter if one has 1,500 LinkedIn
contacts or 2,000 Twitter followers – the real question
is how many strong relationships do you possess?
The key rules to effective networking today is
less meeting new people but rather building genuine
conversations of substance – and, yes, this is a skill
and can be a lost art.
THE SKILL OF NETWORKING IS BASED
ON COMMON SENSE. HERE ARE SOME
SIMPLE RULES OF ENGAGEMENT:
Successful networking
must be reciprocal
Never attend a social or
business event with the idea
there is pressure on you – there
is not. Networking is about
relationship building, not
making sales pitches forcing
others to listen to you drone on
excitedly about yourself.
This is also true with social
and professional networking
through the internet. When
building networks you must give
something back. And, to sustain
good personal and business
relationships, both parties
must benefit in some way. It
will be based on a conversation
of value and substance.
The two most important
networking skills
The two most important
networking skills you can
develop are listening and asking
questions. It tells the person you
are speaking to that they are
important to you, and the effect
of that alone should not be
underestimated. Most people
are shy. Most value a person
that gives them time and
respect. These two most basic
skills will impress far more than
your business competence.
Why? Because listening
validates the value of others
and shows respect. Asking
thoughtful questions shows
sincerity and builds trust
because it actively shows
an interest in someone’s
opinions and thoughts.
Be yourself
Of course it is important to
make an effort to perfect the
base skills of eye contact and
being well presented, but at
the same time just be yourself
and be open. If the need is to
be authentic and genuine then
that has to start with you. If
you are genuine then others
will respond to you.
Follow up
One of the most easily
forgotten things to do is
to follow up after meeting
someone, simply to say that it
was a pleasure to meet them and
to provide contact information.
People love swapping
business cards but it is so
common that it lacks impact.
It is far better to just drop a
quick email the next day to
say that you look forward to
meeting again. It is as basic as
above – it shows respect and
that you valued the meeting.
Yes this is all ‘old school’,
but maybe it is important to be
old school because it works.
epmagazine.co.uk | 43

Food waste | Campaign
WASTE NOT,
WANT NOT
44 | EP Magazine | April 2015

Food waste | Campaign
18%
Let’s all play a role, says food waste
prevention firm Go Green Tomato of the
campaign to reduce food waste by 20%
of the food purchased is
wasted at an average cost
of £10,000 per outlet
gogreentomato.com Photo Thinkstockphotos.com
The figures in the panel speak for
themselves. There is very little
doubt that there should be genuine
scope for operations of all sizes to make
greater strides forward in reducing food
waste. Setting aside all the moral and ethical
arguments, 18% food waste from food
purchased is surely too high a figure?
There will always be food waste, but if
each operation could reduce this figure by
5% to 13%, this would equate to a saving of
£2,700, or 108 meals at a cost price of £25.
This is not a new issue – there is a long
history of food waste being identified as
a problem. The issue is that more needs to
be done. Given all the modern tools that
are at our disposal, this should be more
than achievable.
Food waste was identified as a problem
in Britain as early as the First World War
and combating it was one of the goals of the
Women’s Institute (WI), which was set up
in 1915. It remains one of their campaigns.
During the Second World War, rationing
was imposed with effect from January 8
1940 and most foods were subject to the
ruling. By August 1940, legislation was
passed that made the wasting of food
a prisonable offence. Posters encouraged
kitchen waste to be used for feeding animals,
primarily for swine but also poultry.
Despite this, it remains debatable
whether the waste campaigns and rationing
during and post Second World War achieved
any long-term change in people’s attitudes
towards waste – a report on domestic
household waste by Waste & Resources
Action Programme (WRAP) found older
people threw away as much avoidable waste
as younger people. The rising amount of
food waste over the years could
also be attributed to a change of
lifestyle – for instance, the buying of
produce that has a shorter shelf life.
By the late 1990s things had worsened
and the food manufacturing sector was
estimated to be generating more than
8 million tonnes of food waste annually.
A documentary in 1998 revealed tonnes
of edible food being discarded at a Tesco
store, provoking a renewed response on
the issue of food waste.
WRAP was created in 2000
as a Government-funded,
not-for-profit company
that advises on how to
reduce waste and use
resources efficiently.
In 2007, WRAP
launched the ‘Love
Food, Hate Waste’
campaign and
returned food wa ste
to the forefront of the
news and public agenda.
Two years later, the ‘Love
Food, Hate Waste’ campaign
claimed to have prevented
137,000 tonnes of food waste being
sent to landfill and saved £300 million.
Progress has been made, but there is still
more to be done. The big difference today
is that the industry possesses the technology
to handle the process that much better
and to be more effective in the way the
production of food is managed.
The counterargument is that this
would hinder the creative flair of chefs
and brigades, which is understandable.
But surely it makes sense to
maximise revenue and
cost savings if only by
reducing food waste by
75%
the 5% mentioned
previously? Surely
18% is too high?
This would not
be tolerated in most
disciplines, so why is
it with food? There’s
is food that could have been
eaten. This is the equivalent
of 1.3bn meals, or one in six
meals served
a strong business,
moral and ethical
reason for change. We
just all have roles to play.
IS THIS JUST ANOTHER CAMPAIGN FOR THE SAKE
OF IT? JUDGE THE FACTS FOR YOURSELVES:
The cost of food waste to the UK hospitality sector will be £3bn by 2016.
920,000 tonnes of food is thrown away by the industry each year.
Of this, 75% is food that could have been eaten. This is the equivalent of
1.3bn meals, or one in six meals served.
On average, 18% of the food purchased is wasted at an average cost of
£10,000 per outlet.
The true cost of food waste is £2,800/tonne.
epmagazine.co.uk | 45

Peer advisory groups | Management
NEXT GENERATION
PEER GROUPS:
LIFELINE FOR
ASPIRATIONAL
BUSINESS OWNERS
It’s all change for peer
advisory groups. The next
generation take learning,
developing, advising and
growth to an entirely
different level – and you’d
better be prepared to work
I
know. My eyes are rolling back and
getting heavy too. The thought of
attending a monthly peer group or
business networking session is making me
fall asleep as I write. It’s enough to make
staying home watching television in solitude
a preferable alternative to doing anything
extra in order to get your business ahead.
There exists a plethora of peer advisor
groups in the UK and international market:
c-suite roundtables, supper clubs, business
networking groups, peer advisory boards
etc, etc. The one thing most have in common
is that they are running the traditional
software version ‘1.0’ (1980/90s format and
approach). Read the Financial Times article
46 | EP Magazine | April 2015
‘Group therapy for business founders’* and
you get an idea what it’s all about.
Traditional peer advisory groups are
characterised by loosely structured sessions,
lack of member accountability, more
personal therapy vs development, typical
‘classroom’ information push learning as
well as unknown ROI/business impact.
The groups are also used as a circuit for
professional speakers who lecture on topics
such as, ‘Intro to NLP’ (Neuro-Linguistic
Programming), ‘Employee Motivation
Techniques’ and ‘Four Leadership
Personality Styles’. As one peer group
member said when reflecting on value, “The
“
Next generation
peer advisory groups
are completely different
from their traditional
predecessor in approach,
intention, design and
delivery
”
(group) has not added a penny to the bottom
line, but now I don’t work on weekends and
took the first family holiday in years.”
While the traditional format may be
beneficial for some, what if you really want
to develop skills and grow your business?
Where can you go apart from hiring an
expensive business or leadership
development consultant with limited scope?
Step this way to experience the next
generation peer advisory group format –
and upgrade from ‘1.0’ to ‘4.0’. That gap is
how much the peer advisory format has
changed in past five years. Next generation
peer advisory groups are completely
different from their traditional predecessor
in approach, intention, design and delivery.
One significant difference is that peer
group member businesses operate in the
same sector. This takes learning, developing,
advising and growth to an entirely different
level. Imagine sharing the same industry
or business problems with owners who are
like-minded aspirational individuals but
who have no desire to compete with you?
This includes marketing strategy, financial
information, best sector practices and trade
‘secrets’. Traditional groups have a mix of

Peer advisory groups | Management
Thinkstockphotos.com
*Financial Times, February 18, 2014, ‘Group therapy for business
founders’ by Andrew Bounds and Jonathan Moules.
owners and career MDs who come from a
wide range of industry/sectors. And because
they share no real business similarity, apart
from typical every day c-level business
problems, the level and depth they can
ultimately deliver is quite superficial. As
you well know, running your own catering
business is not the same as running an IT,
chemicals or parts manufacturing business.
Other major differences are content
and outcome. New generation peer advisory
groups are purpose driven, structured,
dynamic and intense. Before you are able
to join a group you must pass the selection
criteria (guaranteeing high quality member
levels) and have a 1:1 meeting to plan your
year strategically. When you finally join a
selected group, you had better be prepared
to work. This may include covering a topic of
interest identified by the group, discussing
a problem with a group Chair (a leader in
your industry), practising a functional
leadership skill like coaching led by a
group Co-Chair (an expert in leadership
development), or taking a ‘field trip’ for
a visit to an owner/MD-run business.
For better or worse, there will now
be ‘homework’ to do. You must contract
with yourself and the group to implement
in your business what you have learnt. And
you will be held accountable.
This is one of the several ways to
calculate the ROI of peer group
investment (membership fee) in addition
to the old-fashioned way of looking at
bottom-line business results (EBITA).
Research indicates the benefits of next
generation peer advisory groups for same
industry/sector business owners.
The format consistently outperforms:
Traditional c-suite business peer
group models.
Top performing industry/sector and
competitor companies.
“
You must contract
with yourself and the
group to implement in
your business what you
have learnt. And you
will be held accountable
”
Industry/sector events, conferences
and workshops.
The traditional peer group advisory
model was an incredibly ‘cutting edge’
format for its place in time – 20th century
business in the 1980s and 1990s. Now the
present day early 21st century business
environment is becoming more complex
and changing rapidly. Peer advisory
formats will naturally have to adjust to
change as well. This is especially true
for the hospitality industry (young,
modern, dynamic and people driven).
I know that all this talk of new formats
and next generation might sound like a
terrible American innovation invading an
introvert British business culture. But
I only have to refer to other innovations
that were proclaimed doomed to fail in
Britain to dispel that myth – internet
dating, crowdfunding, blogging and social
media. So, take a minute to think about
whether your industry/sector is treating
your business like ‘old school business
networking’ or a ‘next generation industry
community’. If you’re looking to modernise,
find the appropriate software to download
and reboot.
epmagazine.co.uk | 47

Le Cordon Bleu | Feature
CELEBRATING
120 YEARS
Le Cordon Bleu is a world-leading culinary school with
a rich heritage spanning over 120 years. Created in 1895,
the institution has evolved from a small Parisian cookery
school to an ever-expanding international network
The name Le Cordon Bleu was used
for the first time in relation to
culinary excellence in the 16th
century when King Henry III created one
of the most important orders in France,
‘L’Ordre du Saint-Esprit’. Symbolising this
order was the cross of the Holy Spirit, which
hung on a blue ribbon or ‘un cordon bleu’.
Due to the prestigious nature of this order
and the decadent feasts accompanying their
ceremonies, the name Le Cordon Bleu
became well recognised and celebrated.
On January 10 1895, Marthe Distel
launched a weekly publication called
La Cuisinière Cordon Bleu – the first real
culinary magazine in France to educate
its readers with the most unique recipe
collections. The first culinary school
opened its doors on October 15 1895.
It was the diverse network of
alumni that really contributed the most
to Le Cordon Bleu – in 1933, former
Paris student Rosemary Hume opened
L’Ecole du Petit Cordon Bleu in London.
Twenty years later, the school’s
success was confirmed when it prepared
the Coronation luncheon for Queen
Elizabeth II, for which the Coronation
Chicken recipe was first created.
In 1984, André Cointreau was appointed
president and CEO, and during his 30 years
of leadership he has always believed that the
48 | EP Magazine | April 2015

Le Cordon Bleu | Feature
“
The school’s success was confirmed when it prepared
the Coronation luncheon for Queen Elizabeth II
”
Satureyes Photography
future of Le Cordon Bleu will be held by the
internalisation of the schools and their
diverse network of international alumni.
Le Cordon Bleu has become one of the
foremost training institutions in the world,
with 40 schools in 20 countries training
over 20,000 students of more than 70
nationalities every year. The institution
has expanded globally, with schools being
established in Japan, Peru, Korea and
New Zealand to list just a few, and is
paired with universities – for example,
Le Cordon Bleu Madrid with Francisco
de Vitoria University and Istanbul with
Ozyegin University. Today, a wide range
of diploma, bachelor and masters
programmes, including the finest education
in food, beverage, hospitality and tourism
management, is on offer at Le Cordon Bleu.
Courses continue to be pioneered in
response to consumer and industry
demands. Last year saw the introduction
of the Diploma in Culinary Management
and this year will also see the second intake
of students at Le Cordon Bleu London for
the Wine, Gastronomy and Management
Diploma, which has been developed by
master sommelier Matthieu Longuere.
Left
New Le
Cordon
Bleu Wine,
Gastronomy
and
Management
Diploma
students,
who will try
more than
500 wines and
visit wineries,
breweries and
distilleries
Top
The menu
for Queen
Elizabeth II’s
Coronation,
including
‘poulet reine
Elizabeth’ or
Coronation
Chicken
Above
Le Cordon
Bleu students
are taught
classical
methods and
techniques
Left and right
Students at Le
Cordon Bleu in
London today
epmagazine.co.uk | 49

Hamish Cook | Opinion
The right stuff
In a competitive business environment, the question of
principled leadership is one that all organisations must
address at every level, from graduate to senior executive
The challenges facing all of us in the
modern business world are well
documented and covered in a range
of courses – how to deal with technology,
marketing strategies, accounting and
finance, human resources and leadership
are all regular topics on business and
management course agendas. The skills
that these modules provide for graduates
are important and allow young leaders to
put a framework around how to complete
business tasks in the workplace.
However, my experience suggests that
the really tough situations in business do
not relate to management and craft-related
skills, but to dealing with the uncertainty
around ethical and strategic leadership.
The question of how we mentor our young
leaders to be confident in making decisions
that could blur the lines around ethical
behaviour is often far more important
than how well someone has learnt their
marketing strategy. For instance:
How does a new graduate cope with a
situation where a senior executive asks
them to do something that is against best
practice from an accounting perspective?
What to do when a client pressures you to
inflate an invoice for their own purposes.
What do you do when your company sells
services you know they cannot deliver for
one price, expecting to renegotiate the
deal once it has been secured?
Unfortunately, these are all situations
that exist in the business world and they can
cause a new graduate the most angst and
sleepless nights. These situations occur far
too often in business where shareholder
value and short-term performance seem to
rule decision making on a daily basis.
The question of ethical leadership and
decision making is, therefore, one that every
organisation must address regularly to give
staff, managers and leaders clear guidelines
for all areas of dealings with customers,
clients and financial transactions.
It is not just about setting a Corporate
Social Responsibility agenda, as these often
focus more on environmental or charity
responses to issues. While these are
important, organisations should regularly
review how ethically their product, service,
customer and supplier relationships are
managed and delivered.
Many organisations espouse an ethos of
‘do what is right’. However, for many young
leaders entering an organisation, doing
‘what is right’ is impacted by a range of
personal, cultural and experiential factors.
In a multicultural and global workplace,
what is ‘right’ for one group may be totally
inappropriate for another.
So it is important for organisations to
develop their own strategies for dealing with
ethical behaviour issues among all of their
“
Organisations should
regularly review how
ethically their product,
service, customer and
supplier relationships are
managed and delivered
”
executive ranks. Organisations should
consider establishing formal peer ethics
committees and mentor programmes to be
used to assist developing leaders in any
business to challenge their own thinking
on ethical decisions and allow them to
build a sound ethical framework to deal
with a variety of workplace situations.
Using these peer groups and mentors,
pre and post-decision reviews can be
analysed and would enable organisations
to develop a culture of behaviour and
decision-making that provides clear
boundaries for young leaders. This in turn
would allow them to pre-plan a strategy to
define their own ethical boundaries.
My own personal matrix for making
decisions includes asking myself:
Will my decision hurt (either physically
or mentally) myself or anyone else?
Will my decision cause damage to our
reputation (my own or the company)?
Will my decision cost money that we
(myself or the company) cannot afford
to lose?
Would I be happy for my friends,
family and work colleagues to know
about this decision?
If organisations can develop a
framework to assist leaders answer these
simple questions, I am confident that our
young business leaders will be prepared
in advance to deal with any uncertainty
and ethical dilemmas as they occur.
Hamish Cook Executive director
of En Route International
Nick Dawe
50 | EP Magazine | April 2015

BRINGING INDUSTRY TOGETHER
TO HELP ENTREPRENEURS
Opening a business, launching a concept or introducing a
new product to market is an endeavour which takes time,
a lot of attention, skill and a little bit of luck. What’s also
crucial is help, guidance and support from someone who has
been there before!
As the number of entrepreneurs breaking into the hospitality
sector with exciting and innovative new ideas continues,
there remains a real need for established professionals to
help with advice, know-how, experience and sometimes with
financial assistance.
Combining the personal and fiscal resources of a wide array of
industry stalwarts is one way in which we can grow the sector
from within, helping to promote new thinking and developing the
people in our industry.
The team at EP are excited to lead an initiative bringing together
leaders from industry who are all committed to promoting new
ideas by helping young entrepreneurs in a wide range of business
concepts including:
• A social networking & concierge app for young professionals
travelling to different cities
• A boutique hotel concept in Africa
• A range of non-alcoholic drinks (and mixers) for adults
• Sustainable fish concepts
• A hydro-therapy experience to promote good health and also
to hasten recovery after injury
• Second generation recruitment technology
• Wine and spirits from Central and Eastern Europe
• Events venues, with a twist
• Evolving the humble pizza
These are but a few of the business ideas EP are already engaging with
and for whom we have found support from industry leaders.
If you’re interested in getting involved, please contact Arlene McCaffrey on
Arlene.McCaffrey@EPMagazine.co.uk or get in touch directly on 0207 025 1872