EP Entrepreneurs & Innovation April 2016

April 2016 • Issue 01 • £5.00 • epmagazine.co.uk
DRIVING FORCES Is it fortitude
or experience that steers
a business on to success?
SHAKEN NOT STIRRED EP pays
a visit to Dry Martini, a venue
bringing back a taste of the past
THE ‘WOW’ FACTOR Meet
the young designers who are
changing the face of interiors
EP | ENTREPRENEURS & INNOVATION
April 2016 • Issue 01
THE ONE GROUP
UPS THE TEMPO
Jonathan Segal and Adam Elliott reveal the
challenges of dealing with customer expectation

Luxury starts with linen
Tradelinens now offer a specific
servicetailored to small hotels
and private homes.

Welcome Chris Sheppardson
THE IMPORTANCE
OF ENTREPRENEURS
AND INNOVATION
ENTREPRENEURS
& INNOVATION
Front cover
Nick Dawe
Editor
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The hospitality industry has long been one of the leading sectors for entrepreneurs.
The industry possesses a proud history of great innovation, creative flair and
entrepreneurial spirit. Arguably it is one of the industry’s greatest legacies with,
in recent times, the likes of Lord Forte, Sir Rocco Forte, William Baxter, Robin
Rowland and Simon Woodroffe OBE, Luke Johnson, the Barclay Brothers, Ian Neill,
Ken McCulloch, Sir Terence Conran, Peter Taylor, Michael Gottlieb, Robyn Jones OBE
and Tim Jones, Chris Corbin and Jeremy King, Robin Sheppard, Bob Payton, Richard
Shepherd, David Page… the list is endless and full of exceptional talent and examples.
Moving on to 2016 and we are living in a period of time when so much is changing in
the market. The dynamics of the B2C and even B2B is changing and the power of the
brand alone is no longer enough. All businesses have to work harder with their customers
and clients, and these audiences are seeking more in terms of innovation, new ideas and
service levels. The result is that every business needs to invest more in how they engage,
their product and service development, commerciality, innovation and in reaching the
audience. The market is posing more questions of established companies all the time.
At the same time, digital technology is increasing in ability and power while there is
also a return to almost old-fashioned values and desires, which include a return to a desire
for greater personal interaction, less formality, greater focus on crafts and skills and
a commitment to the larger community/social enterprises.
There has grown a natural marriage between established companies and the
entrepreneur and the latter has learnt how to find new routes to investment and to
market. Innovation has never been higher on the agenda than today and also the desire
to learn and think of new ideas with which to engage the market. We are delighted to launch
Entrepreneurs and Innovation to highlight great examples of both, from the proven, the
growing and the new.
2016 is a new age of innovation and the entrepreneur.
Chris Sheppardson
Editor
online
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MEET THE TEAM
Jaz Notay Sara Stewart Nick Sheppardson Arlene McCaffrey
Ben Butler
Amy Lainchbury
Natalia Latorre
epmagazine.co.uk | 3

Contents In this issue
CONTENTS
Issue 1 | APRIL 2016 | epmagazine.co.uk
12 16
COMMENT
10 A MARRIAGE BETWEEN CORPORATE
AND ENTREPRENEURS
Do corporate cultures and entrepreneurs
need to work closer together to raise their
game and continue on the path to success?
12 IS EXPERIENCE VITAL TO
THE ENTREPRENEUR?
What makes a successful entrepreneur?
EP
discusses the merits of experience over
enthusiasm and drive when launching
a new idea or business opportunity
14 FUNDING INNOVATION
AND GROWTH
Discerning what funding would be most
suitable for concept growth is a daunting
task and all should be carefully considered
21 ALL YOU NEED IS LOVE
Business advisors, Ecovis Wingrave Yeats,
believe that often passion rather than profit
can, in many ways, be the most important
aspect of a successful business plan
33 THE PITFALLS OF ACQUIRING
PREMISES
Niall McCann of Joelson Wilson lawyers
highlights the main points of which to be
aware when starting a new venture
34 DIFFERENT STROKES FOR
DIFFERENT FOLKS?
How fair is a tax system that seems to
favour corporations over small businesses?
50 BUILDING A BOARD
Mike Day explains how his software
business has been restructured to facilitate
change and engender long-term growth
OPERATING CONCEPTS
16 THE RETURN OF THE DRY MARTINI
EP
discovers how the Dry Martini bar is
using its classic cocktail to set itself apart
18 UPPING THE TEMPO
The One Group is focused on the ideas
and exciting innovations that help
businesses rethink how they deliver their
product and ultimately lead to success
22 RE-ENERGISING PUB HOSPITALITY
IN A LOCAL COMMUNITY
Two leading lights from the worlds of
entertainment and food have joined forces
to develop hotels and gastropubs to benefit
both local businesses and the community
24 AN OLD-SCHOOL APPROACH
TO SUCCESS
Sophie Wright reveals how hard work
combined with an entrepreneurial spirit
has led to success in the world of food
26 THE DUSTY KNUCKLE: SOURDOUGH
AND PHILANTHROPY
A thriving bakery in a London suburb
offers so much more to its local community
than its trademark sourdough loaf
4 | Entrepreneurs & Innovation | April 2016

Contents In this issue
22
28
30 42 48
28 DO WE REALLY KNOW WHAT
REGIONAL ITALIAN COOKING
IS ALL ABOUT?
Marina D’Ischia goes in search of the
real taste of Italy around the capital
SPECIAL FEATURE
30 LAYING THE GROUND FOR
FUTURE GENERATIONS
Newcomers of all ages are benefiting from
the support of The Brand Foundation
INTERNATIONAL
6 WHO SAID FAST FOOD COULDN’T
BE HEALTHY?
Hotelier Marco Truffelli explains how his
collaboration with Michelin-starred chef
Andrea Ribaldone has led to a fast-food pasta
8 INDIA – A COUNTRY IN
SOCIAL TRANSITION
EP
examines the shift in Indian society
that is driving a change in attitude and
producing huge global growth potential
INNOVATION
35 COMING FULL CIRCLE
myCircle is at the heart of the cutting-edge
cloud and retail technology that is changing
customer interaction with service providers
37 HOW IMPORTANT IS A WELCOME
TO A GUEST?
A warm and sincere welcome pays dividends
when building business relationships
38 THE NOVEL
Many dream of publishing a novel but
few fulfil this ambition. David Coubrough
reveals the plot of his new crime story
40 THIS IDEA WORKS
Compass Group’s The Idea Works! pitching
scheme offers fledgling companies an
opportunity to benefit from their expertise
42 CHARMING OUR SENSES
Interior designer Sophie Phillpotts-
Dowding reveals how the past is shaping
the future of her designs for her clients
in hotels and restaurants
45 SIMPLY SUSTAINABLE
Spectank’s credentials speak for themselves
– a sustainable product that can improve
operations and also save money
DRINKS
46 A LITTLE HEAT. A LOT OF HAPPINESS
Nix&Kix’s sugar-free range of enticingly
original drinks promises to add an extra
dimension to the adult soft drink market
48 MAKING THE MOST OF SCOTLAND’S
NATURAL PRODUCE
The resurgence in the popularity of gin has
seen a stream of new independent producers
like Crossbill Gin. Its founder explains the
ethos behind his particular product
epmagazine.co.uk | 5

International Pasta Shake
Who said fast food
couldn’t be healthy?
Marco Truffelli, co-founder of Pasta Shake reveals his inspiration
What inspired a leading hotelier to work with a Michelin-starred chef to develop a new retail
pasta concept? Marco Truffelli writes about the journey he has travelled with his friend and
colleague, chef Andrea Ribaldone, to launch a new fast-food pasta concept
Winter in Puglia, Italy, is a
foodie’s olfactory heaven: the
higgledy-piggledy alleyways
of small towns and villages,
reminiscent of yesteryears, are a cornucopia
of aromatic passion where squiggles of
wafting wood-fired oven smoke open the
door to earthy meals. I cannot resist a
tavern-looking pizzeria, cocooned within the
seasonal sleepiness that creates a cheerful
yet strangely melancholic environment.
With only three euros, I can explore breadth
and variety of flavours. Anchovies surfing
on an ocean of mozzarella and rich tomatoes
take me to foodie heaven. Artisan products
and natural ingredients are enriched by the
eminently social aspects of sharing
a table with family and friends.
Conversations about Italian street food
with Michelin-starred chef Andrea
Ribaldone, led to debates about sensory
specific satiety and a focus on food texture
where viscosity became our obsession.
Sleepless nights are spent studying nutrients
and debating the cultural integration of
food as conviviality, activity and social
interaction. Gradually, then suddenly,
through a mixture of science, alchemy and
passion-lead tenacity, Pasta Shake was born.
In the UK, retail sales of dry and fresh
pasta amounted to £53m in 1987. In 2009,
the figure rose to £282m. “If you include
pasta-based ready meals, the value rises
to £800m,” according to Mintel consumer
research experts. A recent global survey by
Oxfam named pasta as the world’s most
popular dish, ahead of meat, rice and pizza.
Pasta preparation has evolved from simply
pouring sauces on top of pasta – from the
coating of ingredients with a sauce to the
tossing of pasta in the pan. The binding is
simply possible through the shaking of the
ingredients together, as the pasta absorbs
the juices from the sauce. Pasta Shake is
made with a lower content of flour alongside
the egg in the kneading. The viscosity is
increased, yet with a low ‘glueyness’ factor,
this makes it remarkably fresh.
The all-natural ingredients in the sauce
make the interaction between the pasta and
sauce truly unique. The result is a freshly
cooked, flavourful and tasty experience of
pasta coated by a velvety, yet cream-free,
celebration of togetherness.
The shackles of Italian mothers represent
culinary tradition at its best. This has been
possible thanks to chef Andrea’s quest for a
marriage between tradition, taste and
affordability. Together we then realised that
pasta is more than a traditional dish. It is a
commitment to give an experience as well as
a journey into our habits by exploring the
meaning of eating. While developing an
awareness of what and how people eat, we
started to transcend cultural divides.
Italians are brought up with pasta as one the
healthiest foods and an essential component
of the Mediterranean diet.
Back to the question of fast food: is it
necessarily junk food? When we observed
the market, we noticed that the well-heeled
enjoyed pasta as much as students on
a budget. We concluded that it is not about
how much you spend for your meal, but it
is the attitude towards what you eat.
By creating something that is natural,
easy, affordable and tasty, Pasta Shake
brings the traditional concept of pasta to
6 | Entrepreneurs & Innovation | April 2016

International Pasta Shake
Passion: Andrea and Marco (below) were
brought together through their love of food
a bigger audience that has no time for fussy
breaks, but appreciates quality food. The
innovation behind it is, therefore, the ability
to bring years of experience into a
celebration of no longer ordinary meals.
One of Pasta Shake’s ‘secret’ ingredients
is the simple act of smiling – people want
to laugh and food helps. Whenever we have
our pasta sessions, as soon as we start
shaking everyone is smiling.
Several months of closed-door tastings
and, thanks to Bartlett Mitchell, weeks of
market testing at venues in Canary Wharf
provided us with a specific direction for the
final development stage of our aroma. While
taking a calculated risk in letting some
aspects of our product out in the open before
reaching the final stages of our intellectual
property journey, we so passionately believe
both in market co-creation and in the
strength of our core uniqueness that I know
we will look back to the early consumers’
input as a precious and invaluable ingredient
of the ultimate taste of Pasta Shake.
Born on the Portofino coast to parents
from Parma, food alchemy has been
a forming element of my childhood. Andrea
Ribaldone was born in Milan and relocated
to Piedmont back to his family’s roots.
He is also the grandson of one of northern
Italy’s most prominent pasta makers. We
met in Puglia, serving owner and guests at
one of Europe’s ultimate destinations, Borgo
Egnazia – recipient of Leading Hotels of the
World ‘Remarkably Uncommon’ Award. In
Puglia, we realised that happiness can be
sparked by what has become one of the most
mundane acts: eating on the go. Yet pasta
eating is still a family ritual and customers
feel homely when they eat our product.
In Canary Wharf, we were often asked to
prepare a second or third portion for later
consumption. Customers would say, “You
know, I really wish my wife could try this
for dinner tonight.” As a result, we realised
that Pasta Shake had passed the first
quality test – from lunch shaker to dinner
plate. Now the real test awaits us.
epmagazine.co.uk | 7

International India
India – a country in
social transition
EP looks at how women entrepreneurs are leading the way in the country’s economy
The traditional perceptions of India are changing. The whole
landscape is in transition and women are breaking through
Many have argued for the potential
of India and to have greater
investment in the country, but
there have been many social
and business barriers to achieving the aim.
However, India is in change, and maybe one
of the best signs of this is the rise of female
entrepreneurs within a traditional society.
This rise is happening at speed.
In a survey of women’s entrepreneurship
released in July 2013 by the Global
Entrepreneurship
and Development
Institute (GEDI),
India came 16th of 17
countries surveyed.
India sits just above
Uganda, with Turkey,
Morocco and Egypt
all outperforming
them. By 2014, only
39% of Indian women were formally
employed compared to 81% of Indian men
and 71% of Chinese women.
But change is in the air and there is an
understanding that increasing women’s
participation in the Indian labour force will
enhance productivity and growth. It will also
help to reduce the gender-based inequalities
and social pressures that restrain female
employment and entrepreneurship.
Across the continent, there are Indian
women in the pursuit of the entrepreneurial
dream for the first time in their long history.
Women have always been involved in small,
usually home-based businesses, but this is
different. They are now more visible, more
ambitious and there are more columns
written about women building businesses
and not just earning an income. By 2020,
the landscape will be very different.
So, what is driving women to start their
businesses? A recent survey revealed the
reasons were little different to those that
“Change is in the air and there is an
understanding that increasing Indian
women’s participation in the labour force
will enhance productivity and growth”
existed in the UK – the opportunity to work
more creatively and the perceived benefit of
being one’s own boss were the top reasons.
While work-life balance was also chosen (by
36%), it was not the main reason for women
turning entrepreneurs, as is usually thought.
The city leading the change is Bangalore
in the Karnataka region. The government is
encouraging, even leading, the change
agenda. Karnataka lies to the south of India
and its government has made a statement
that it wishes to advance women through the
entrepreneurial ecosystem. The system set
up by the government allows global investors
to tap into the pipeline of talented women
entrepreneurs. These entrepreneurs usually
face hurdles like limited access to finance,
unfavourable policies, regulatory barriers,
lack of access to markets as well as lack of
access to trusted networks. By removing
many of these hurdles, Karnataka offers
enormous opportunities and a level playing
field for women who want to set up and run
any type of business.
Karnataka’s
population is 64m,
close in number to
the UK. It has
become the hub of
the IT industry with
a growing presence
in the city of
Bangalore. With one
of the highest economic growth rates of all
states, the region has been a huge contributor
to the progress of the country. The major
contributors to the Karnataka economy are
agriculture, mining, IT and tourism. It also
has a number of small scale and cottage
industries and recorded the highest growth
rate in terms of GDP and per capita GDP in
the last decade compared to other Indian
states. So this change is important.
The state was formed in 1956, with
the passage of the States Reorganisation
8 | Entrepreneurs & Innovation | April 2016

International India
Act. Originally known as the State of
Mysore, it was renamed Karnataka in 1973.
The capital and largest city is Bangalore. It
is bordered by the Arabian Sea and the
Laccadive Sea to the west, Goa to the north
west, Maharashtra to the north, Telangana
to the north east, Andhra Pradesh to the
east, Tamil Nadu to the south east and
Kerala to the south west. All of these allow
routes for trade and business. The state
covers an area of 191,976 sq km (74,122 sq
mi), or 5.83% of the total geographical area
of India. It also possesses a grand old history.
Karnataka ranks third in the country for
women entrepreneurial activity and is home
to 103,169 female-owned enterprises. The
total investment on women’s enterprises
totalled $404 million in 2012-13 and created
460,000 (0.46 million) jobs. The fourth
Medium, Small and Micro Enterprises
(MSME) census shows that four states
— Karnataka, Kerala, Tamil Nadu and West
Bengal — together have 51.9 per cent of the
country’s women-owned businesses. The
Karnataka Government has taken further
policy decisions that support women
enterprises. The New Industrial Policy
2014-19 merits a special mention.
Women entrepreneurship is one of the
thrust areas in the Karnataka government’s
New Industrial Policy 2014-19, which says
the aim of the government is to encourage
female entrepreneurs and “…give a special
thrust to women entrepreneurship and to
improve the contribution of women
entrepreneurs and facilitate creation of
more women enterprises in the state in the
next five years”. In this policy, enterprises –
promoted either as a proprietary concern or
a partnership firm/private limited company
where all the partners or directors are
women – will be given special concessions.
This is just one example. Wherever one
looks, women are beginning to take the lead,
creating new cultures, new opportunities
and generating change.
India is no longer the country of the
traditional stereotype. It is becoming
a country advancing at the same speed as
its more developed partners and why?
Because it creates a strong economy.
Look out for India as it is becoming a
real centre for investment.
Female entrepreneurs of India: Pictured clockwise from top left are Anu Sridharan, Leila Janah, Aditi Gupta,
Suchi Mukherjee, Ajaita Shah, Saloni Malhotra and Gloria Benny
epmagazine.co.uk | 9

Comment Collaboration
A MARRIAGE BETWEEN
CORPORATE AND
ENTREPRENEURS
Working together for mutual benefit
One can argue that the gap between corporate cultures and
entrepreneurs has never been larger, but the counter is that
they have never needed each other more. EP
explains
We have often made reference
to the world changing more in
the last five years than in the
previous 15. Innovation is
creating new service expectations and
solutions, so that the corporate and their
customers are seeking and needing to
find cutting-edge ideas and concepts that
can create a competitive edge.
One of the major differences of recent
times is that the brand is no longer king and
has to chase and court the consumer. The
brand alone no longer guarantees success.
Therefore companies have needed to
embrace innovation in order to raise their
game and ensure the customer stays loyal.
Starbucks is often cited as one great
example, but all corporations today need to
have an eye out for innovation that can help
them engage more effectively with their
customers. It is interesting to note that it is
reported that the Wagamama app, which
allows customers to pre-order and pay
with almost no interaction with the staff,
has led to an increase of 20% of customers
in the restaurants where it operates.
However, some will counter that
customers are looking for higher service
standards and that the real differential today
for hospitality lies in better welcomes and
service levels. The truth lies with both.
Innovation allows for better organisation,
communication to key audiences and service
levels, which all create a point of difference.
The actual product must not be forgotten.
Consumers are travelling more, learning
more and are more curious to try products
from all round the globe. A recent research
report has shown that Middle Eastern
cuisine and Korean cuisine is more popular
than Spanish foods in the UK. This does
mark quite a change, but the consumer
wants to eat more healthily and while
experiencing new tastes.
Entrepreneurs today are seen as sexy and
in tune. Consumers relish the rise of the
entrepreneurial culture in hospitality as it
brings new tastes and products for them to
enjoy. One of the entrepreneurs that EP
works with has created an exotic drink
membership, which each month delivers
a series of unusual spirits from around the
world that one will not have tasted before.
Entrepreneurs today are generating
a creative force of new products entering the
market that are raising the bar in both foods
and innovation. These include flavoured
tonics, new artisan breads and cakes,
gluten-free products, new food menus
and concepts, sustainability and eco-friendly
products and digital innovation. It is asking
questions of the corporates that need to
match entrepreneurs in energy, and the best
way is to develop allegiances that create
a win-win for both sides. The entrepreneurs
can provide innovation that the corporates
need and, vice versa; the corporates provide
business that entrepreneurs need.
The banks have yet to return to the centre
of the game, and while they stay on the
sidelines the entrepreneurs have found
new solutions for funding and managing
capital. Arguably, there has never been more
need for the old school-style bank manager
but that will never return, so instead we
witness corporate investing in entrepreneurs
in a way that has not happened before.
“Companies have needed to embrace
innovation in order to raise their game”
10 | Entrepreneurs & Innovation | April 2016

E V E N T S
With training at its forefront,
SilverLine Events has set the
bar for quality and excellence
in the staffing sector. With
partnerships with 82,000
seat stadiums to the highest
skyscraper in Europe,
its collaboration with
hospitality vanguards
allows them to lead
in innovation and
experience.
The directors
(Jorge & Callum)
have based their
business model on their
unique team. They both clearly state
that making sure all team members are
made to feel welcome and supported is crucial
to getting the very best out of each individual.
The SL brand is the new generation of a
staffing agency – a flag of fairness and
transparency for every employee in terms of
fair hours, pay and opportunity but also for
their clients who save on average 20% on staffing
costs. They exhibit a fresh and modern take on
the hospitality world, giving every single client
as much attention as they deserve. There are
no bounds to how hard they are willing to
work to ensure the satisfaction of their clients.
Discover a new passion for staffing,
Discover SilverLine Events.
Waitering | Bartenders | Welcome & Greet | Mixologists | Management
www.silverline-events.com | Tel. 020 8301 8459

Comment Building a business
Is experience
vital to the
entrepreneur?
EP examines the key attributes of a successful entrepreneur
“Do you think you are qualified to run your own business?”
is the most common question posed to entrepreneurs
Often asked with some
aggression, or in a patronising
tone, and by those who have
never themselves taken
the risk, it is a question that is rarely
constructive, as it will provoke the arrogant
and embarrass the uncertain. But it does
highlight the question of what makes anyone
think they’re qualified to run their own
business. Is there an age or a level of
experience before which you’ll sink
and after which you’ll swim? If you
were writing a job description for
‘Entrepreneur’, where would you start?
It also leads to the secondary question as
to whether experience is the key commodity
for success. When our Chairman group
was asked at what age they first became
directors, the average was 28. At the same
time, the average age of our Emerging
Leaders’ group – those on the way to board
level – is 33. The age of 28 is seen to be too
young today, but the Chairman generation
was arguably a golden age of leadership
for the industry.
So is experience really the key commodity,
or is it the skills that the entrepreneur
possesses? Dismissing the ambitions
and prospects of a budding entrepreneur,
purely because of their age or corporate
experience, is at best short-sighted and, at
worst, a view rooted in poor judgement.
There are two key points
for consideration:
1. Truly successful entrepreneurship
is about risk taking. It is about being
innovative, and often with a naive belief.
Many struggled with the commercial model
for Facebook even after it was acquired.
Yet Facebook really was innovation at its
best, stood for a strong value set and
represented a new era.
Henry Ford (pictured) once said, “If I had
asked people what they wanted, they would
have said faster horses.” It is about taking
that leap of faith and having the confidence
and conviction that your idea might solve
the problem that countless entrepreneurial
predecessors failed to address.
2. Those who are not particularly innovative
but are successful often possess a high level
of skill in personal traits – whether building
relationships, influencing people,
perseverance, mental strength and energy.
The one thing it is not about is experience.
It really does not matter how intelligent
one is. In fact many intelligent people
struggle to understand how entrepreneurs
12 | Entrepreneurs & Innovation | April 2016

Feature Remotely qualified
“Truly successful
entrepreneurship is about
risk taking. It is about
being innovative”
can be successful, as often the ideas are
strikingly simple and yet they work. It does
not matter how many degrees or MBAs one
has, or how much experience of working
within a corporate structure. In fact, these
could be barriers to success. The real
question is, “Can you build a plan from
a blank piece of paper?”
Many of us dream of our employers giving
us the freedom to innovate and build a plan
– until the moment that wish is granted and
then panic sets in. Nothing is more likely to
induce real fear than giving them a blank
piece of paper and saying, “Have a go.”
Of course there are many factors that
come into play when considering
entrepreneurship, and the most important
is attitude. It takes courage to believe one
can take ownership of one’s life and career;
that one can make a difference and build
something that adds value.
It takes belief to create a vision and
attitude to put it into action. Experience is
not key as often experience will have taught
one that one has to do something in a
certain way, and the entrepreneur will look
at it through a different perspective. It is
this perspective that creates evolution and
development and challenges the norm –
“We didn’t know we couldn’t do it, so we did.”
What makes entrepreneurs so engaging
is their genuine belief that they can create
something. They have a positive belief that
they can achieve something. One could
argue more companies could gain from such
belief and energy to facilitate real change.
So maybe the real question to the
entrepreneur is not about their experience
but to ponder why they believe they can
create change. Many businesses set up every
year and many fail. There are many hard
luck and sad stories, but one often finds
that the successful entrepreneur will fail
but learn, adapt and eventually succeed.
Running one’s own business exposes every
weakness in one’s character, and often
openly, but still they accept that, and work
hard and prevail.
It would seem that experience is, arguably,
of little value for this test. Mental fortitude
may be better to consider.
epmagazine.co.uk | 13

Comment AlixPartners
Funding innovation
and growth
Graeme Smith Managing Director, Corporate Finance, AlixPartners, and Tom Cox Director, Debt Advisory, AlixPartners
Although banks are still in the market for funding start-ups, they’re
no longer the only game in town. Graeme Smith and Tom Cox of AlixPartners
look at the alternatives available to businesses at all stages of growth
For today’s entrepreneur, the options
available for funding concept growth
can be rather daunting. Gone are
the days of simply approaching
your bank manager to secure a loan, often
backed by personal assets to fund expansion
or product development. While traditional
banks are still in the market, alternative
financing options have grown dramatically.
High-growth businesses (and investors)
have become more sophisticated, demanding
capital for myriad reasons – to secure the
second or third site through a leasehold
premium; invest in infrastructure, website or
app development, or simply to fund working
capital and mobilise new contracts.
Often the entrepreneur’s challenge is to
persuade investors that a ‘new’ concept is
sufficiently robust to justify capital outlay,
especially where any return is unlikely to
be immediate or indeed provide any cash
return for several years. What is critical is
that innovators must themselves be invested
in the project financially (and emotionally)
but also have a well-developed business plan
that articulates the opportunity in detail and
maps out the next phase of development.
Any investor will challenge this plan but
(hopefully) also provide guidance to help
innovators refine and improve their vision.
Debt finance: growth and venture loans
For some, the idea of debt finance is a
non-starter. We often hear entrepreneurs
explain that they will never burden their
business with debt when there is a risk of
losing the keys if they cannot service the
obligations that it brings. That said,
entrepreneurs are attracted to debt finance
because it facilitates retention of as much
ownership and control of their company
as possible and financial upside inherent
in equity. It also limits the fear that a new
equity financing partner might seek
to change the way an innovator operates,
changing the very essence of the concept
and why it was successful in the first place.
In reality, debt finance can be an attractive
option for high-growth businesses once
funding requirements reach a certain scale
(often £500,000 and above) and
entrepreneurs want to secure cheaper,
long-term capital more than equity.
The most traditional and common form
of debt is provided by banks. More recently,
private credit funds have entered the market
to provide companies with an alternative
source of finance. Typically, funding is
provided in the form of revolving credit
facilities (similar to bank overdrafts) or
a fixed-term loan by a bank or credit fund.
These debts are the most senior in the
capital structure, taking precedence over
other debts if the company is sold or
becomes insolvent. This security is
supported by maintenance covenants that
require interest to be paid and the facility
repaid in full over time and by a certain date.
These protect the banks or fund, enabling
them to provide what is typically the lowest
cost of finance (say 3% to 8% per annum).
On the negative side, debt carries the main
risk of redress in the event the company
cannot meet its debt obligations and a lender
may seek to take control.
A number of high-growth businesses have
secured debt finance recently to fund growth
plans. One example is Pho (advised by
AlixPartners), the Vietnamese casual dining
chain, which raised roll-out financing last
year from NatWest (RBS) to open new sites
across the UK. Similarly, Santander has
supported a number of high-growth
businesses through its Growth Capital
programme, funding SMEs that have
advanced beyond start-up. The programme
provides mezzanine loans over two to five
years (ranking behind any senior debt in the
company) at a higher interest rate of 10%,
of which 5% is paid quarterly and 5%
capitalised or ‘rolled up’ on a compound
basis over the life of the loan. This is subject
to a higher risk analysis but provides
additional cash flow to reinvest. Several
high-growth businesses such as Red’s True
Barbecue, Tortilla and Vital Ingredient are
reported to have raised capital from
Santander’s Growth Capital programme.
Equity finance
While debt may be an option considered
once an entrepreneur has started to generate
a sustainable income stream, equity is likely
to be a more flexible option in the start-up
and early phases of development.
Equity provides no fixed term or
repayment requirements and there is no risk
of insolvency if the company or individual
14 | Entrepreneurs & Innovation | April 2016

Comment AlixPartners
does not meet the expectations of its funders.
The return offered is primarily through
dividend payments from annual cash flows
or through the sale of shares to a third party
at a value calculated after deducting the
outstanding debt of the company, hopefully
at a premium to the value originally paid.
This flexibility comes at a price. In return
for taking extra risk (compared with debt
finance), equity providers typically want a
say in how the company is run, often with
a seat on the board. Another potential issue
is that equity providers require much higher
returns than debt providers – whereas debt
providers may be happy with 5% to 10%,
equity providers may expect 20% to 30%.
The good news is that equity is flexible
and can be obtained from multiple sources
that will suit an entrepreneur or business
at different stages of their development.
Crowdfunding and business angels
It is perhaps the success of concepts such
as TV’s Dragons’ Den that have driven the
growth of crowdfunding and business angel
investments. Here, entrepreneurs seek
project finance by raising microfinance
(£5,000 to £100,000) or more substantial
funds (typically up to £500,000 but
potentially into the millions) from a large
number of people, often through internetbased
subscription sites such as Crowdcube
or Seedrs. It is ultimately concept driven and
relies on mass buy-in, but can be an effective
means of raising capital without divesting
substantial equity in the start-up, where
investors are passive and have few rights.
From an investor’s perspective the
challenge is business scrutiny, and while
this has improved, it lacks the rigour and
accountability of other funding options. One
of the most successful UK crowdfunding
projects is BrewDog, the Scottish brewer
and bar operator, which raised more than
£4 million in 2013 (Source: Peach Report).
Wackier investment rounds include funding
concepts such as Lady Dinah’s Cat
Emporium, which raised over £100,000 in
2013 to finance the UK’s first cat cafe based
in Shoreditch (Source: Company).
Crowdfunding may be a viable option at the
early stages of development, but is unlikely
to be the answer for long-term growth. As
a business expands it may require a larger
pool of capital and can often benefit from
the input of experienced investors.
Private equity and venture capital
As businesses reach relative maturity (in the
start-up sense), more sophisticated Private
Equity (PE), or Venture Capital (VC)
finance may be an option to fund the next
stage. PE and VC investment refers to capital
provided by a fund where the shares are held
“High-growth
companies are in
demand and the
potential sources
of investment have
become more
diverse as funding
sources seek to tap
into this demand”
privately by the fund rather than quoted on
a public market. Funds are often set up to
invest in companies of a specific size and
several have made successful investments
in high-growth concepts (eg Smedvig,
Livingbridge and Palatine Private Equity).
These funds may not require a majority
stake in the business, but they will want
protection through legal documentation
to be able to take steps, such as to remove
managers, in the event of material
underperformance. In addition to providing
capital, these funds often help businesses by
providing advice. They have often been
involved in similar high-growth businesses
and can bring the benefit of this experience
to their current investee companies.
The Business Growth Fund
The Business Growth Fund (BGF) was
specifically set up in 2011 to help Britain’s
SMEs and backed by five banks – Barclays,
HSBC, Lloyds, RBS and Standard Chartered.
Its purpose is to unlock the potential of
fast-growing UK businesses that need
long-term capital. The fund will make
investments of between £2 and £10 million
for a minority equity stake and a seat on the
board. Several businesses, such as Boost
Juice Bars, Camino and Peyton and Byrne,
have benefited from BGF investment
(Source: Business Growth Fund).
More recently, BGF Ventures was set up
as a venture fund (investing between £1 and
£6 million) for earlier stage UK technology
companies developing software, consumerbased
innovation and new business models
that are capable of disrupting consumer or
B2B markets and which may provide an
attractive funding route for tech-focused
entrepreneurs in the hospitality sector.
Conclusions
You should always seek independent advice
when taking important investment decisions.
Each of these sources of growth capital come
with their own considerations and will fit
a business or individual at different stages
of their development. Choose your option
carefully, but enjoy the ride on the way.
Disclaimer: The opinions expressed are those of the authors and do not necessarily reflect the views of AlixPartners, LLP, its affiliates or any of their respective other professionals
or clients. This article is the property of AlixPartners, LLP, and may not be copied, used or distributed to any third party without the prior written consent of AlixPartners.
epmagazine.co.uk | 15

Operating concepts Dry Martini
The return of
the Dry Martini
EP talks to Gioele Camarlinghi, General Manager of the Meliá White House hotel
Tradition is important – in a fast-moving society, we are attaching
more value to roots and history. Brands are revisiting their heritage.
This is particularly apparent in the world of cocktails and bars, such
as the Dry Martini bar housed in the Meliá White House hotel
Launched last October, Dry Martini is
the London outpost of the Barcelona
original, which opened in 1978, is
run by Javier de las Muelas – widely
regarded as one of the world’s very best
mixologists and came fifth in The World’s
50 Best Bars 2015. “We thought it was the
perfect concept for London, a destination
venue that offers something a bit different to
other options in the area,” says Gioele. “In a
market as competitive as London, it’s
important to bring something different to
the norm, but also something that’s proven,
which Dry Martini is.”
The London Dry Martini bar is in the
very capable hands of Martin Siska, who
was previously Head Bartender at Brown’s
Hotel in Mayfair. Javier de las Muelas
always mixes his Martinis with gin, not
vodka, something mirrored in the London
branch. “We wanted to remain true to the
original concept in Barcelona, to remain
close to what makes it successful and to stick
to Javier’s recipes,” says Gioele. “So while
customers can of course order vodka
Martinis, our standard is to serve them
with gin. There are 80 to choose from so
there should be something for everyone!”
The vintage aspect of the bar is something
that we’ve seen more and more of in the last
few years – old-fashioned venues popping
up with a prohibition theme, or an air of the
60s; bars that specialise in cocktails such as
gimlet, mint julep and old fashioned, or
Cocktails: The Drive Me Crazy is popular
16 | Entrepreneurs & Innovation | April 2016

Operating concepts Dry Martini
a sherry list – while still being aimed at a
wide range of age groups. We have visited
new restaurant concepts that boast a
Martini trolley, so guests can have their pick.
Speakeasies account for a large percentage
of new bar openings in London, Manchester
and other cities around the country, and the
heritage trend is showing no sign of slowing.
“We are in central London, there is clearly
not a shortage of bars to choose from, but
what makes customers come to us is the
fact that they are experiencing something
a little bit special. The bar came 42nd in
the world’s best 50 bars and the focus on
authentic cocktails with ingredients of
excellent quality, plus the luxurious and
spacious feel of the bar itself means it’s very
different to venues you might find in Soho
or Shoreditch, for example.”
Dry Martini feels luxurious with its dark
wood and chequerboard floor design, set off
with bursts of colour from mismatched sofas
and large, comfy chairs, making it elegant
but comfortable. It manages to celebrate
both heritage and innovation while
remaining relaxed and stylish. The copper
bar stretches along one side with a threemetre
section dedicated to creating one of
the 100 Martinis on the menu. Every time a
guest orders one, it is added to the digital
tally on the wall and they are issued with a
stamped certificate, another nod to the
tradition of the original venue. At one end
of the bar you’ll find sparkling glass shelves
that hold home-made cordials and syrups,
housed in eclectic glassware.
Speaking of eclectic, the theme continues
through the menu. There are classics, of
course, including the cocktail of the hour –
the perfectly made Dry Martini. But you’ll
also notice Javier’s take on traditional
offerings in the ‘Eccentric’ section –
creations involving innovative techniques
and ingredients, and unusual glassware and
presentation. The Carnyvore, for example,
is served on a frozen flower nestled on
a bed of moss and dry ice, with flavours
of Szechuan pepper, pisco, strawberry
and passion fruit.
Dry Martini was formerly Longford’s,
a traditional hotel bar with little character,
and while there was custom from hotel
guests it was certainly not a destination. The
The Jigger: a fabulous mix of rum
and fruit that’s made for sharing
“Our staff’s creativity and attention to
detail means customers are happy and
they give us some great feedback”
new concept has reinvigorated the options
in the hotel, and exposed it to a new London
market. The White House opened in 1936
and was originally luxury apartments. The
1930s architecture remains, and it has more
than a whisper of art deco about it, which
suits the vintage feel of the bar nicely.
In terms of what’s popular with customers,
people will of course order their favourites,
but part of Dry Martini’s ethos is to try to
educate and encourage people to broaden
their horizons. “We try to make guests aware
of our heritage, that we have a long history
and know what we’re doing!” says Gioele,
laughing. “As with any good bartender, if
customers are unsure what to choose, we ask
what they like and we create something to
reflect that, something they may not have
considered. It makes the job interesting, and
our staff’s creativity and attention to detail
means customers are happy and they give us
some great feedback.”
One of the challenges facing Dry Martini
is making customers aware that it’s there –
Gioele Camarlinghi General Manager, Meliá White House
nestled inside the Meliá White House hotel,
it isn’t visible to passers-by on the street
and doesn’t have the natural footfall of
other venues. “We knew this would have
to be a focus for us, creating awareness
of Dry Martini’s location and ethos,”
explains Gioele.
“It has to be a destination, so our target
market includes those living and working
in London as a whole, as well as the hotel
guests of course,” he adds.
“We are seeing more and more guests
who come into the hotel specifically to
go to Dry Martini, which we haven’t really
had in the past and isn’t common in a
four-star hotel. It’s a great start for us,
and we hope to see our success continue.”
With that in mind, perhaps there is
scope to roll out the concept to other
locations – with its offer, the combined
experience of Gioele and Martin, the
current popularity of atmosphere, heritage
and tradition, and bearing in mind its
success so far, it may not be a bad idea.
epmagazine.co.uk | 17

Operating concepts The ONE Group
Upping the tempo
EP talks to The ONE Group founder Jonathan Segal and Europe COO Adam Elliott
The brand alone is no longer as effective as it once was. Today’s
battleground is the customer experience, and The ONE Group
are experts in delivering above expectations. An award-winning
restaurant group in the US, they have brought their knowledge
to the UK and Europe – and the market is responding
Change is taking place across
both society and hospitality.
The last few years may have
been regarded as an age of
austerity but interestingly it seems this
is an era of extremes. Some are very
cost-conscious and trade conservatively
while others are seeking experiences that
offer a sense of excitement and indulgence.
What is certainly true is, whether trading
conservatively or indulgently, the customer
experience has become paramount.
This will differ between markets. In
hotels, the service ethos is more proactive
and personalised. In events, more is often
invested in surprising the guest via visual
engagement. In restaurants and bars, the
vibe and energy is central. Coupled with
all this, customers today are international
in taste and style and they seek hospitality
partners that are international in approach.
The increase in customer expectations
has led many operations to outsource core
expertise and skill rather than retain them
in-house. Being a good generalist is no
longer enough. Each service offer needs to
be competitive and engage the consumer
effectively. It used to be that hotel F&B was
not as strong as the counterparts on the high
street. Now, hotels aim to attract customers
to the venue for their restaurant offerings.
It is not just hotels either. No longer can
stadia and venues just be major attractions
for short periods and remain commercially
viable. The economics of the management of
either a sports team or a high-profile venue
have become more complex and expensive.
Again, the customer experience is on the
agenda in operations that traditionally only
focused on the core event. Today, they need
to be centres of the community, able to
draw the audience to them even when they
are not hosting a major event or occasion.
To add to the social changes that are
taking place, there is a return to a real desire
for community spirit. However, there are few
natural community centres. Both hotels and
sports stadia can fill that void, but they need
to change their approach. They need to be
proactive and create more interaction.
As a result, companies such as The ONE
Group become important partners, as they
understand the psychology of engaging with
customers 24/7. They bring with them a
different mindset to the traditional and work
hard to maximise revenues in partnership.
The company was founded by Jonathan
Segal in 2004 in New York. Today The ONE
Group operates across the US and Europe
and are in discussions with operators in the
Middle East, Asia and Africa.
Jonathan explains, “Most restaurateurs
will understandably be very focused on the
experience at the table. They want each
guest individually to have a great experience.
Our differential comes from the focus we
place on the variables affecting the dining
experience – we are just as interested in
what’s going on in the room as what is going
on at the table. Think about the story often
repeated by typical restaurant customers,
‘The meal was great, but…’ and a list of
disappointing elements of the room follows.
The energy and ambiance of a room are
capable of creating the difference between
a success and a failure. You can have a great
experience while in a lousy room, but the
detrimental factor in that moment still
impacts your final memory. We are all
about the full experience.”
The ONE Group has been winning awards
in the US and Jonathan is determined to see
18 | Entrepreneurs & Innovation | April 2016

Operating concepts The ONE Group
All change: Jonathan Segal (left) and Adam
Elliott focus on the customer experience
the group be just as successful in the UK
and Europe. They opened in London in
2012 and some could argue that, at the
time, they were slightly ahead of the curve.
But today, operators are waking up to the
importance of the full customer experience.
The result is that the group is consistently
being approached with partnership
opportunities, as operators understand
the need for change and consistent
customer engagement.
Add in all the opportunities for growth
across the international spectrum and
suddenly one can understand why The
ONE Group recently appointed the highly
experienced Adam Elliott as COO of
“Most restaurateurs will be focused on the
experience at the table. Our differential
comes from the focus we place on the
variables affecting the dining experience”
EMEA for the group. Adam had been CEO
of US caterer Centerplate in the UK and
had led the sale of Lindley Group to
Centerplate in 2013. He left Centerplate
in 2014 and had been seeking a new
challenge but one that could use his skills
Jonathan Segal, founder of The ONE Group
and talents in a different way. “I wanted a
change,” he says. “I had been operating in the
sports and concession sector for a number
of years. I loved it but I felt that the market
wanted and needed a shake-up – some
genuine change to the status quo. I wasn’t
epmagazine.co.uk | 19

Operating concepts One Group
quite sure where that was coming from.
Then I started to do some consultancy work
to keep myself busy, and as I did, the
challenges that clients were experiencing
became clearer, as did the fact they also
wanted change and new options. When
the clients in a market want change then
change will happen one way or another.”
Adam considered a few opportunities, and
was close to returning to another key player
before The ONE Group enticed him to take
the lead in Europe and the Middle East.
He is a passionate, high-energy leader
that complements Jonathan’s style, plus he’s
open and straightforward with no hidden
agendas. He says, “I had the option to join
companies in roles similar to the one that
I’d built, but I just felt that The ONE Group
could be part of the change I see coming.
It appealed to be part of a company and
offering that can generate new opportunities
and be a positive influence on clients
in a number of markets –whether hotels,
sports, events or in venues.
“We are witnessing change across all
areas of the market,” he adds. “In times
past, we could split the industry into hotels,
“The old rules no longer exist and
there are new rules. This makes it
an exciting time. Today, it is all about
what the customer wants”
restaurants, concession, contracting and
events. Each sector talked to itself and
worked within set boundaries with few
rarely crossing over. Today, the boundary
walls have broken down and there is crossing
all over. Stadia today want strong brand
restaurants in their venues, and for good
reason. Hoteliers want strong F&B partners
that can help them increase revenues and
be engaging to the community. The old rules
no longer exist and there are new rules.
This makes it an exciting time, and quite
frankly there are so many opportunities
if the business proposition and basis for
partnership is right.
“Today, it is all about what the customer
wants. Big brands have had to change. The
Adam Elliott, COO, The ONE Group
ONE Group has, over the last 15 years,
created something unique that can challenge
the status quo.”
During the recession, many companies
in the hospitality industry downsized to cut
their losses, but The ONE Group grew from
a company with annual revenues of $6.3
million in 2006 to $126 million at the end
of 2013. Jonathan is confident that in the
next five years the business will more than
double, as it becomes more of a recognised
global brand and hospitality company. The
betting is that The ONE Group will go from
strength to strength as they understand the
battleground is the customer experience
and they are ahead of the curve in their
understanding and work in this crucial area.
20 | Entrepreneurs & Innovation | April 2016

Comment Ecovis Wingrave Yeats
ALL YOU
NEED IS LOVE
Martin Jones from the Ecovis Wingrave Yeats’ hospitality team reveals their supporting role
Every entrepreneur has a story about why they went into business.
It is usually not about making money – the reasons for making
sacrifices and testing their business are often far more complex
Entrepreneurs – like characters in
fiction – often embark on a journey
where they face challenges and
several may meet defeat. However,
some also go on to victory, building
businesses from scratch, generating jobs
and innovating new products and services.
If you are thinking of setting off on such a
journey, as well as checking the quality of
your product and management team, you
might want to consider the ‘love what you
do’ test as much as those key performance
indicators and Excel spreadsheets.
At Ecovis Wingrave Yeats, we work
with a lot of start-ups and entrepreneurs,
particularly in the hospitality sector. The
key issues that are the most challenging for
these businesses are obtaining funding and
valuation. Most owners when arranging
funding for their business tend to think that
debt is expensive and that issuing equity
(ie shares to an investor) is free money – the
bank doesn’t charge anything for that and
you don’t have to pay dividends at the start.
What they sometimes don’t understand is
that equity can be by far the most expensive
form of financing if the timing is wrong.
The secret in raising funds that will
finance the working capital your business
needs is to plan ahead. The ideal outcome is
to provide that working capital through debt
while your share price climbs through the
curve. Once it starts to rise strongly, that is
the time to go out and raise equity. The
problem here is that at the greater the point
of risk in the developmental stage of your
business, the harder it is to persuade anyone
to lend you the cash you need as a loan or
overdraft. And therein lies the challenge.
Raising equity early on, when your
business is worth, say, only £300k, will mean
that for every £10,000 you raise you will
need to give away 3.3% of the Company, so
raising £100,000 would mean you giving
away a third of your business. But hold on
until later and you may only need to part
with half that amount. If your business
is worth, say, £12m on sale in year six, then
going to your investors too early to raise
equity will have cost you £2m. Now compare
the cost of £100,000 of debt over that period
and tell us if it gets anywhere near £2m! The
dilemma is that equity finance is more freely
available to start-ups due to the SEIS/EIS
tax incentives available to investors than
debt from a bank. Crowdfunding is another
solution, but will tend to lead to a varied and
dispersed stakeholder base.
Trying to ensure the appropriate mix of
equity and debt, and therefore the right
balance of risk, is one of the most difficult
challenges an entrepreneur will face, but get
it right, and you will benefit enormously.
On to valuation. So you want, £120,000
for 5% of your company? Investors ask,
“What on earth makes you think that your
little start-up is worth £2.4m?” To which the
answer is, “My business is not worth £2.4m,
it’s actually worth nothing at the moment.
I need £120k to develop it further, and if you
invest then there is a good chance it might
well be worth a lot more than that. I’m not
prepared to part with more than 5%, so do
you want to deal or not?”
The truth is that it is virtually impossible
to value a start-up, particularly if it is
breaking into new territory. You can’t value
it on an earnings multiple because it is
almost certainly loss making.
Here at Ecovis Wingrave Yeats, we
understand how important it is that clients
trust us and know that we have their
interests at heart. Part of that is making sure
they know who they are dealing with, what
experience we have and what our previous
clients think of us. We can help you through
the start-up journey by offering advice on
strategy, accounting and tax planning.
So, when the next business plan hits our
desk for review and evaluation, we will still
include the usual financial tests (year one
detailed cash flow statement, balance sheet
and profit forecast, year two trend
statements), market tests (adequate
competitor analysis and market intelligence
summary) and management review
(experience and skills capability). However,
we will also add a fourth test – does the
entrepreneur behind the plan have energy,
drive and a genuine love for the business?
“The greater the point of risk, the harder it
is to persuade anyone to lend you cash”
epmagazine.co.uk | 21

Operating concepts The HQ Collection
Re-energising pub hospitality
in a local community
EP talks to Nick Thomas of HQ Collection and James Mackenzie of The Plough
Along with his wife Sandra, Nick Thomas – founder and owner of Qdos Entertainment –
has brought considerable investment back to their home town of Scarborough, via their
HQ Collection and in 2015, they joined forces with East Yorkshire chef, James Mackenzie,
to create The Plough in Scalby. EP
wanted to find out more
Nick Thomas (pictured) has had
a major impact on the world of
entertainment. Through a chance
meeting aged 10 with Ken Dodd
and master puppeteer Roger Stevenson
(creator of Ken’s Diddymen), Nick caught
the showbusiness bug and launched his own
puppet act, Tommer Puppets. In February
1975, aged 15, he exaggerated his age to 16 to
appear on, and win, the hit TV show New
Faces. Nick then turned professional and
appeared across the UK with the likes of
Dick Emery, Mike and Bernie Winters, The
Nolans and Larry Grayson. He also toured
the world on luxury cruise liners with teams
of Tommer Puppets touring holiday camps.
In 1981, having worked out that the
producers who employed him and the stars
who he worked with drove Bentleys and
he didn’t, Nick decided to start producing
summer season shows and managing the
talent in them. His first collaboration was
with ventriloquist Keith Harris (of Orville
the duck fame), which lasted 24 years.
Along the way, Nick and his colleagues either
managed or produced shows for stars
including Bobby Davro, Cannon and Ball,
Brian Conley, Shane Richie, The Chuckle
Brothers, Pauline Quirke and Linda Robson,
Lisa Riley and The Grumbleweeds.
Nick produced summer shows at every
UK seaside resort from 1981 to 2005 and
began producing pantomimes at The
Charter Theatre, Preston, in 1982. In 1999,
with 16 pantomimes throughout the UK,
he bought out his pantomime competitor,
Paul Elliott, which provided Nick with
the platform from which to create Qdos
Entertainment. Qdos bought leading talent
agency International Artistes in 2003 and
formed HQ Theatres in 2005. Qdos has
continued to grow both organically and via
a buy-and-build strategy led by Nick and his
senior management team. Qdos now has
more than 1,500 full-time employees over
18 locations.
Since its inception, The Stage newspaper’s
annual Stage 100 has accredited Nick as
one of the top 100 most influential people in
British theatre. In 2015, he was ranked 15th,
and his highest position was 5th in 2008.
Nick was first listed in Who’s Who in 2013.
He is a Vice President of The Royal Variety
Charity, which organises The Royal
Variety Performance. He is a fundraiser for
Great Ormond Street Hospital and through
his theatre collections he has raised over
£720,000 since December 2010.
Nick and Sandra’s HQ Collection, in
the villages of Seamer and Scalby near
Scarborough, includes The Mayfield hotel
and The Copper Horse Restaurant and
Cottages in Seamer, The Plough hotel and
The Yew Tree Café in Scalby. The Plough
hotel has been transformed with £1m
investment, and the influence of James
Mackenzie’s food at the very core. James
is best known as the owner and Chef at the
Michelin-starred The Pipe and Glass in
South Dalton near Beverley, which was
recently voted second in the UK’s Top 50
Gastropubs. In April, The Copper Horse will
re-open as The Copper Horse Bar and Grill
with a new menu overseen by James.
Following this, the refurbishment
of The Yew Tree Café is planned.
James Mackenzie is a man with his roots
planted firmly in Yorkshire, who started his
career path at an early age, working in a
kitchen when he was just 13 years old. He
22 | Entrepreneurs & Innovation | April 2016

Operating concepts The HQ Collection
Welcome: HQ Collection’s success lies in its
passion and understanding of the surrounding area
went on to train at Scarborough Technical
College (now Yorkshire Coast College) and
at various top kitchens around the country.
He returned to Yorkshire in 2002 as head
chef for Andrew Pern at The Star Inn in
Harome, North Yorkshire, and took over
at The Pipe and Glass Inn 2006.
It is easy to see that the collaboration of
Nick and James demonstrates a real passion
and understanding for the food culture and
community of Scarborough. Nick’s
headquarters and main home are still in
Scarborough, which is an important part of
the story. It was a town famed for being
one of the great seaside resorts for holidays
in the late 1800s and early 20th century.
It thrived in the days when people did not
travel abroad but rather to England’s great
seaside towns. International travel would go
on to become more open and cost effective,
so trade left the old town and it struggled to
retain its importance in the broader world.
Scarborough has always had a strong
community with a real passion for the
area and who worked hard to reinvent
the town. Understandably so, as the region
possesses some stunning coastal areas, the
“In a community, what matters
is not the brand but the pub itself
and how it engages”
Yorkshire Moors close by plus easy travel to
sites such as Castle Howard and Whitby.
Nick and James have shared this belief
and passion, and hence they invested
money and time into the creation of the
HQ Collection. In simple terms, two leading
local lights have worked together to
re-energise the traditional heart of the
community, and the re-launches have been
well received. Today the pubs boast great
cooking with local ingredients, local beers
and great hospitality. Nick has been
fortunate that his CEO of HQ Theatres,
Julian Russell, is also a genuine hospitality
expert, and this trio have created a base that
can now be developed.
It was not long ago that many predicted
the death of the traditional pub, so it is
fascinating that so many of the institutions
that have had their death predicted have, in
the last few years, reinvented themselves and
are beginning to prosper and thrive – the
cinema, books, butchers, vinyl and, yes, pubs.
HQ Collection may have started as a
desire to reinvest in Scarborough but now
provides a strong platform from which to
develop a gastropub business throughout
Yorkshire and beyond. There is an
understanding that, in a community, what
matters is not the brand but the pub itself
and how it engages. Nick has always believed
that his theatres and pubs need to be a
centre for the community and that his
brand/company should be secondary –
engage the audience with the power of
the product and excite them with a great
experience and then they will return.
It will be fascinating to watch the
collection develop and grow, and one thing
is for sure – it is in tune with the market.
epmagazine.co.uk | 23

Operating concepts Sophie Wright
An old-school
approach to success
EP chats to Sophie Wright, one of the youngest stars of British cuisine
Hospitality must be one of the very few industries where someone can
excel and achieve their ultimate aims by the time they are 30. With strong
support, natural confidence, a desire to be the best and a never-say-die
attitude, some truly break the mould and set the pace. Sophie Wright is
one of these high-flyers who has a story of an old-school approach
Sophie Wright was a head chef by
20, has experienced working in the
private sector around the world, is
a published author and has created
a catering company, as well as working in
recruitment and consultancy on numerous
projects. Very impressive for someone of
just 29 and different to the more modern
approach of switching careers several times
before settling on one route. By focusing on
her core interest and, clearly, her talent for
cooking, Sophie has
managed to grow and
develop a huge mass
of experience in a
short space of time.
She is young,
confident, inspiring
and passionate.
She speaks with the
experience of someone many years her
senior and is incredibly grounded. She has
worked her way up on a route not often seen
in her generation and one that many would
say cannot be achieved in such a short time.
She believes it began with her parents
providing her with the confidence to enter
a daunting world. Sophie knew she wanted
to be a chef from the age of 14 and puts the
foundation down to family meals and eating
well. This inspiration to go for the career of
her choice, aided by hard work, perseverance
and strong mental attitude, have pushed
Sophie to the very heights of hospitality.
“I entered college almost already knowing
that I could achieve anything set for me to
do. I loved a challenge from an early age and
knew I had to be in control to really enjoy
something. College was a world away from
my old all-girls school. It was very male
dominated with only three women in a class
of 20. Banter was the conversation of the
kitchen and there was an almost aggressive
“I loved a challenge from an early age
and knew I had to be in control to
really enjoy something”
edge to the work. It was in this arena that
I first realised I could be myself.
“Westminster Kingsway College was one
of the best catering schools in the country
and the teachers would invest so much time
in you if you invested yours too. The friends
I made are still close to me today and it
really did remind me of my family dinners
growing up, social occasions where everyone
would have fun and join in.”
Sophie now returns to her catering school
to give lectures for current students. The
classes have changed since she was a student
– the split between boys and girls is now
more 16/14, and Sophie places a special
emphasis on life as a chef. “I tell the class
that they can have a life outside of work.
The industry can sometimes display
a negative image but actually it is possible
to have a family while being a chef.
“I explain to them that it was important
for me to work the long hours while young,
and I learnt so much from those experiences.
As I grew I could then
move into a sector in
hospitality that suited
my needs. Contract
catering, depending
on where it is in the
country, can have
working hours of 7am
to 3pm, five days a
week and so this works when you’re looking
to start a family. Very different from the
80 to 90 hours in a busy restaurant.”
When Sophie finished college she went
travelling before looking to work in a
restaurant in London. While on her break
she was asked by a classmate’s father to
become Head Chef at the restaurant Beach
Blanket Babylon in Notting Hill. Before she
knew it, Sophie was looking after 200-plus
cover restaurants during Christmas and
solved a crisis for the restaurant after their
24 | Entrepreneurs & Innovation | April 2016

Operating concepts Sophie Wright
head chef walked out. She excelled with
flying colours and following the busy period
was given free rein, so she hired many of her
classmates and was able to recreate the
menus with a fresh new feel that matched
the venue’s soul. After two-and-a-half years,
other restaurants had opened and Sophie
was looking after three across London.
In what Sophie would describe as a lucky
break – although many in the industry will
know it takes hard work and lots of slogging
– Sophie was given the chance to appear on
several television cookery shows. Following
this, a publisher came knocking and two
book deals were confirmed.
“I was thrilled when the book deals came
in,” says Sophie. “I had never received so
much money up front before. Compared to
the wages of a chef this was a lot of money
and I was very grateful and started working
on the first book while still heading up the
restaurant. Soon I realised I couldn’t juggle
both successfully, and if I wanted to make
the first book the best I would need to
leave the restaurant. So I decided to take a
six-month break and started cooking in the
private sector to have enough money coming
in. I ended up cooking for celebrities and
wealthy families all over the world – I was
once flown by helicopter to prepare canapés
for a Russian oligarch after they had tasted
my food at another event.”
The books have followed Sophie’s career
path – the first was Easy Peasy, about how
to make meals easier; the second, Home at
7, Dinner at 8, showed how to cook quick
suppers after work; the third was Cook on
a Shoestring, for those on a budget.
In 2007 Sophie created her own catering
company – Sophie Wright Catering – and
now has clients that include football club
Manchester United and clothing firm The
White Company. “I always knew I needed
to be in charge of my own company, and
with my experience it seemed the natural
route to take. At the same time I work as
a consultant and recently completed a
project as Executive Chef with the
woman-only club Grace Belgravia.
“It felt natural to move away from
restaurants into contract catering. The
hours are more suitable for a young family.
Many would work for free when they are
young, and it does teach certain skills, but
I think there are too many restaurants now
opening with not enough chefs at the right
level. It is having a knock-on effect, with
some chefs reaching a level and becoming
stuck or others taking loopholes and ending
up without some key skills.”
Sophie has lots planned for the next few
years and is already working on a home
delivery project for young families. She is
also a panellist on Radio 4’s The Kitchen
Cabinet
with Jay Rayner and her next book,
Blooming Delicious (Vermilion), will be
published in April and again follows
Sophie’s pattern of life and is focused on
nutrient-packed and great tasting recipes
to enjoy during pregnancy.
Sophie is clearly an advocate of chefs
and catering in the industry. She has the
entrepreneurial spirit and has worked the
hard route to the top. By using her craft skills
and a smart approach to work, Sophie has
developed numerous business arms and now
puts her time back into helping young people
coming into hospitality. It is a rare scene to
witness, but by working hard and sticking to
a traditional skill, Sophie has become one
of the fast-rising high-flyers of catering.
epmagazine.co.uk | 25

Operating concepts The Dusty Knuckle
The Dusty Knuckle:
sourdough and philanthropy
EP talks to Max Tobias, founder and Managing Director of The Dusty Knuckle
The Dusty Knuckle bakery has been built into a thriving business that has
been trading full time since October 2014. What truly sets the business
apart however, is its commitment to the local community and to make a
difference to the lives of disadvantaged young people in London
Max has always been a fan of
bakeries and the idea of baking.
“I’ve loved bread since I was a
kid, eating it, making it – I even
made a batch for my grandad’s funeral when
I was 12, which turned out to be awful. After
that baking became an obsession – I was
determined to get it right.”
Despite a hankering for a career in baking,
Max began his professional life working with
young people who’d been involved with
violence or crime. Jobs included managing
gang prevention projects, mediating conflicts
and working on referrals from the police.
With steadily increasing severity in his cases,
Vision: Max works with his team to provide
employment opportunities for trainees
and more responsibility as he progressed,
Max became disillusioned with charity work
and the lack of funding that crucial projects
received, and wanted to continue an active
role in the community, but in a different way.
“I wanted to create more of an
environmental solution, where people
could use their hands and be creative, and
potentially down the line even make some
money. I wanted to create a brand that
people were proud to work for, that had
some prestige in the community.”
The Dusty Knuckle was born in Max’s
kitchen in Islington with him and his friend
and business partner Becca Oliver. Becca
has substantial experience in foodservice
and has spent a lot of time in commercial
kitchens, including a Senior Chef role at
award-winning Moro on Exmouth Market.
“The local community played a big part in
the development of the business. There’s a
pizza restaurant down the road called Sweet
Thursday and we were able to use the pizza
oven on Saturday mornings – the residual
heat from their Friday night service was
enough to allow us to cook 50 loaves of
sourdough,” says Max. As well as help from
them, the coffee shop The Place let them
use its fridges. From there he managed to
secure his first three wholesale customers
and developed enough capital to move into
a permanent space.
“There was an empty car park in Hackney
with a shipping container in it. We sent a
proposal to a charity called Bootstrap, which
held the lease on the car park, and we were
able to move in. We had a couple of small
business grants that enabled us to buy our
own bread oven, and there we were – a
commercial premises! Becca’s experience
was invaluable; she is now our Food Director.”
The Dusty Knuckle now serves a range of
breads (sourdough being the hero product),
generously filled sandwiches, pastries and
coffee for consumers, with the wholesale
26 | Entrepreneurs & Innovation | April 2016

Starting out: From the
humblest of beginnings,
the team has created
a real success story
“I wanted to create more of an
environmental solution, where people
could use their hands and be creative”
offer being mainly breads. Customers
include a number of notable restaurants
such as Smokehouse and The Good Egg.
The business ties in perfectly with the
current trend of customers seeking out
locally made artisan food where they know
about the provenance. A sourdough loaf
takes time and skill to make, as opposed to
factory-made loaves with the nutritional
value removed. It goes back to the concept of
craft and the boutique offering holding more
appeal than the bland, faceless, massproduced
product. Sourdough is also easier
to digest that your average white loaf, and
often those sensitive to gluten will find it less
likely to cause a reaction.
The social enterprise aspect of The Dusty
Knuckle is still paramount to Max. Work
with young people is carried out in two ways
– the team go offsite to teach baking classes
and develop relationships with vulnerable
young people, and they also manage
structured work experience placements
within the bakery. The target audience for
the scheme is young people who have
experienced barriers to work, such as a
criminal record, domestic violence or lack
of education, and the placements teach
communication, reliability and teamwork,
as well as more practical skills like time
management and negotiating public
transport – things others take for granted.
This year, Max has taken on four young
people who had experienced criminality
and violence. One of them is now on
the payroll and one has a full-time
apprenticeship in another business.
“I want The Dusty Knuckle to become a
flagship youth employment programme that
has a life-changing impact on vulnerable
people while maintaining high standards
of unpretentious, comforting food that
educates consumers on what proper
home-made bread really is.”
So what’s next for Max and his team?
“We’re currently seeking investment, as I’m
realistic about the fact that we need a solid
foundation to achieve our goals. The first
thing we’ll do is secure a site with more
space – we need a seating area in order to
become more of a destination and expand
our offer and grow. Then we can take on
more people through work experience and
other endeavours, which is a key part of the
mission.” Max is clearly competent, and has
a great team of advisors, including Bread
Ahead’s Matt Jones – himself a baking
success, having built a thriving business.
The timing for Max’s business is perfect
and his talent will take him far, both in
London and in time the UK. As he expands,
the sky’s the limit, both in terms of The Dusty
Knuckle and the future of artisan baking.
epmagazine.co.uk | 27

Operating concepts Italian food culture
Do we really know
what regional Italian
cooking is all about?
Marina d’Ischia goes in search of authentic Italian cuisine in British restaurants
Vitello tonnato, friarielli, gnocchi ripieni alle patate… how can
the UK access this rich and delightful selection of flavours
from a country where one of the biggest cultural foundations
is their gastronomy heritage? Marina d’Ischia explores some
brave independent operators who are on a mission to help
One of the best things about
Italian food is its variety.
From the German-influenced
northern region of Trentino-
Alto Adige to the exotic flavours found deep
in the Sicilian countryside, there couldn’t
be more contrasting tastes under one flag.
Tourists lucky enough to sample Italian food
by travelling the length of the territory are
often baffled at this. How can there be such
a huge difference between regions? Between
neighbouring towns?
In today’s world of globalisation and
travel, the real question here is how can UK
consumers access this true facet of Italy’s
enormous food culture at home? In Britain
and other countries, Italian dishes have
become a daily staple in most households –
think lasagne, pizza etc. Without a doubt, the
simplicity of Italian cooking – many dishes
are easily prepared with fewer than five
ingredients – has contributed to the easy
adoption of this cuisine in many homes.
So what is happening to the Italian
restaurant scene here in the UK? Any casual
dining ‘ristorante’ back home would serve
you its best specialities with ingredients
made on the premises for a price ranging
from €20-30. In the UK, we have had the
presence of the chains Pizza Express, Bella
Pasta, ASK etc, which in their own right are
responding to a specific consumer demand
for quick, easy staple Italian dishes. We have
had the celebrity chefs, ie Giorgio Locatelli,
Gino D’Acampo and their Michelin-starred
restaurants and TV shows. Bocca di Lupo in
London audaciously proposes a seasonal
menu with dishes labelled from each region
and the Polpo restaurant group allows the
discerning customer to sample cuisine from
the Venetian region at £40 per head.
As an Italian living in London, I often
struggle to answer my friends’ query,
“Where can we eat some good regional
Italian food at a decent price?” This brings
the question of how Italian food is different
abroad, and not just in the UK. Is it lack of
skilled chefs? Is it just that to get a decent
Italian meal in the UK, we must accept
paying at least £30 per head? Do chefs find
the products needed at high cost prices?
The cost price of products certainly has
an impact on profit, as does the saleability of
28 | Entrepreneurs & Innovation | April 2016

Operating concepts Italian food culture
goods. As restaurants have to hit a certain
GP to work with a healthy financial business
model, they might rush to open restaurants
with high GP earners as menu heroes.
Focusing on the restrictions of working
with a cost-effective supply chain, I spoke
to two players in the Italian restaurant scene
– Lello Favuzzi (left), Head Chef of London’s
award-winning restaurant L’Anima, and
Martin Hoenle, owner of Festa sul Prato in
up and coming Lewisham, south London.
Lello’s brigade is composed of 50 chefs
in L’Anima and oversees a simpler version
Martin and his partner, who are fervent
‘Italophiles’.” Festa sul Prato will be a
food-led operation in Lewisham (Martin has
acquired the lease for the former toilet in
middle of Lewisham Park). It will aim to be
a hub of Italian food with a large emphasis
on Italian produce and regionalism. This
will mean visiting Italy on a quarterly basis,
tasting, selecting, purchasing direct from the
producers. “I know I am giving myself a lot
more work,” says Martin. “But I feel this is
necessary to be true to what I want to
achieve in Festa sul Prato. I am lucky to be
able to work with this unusual model. This
is a standalone operation and I want full
control on what is sold.”
With the UK market’s obsession of
efficiency, it can have restrictions and lack
the ability to live the freedom and variety of
Italian cuisine. Thankfully, operators such as
Martin and Lello, while catering for different
clients, are helping us understand the
alternatives to chains focusing solely on high
GP items. Maybe some things are better
when they are not completely standardised.
Maybe we just need more individuality.
“Maybe some
things are better
when they are
not completely
standardised.
Maybe we just need
more individuality”
Photos by Jodi Hinds
called L’Anima Cafe just around the corner.
Having taken over the kitchen under a year
ago, Lello runs a tight ship while focusing
on menu creativity. “It’s not always easy but
I have more flexibility than other restaurants
as I have an adventurous clientele with a
higher disposable income,” he explains.
“I am extremely careful who I buy from
– many Italian products are made for foreign
markets, so are not a true reflection of our
terroir. Compared to 15 years ago when
I arrived in London, the UK supply chain
has improved, and as a Sardinian I can say
my region is well represented. It is still
difficult to educate the restaurant-dining
scene on what we mean by regionality.
The majority order what they know.
“That’s when I was introduced to Martin
Hoenle. He was referred to me by a former
client, as he needed help in defining his food
concepts and kitchen design for his soon-tobe
opened Festa sul Prato, an ambitious but
very intimate 100% self-funded project for
A taste of Italy: One of
Lello’s creations at L’Anima
epmagazine.co.uk | 29

Special feature Jerry Brand
Laying the ground for
future generations
EP meets Jerry Brand, owner of Caternet and founder of The Brand Foundation
He’s a controversial character, but there is little doubt that Jerry
Brand is a natural entrepreneur with an impressive record. So what
else is there for a man who has ‘done it’ four or five times? Simple –
start a self-improving charity to develop educational programmes
through helping entrepreneurs improve their chance of success
One of the great features of many
successful people is that they
are happy to give back to the
next generations. True to form,
Jerry Brand has freed himself from the daily
management of his businesses and brought
together a multitalented team of proven
heavyweights for The Brand Foundation.
“One of the primary drivers of being a
successful entrepreneur is change. Change
in finding a better way of doing something,
or in finding something no one has done.
Looking at this fast-growing marketplace, it
had to be different from the current ‘social
enterprises’ or ‘business angel’ groups,”
Jerry says. He feels they are all focused
on making money from entrepreneurs
at their most vulnerable point and so he
registered the Foundation as a charity to
make absolutely sure he is doing it for free.
“The three main issues with start-ups are
cash, customer fit with the idea/offer and
people. By creating a ‘self-improvement’,
secure, online business game that is free and
fun to play, not only can we help hone their
skills, we can help them potentially create a
better chance of success for their idea. They
will also understand what their business may
be worth versus how much cash they need to
raise and how to present that information
to potential funders. We will improve the
game through users’ feedback and provide
access to our alumni to use on future ideas.”
Online training sessions mean that
anyone, young or old, employed or not, can
join the online community and learn to be an
entrepreneur ahead of building their ideas
and going through the same process. Plus,
the charity’s purpose will be achieved, which
is ‘for the public benefit relating to the
advancement of education and knowledge in
the theory and practice of business’.
“It is important that secondary education
starts at 13 with business classes, so that our
‘whizz-kids’ know exactly what to do as their
ideas start to form in their minds,” says
Jerry. “The Government seems to be missing
out this group, so we see the Foundation
providing the data that we develop from our
delegates for our nation’s educationalists to
create those learning processes.”
Jerry is funding the Foundation start-up,
with ongoing funding targeted to come from
commercial and financial institutions that
can benefit from the software by using it on
their customers and/or employees, who can
help large corporates be intrapreneurial, so
fuelling growth of new areas of business. The
Foundation will also seek support from
Government and other related charities.
The Foundation has brought together
a diverse and multitalented group of trustees
that include Tim Parker, non-executive
chairman at the National Trust, Post Office
and Samsonite, and the former CEO of
Kenwood, Clarks, Kwik-Fit and the AA;
Hugh Green, a senior audit partner with
KPMG for nearly 20 years; Simon Hodson,
the retiring senior partner at DAC
Beachcroft; EP’s Chris Sheppardson; Ian
Page, owner of SkillGate Training, and
Professor Paul Burns, a leading academic in
the entrepreneurship field.
It really is a group of fascinating intellects,
experience and insight that are coming
together to support innovation and creative
talent. Jerry, though, is the heartbeat and the
driver for this foundation. He is known for
being controversial, but he has lived his
career and life in a manner he believes in.
In trouble at school, Jerry found a natural
home in catering and in 1988 founded
Russell & Brand. He courted controversy
and criticism with an open campaign against
rebates. But whether one agreed with him or
not, his company became the fastest
organically grown contract caterer on record
to date; was second fastest-growing private
business in the UK in 1995, and was bought
by Marriott for £15.8m in 1996.
In 1997, Jerry invested some of his wealth
in commercial and residential property, but
also £2m in the restaurant chain Orange
30 | Entrepreneurs & Innovation | April 2016

“It is important that secondary education
starts at 13 with business classes, so that
our ‘whizz-kids’ know exactly what to do
as their ideas start to form in their minds”

Special feature Jerry Brand
Balloon, with TV chef Brian Turner as the
Executive Chef. Frustrated with the slow
growth of the venture, which stalled at six
restaurants, two-and-a-half years later he
cut his losses and sold the assets to pizza
chain Ask, and in 2004 founded Host
Management. It can be argued that Host
was held back by his controversial views but
he was astute enough to bring on board Bill
Toner in 2010, quickly handing over the
reins to the more experienced man.
Despite many commentators suggesting
that the relationship wouldn’t last three
months, Bill took the company from a £14m
turnover to an exit for Jerry and merger with
CH&Co in 2015, creating a £190m player
and the fifth largest business in the sector.
Add in Jerry’s investments since 1992 in
EPOS and e-procurement technology since
2004, and here is a man who has lived and
breathed the ups and downs and still has an
enthusiasm for entrepreneurial business.
The controversial piece is pretty irrelevant
today. Jerry will always challenge the status
quo. That is who he is. He will generate
actions and it says much of Jerry’s influence
that he can bring together the Trustee group
above to support a cause close to his heart.
Much is written about entrepreneurs
every year. In this market it is a popular and
almost sexy subject as they are creative and
generate new ideas and change. However,
entrepreneurs are often self-made and are
successful in spite of the system and not
because of it. The UK has often been the
home of leading entrepreneurs. The Brits
are natural innovators, free thinkers and
have creative talents. It seems strange to say
there is work needed still to allow talent to
flourish, but there is. It still takes a huge risk
for entrepreneurs to take the leap into their
own business, and if a framework can be
developed to support talent and encourage
them to analyse their ideas and skills before
taking that leap, it can only be an advantage.
The timescale for the Foundation’s launch
is fluid, with the system architecture and
design currently being worked on. Trustee
Chris Sheppardson has kindly offered EP’s
ever-growing list of entrepreneurs to help
with testing the prototype, with the final
system targeted to be available towards
the end of summer 2016. The Foundation
website is live and is providing information
and the ability for people to be part of the
prototype testing as well as just registering
to be contacted when the games begin.
“I think it is very exciting and on a number
of levels,” says Jerry. “Firstly, we are working
hard to create an approach and system that
can analyse good ideas and also look at the
areas the entrepreneur has perhaps not
considered. There is a gap in the market
here. The banks are not as supportive of new
businesses as they once were. Entrepreneurs
have a vision but are often inexperienced
and do not have the skills to make their case.
What they do have is passion, commitment
and belief. These are powerful attributes and
if we can nurture those strengths, and fill
that market gap, then the Foundation will be
providing a positive service to everyone.
“Can you imagine a scenario whereby we
provide a system and process that can give a
“There are
too many
examples of clever
people telling
entrepreneurs they
are wrong only
to look a bit silly a
few years later”
far better chance of success to financial
investors and the banks? This has never
really ever existed before – everything
is reviewed impersonally against finance and
cash flows. Our point of difference is that we
do understand entrepreneurs and the
journey they need to go through, plus we
have significant experience and knowledge
in our Trustee group. Harness this
effectively and we can add value to those
starting out as well as funding.
“It is not our role to say to someone that
their idea is wrong, but to provide guidance.
There are too many examples of clever
people telling entrepreneurs that they are
wrong only to look a bit silly a few years
later. However, from our analysis we can
look at training needs and work on the
business plan with them. At the end of the
process we can provide a report that
explains the journey that they have been on
and confirms that they are ready to launch.
This could be invaluable for investors and
banks. We can also provide mentors and
coaches to support our entrepreneurs.
“Eventually, we want to go into schools
and universities and encourage the
innovators and creators of the future. We
want to encourage great ideas and good
thinking as this has been important to our
economy for many hundreds of years. The
instinctive and natural entrepreneurs will
always make it, but maybe through our work
we can allow for more innovation to happen
and that can only be good.”
Jerry talks with a calm authority,
confidence and passion, and it is clear
to anyone listening that here is a new
journey that excites him. “I know I have
been controversial at times, but we were
challenging a very established norm,” he
concedes. “I do feel that all my experiences
to date have prepared me for this challenge
and as a team we can build something that
will be of value to generations to come.
It will certainly be a journey!
“It will not all happen overnight, but we
are doing the right thing for the right
reasons,” he adds. “And yes, we will need
support and I hope that all groups –
corporate/industry, financial institutions,
entrepreneurs, Government and other
charities – rally round to support us.”
32 | Entrepreneurs & Innovation | April 2016

Comment Joelson Wilson
THE PITFALLS OF
ACQUIRING PREMISES
Niall McCann, from Joelson Wilson LLP, explains what to look out for
Given the present market, finding suitable premises for a business
when a liquor licence is required is one of the toughest challenges
for operators in the leisure sector. This is especially true for
start-ups but there are a few points to be aware of in advance
Searching for premises can take
time. Start-ups, having undergone
the tricky process of fund raising,
may have anxious investors
plying on the pressure for the business to
commence trading as soon as possible.
Therein lies the danger: potential tenants
fail to do the necessary due diligence and
end up with unwelcome surprises. So what
can be done to mitigate the risk? Here are
a few practical tips:
Do not take agents’ assurances
on face value.
There are some extremely good commercial
property agents. However, there are a
small percentage of rogues who can trip up
the unsuspecting operator. Never rely on an
agent’s verbal assurances in respect of hours,
conditions and licensable activities on any
premises licence. Always ask to see a copy
of the most up-to-date premises licence.
You do not want to find that, after wasting
considerable time and money, the premises
licence only permits the sale of alcohol until
11pm, for example, rather than 1am.
Check with a licensing specialist to
ensure that you can operate as desired.
Be particularly cautious if an agent says that
varying a premises licence to achieve later
hours or less onerous conditions is a ‘piece
of cake’. This is especially true if the
premises is located in a cumulative impact
zone, usually found in city and town centres,
where it can be particularly difficult to vary
the premises licence of a pub or bar.
Make the lease conditional.
Every restaurant or bar operator’s biggest
fear is to pay an enormous premium and be
lumbered with a high rent when they cannot
legally sell alcohol. The way to mitigate this
risk is to exchange contracts but ensure that
completion is subject to the grant of a new
or varied premises licence that is free from
onerous conditions (which could include,
for example, a requirement to have door
supervisors or restricted use of an outside
area). Again, such protection is especially
important if the premises is located in
a cumulative impact zone.
Check whether complaints have
been received.
While your proposed style of operation
might be ‘neighbour friendly’ it is generally
worth checking with the vendor and the
council’s noise team as to whether there
have been any recent complaints from
local residents. Once a premises has earned
a bad reputation it can be very difficult
to shift, and certain parts of the country
are renowned for having pockets of local
residents who can make operators’ lives
particularly difficult.
What about planning?
Planning and licensing are separate regimes.
Simply because the premises licence might
permit a bar to stay open until 2am, it does
not necessarily follow that the planning
permission permits such activity. However,
unlike licensing, initially breaching planning
conditions is not a criminal offence, but
a premises should operate as per the more
restrictive of the two regimes.
The above is merely a brief overview of
what to look for. Getting proper legal advice
at an early stage is imperative to avoid
having to rectify costly and time-consuming
mistakes further down the line.
“Once a premises has earned a bad
reputation it can be very difficult to shift”
epmagazine.co.uk | 33

Comment Peter Davies
DIFFERENT STROKES
FOR DIFFERENT FOLKS?
Peter Davies, Employment Tax Director and Head of Hospitality Services for WMT – Chartered Accountants, talks tax
Peter Davies questions if we can all expect the same treatment
from HM Revenue and Customs as Google recently experienced
The news that internet giant
Google has agreed to pay £130m
in back taxes to HM Revenue
and Customs (HMRC) has been
greeted with a range of responses from the
media and public alike. These extend from
grim resignation (“anything is better than
nothing”) to outrage that a business that
generates billions of pounds in profits – and
is an all-pervasive part of most people’s
browsing experience – has managed to ‘get
away’ with an amount which, for Google,
represents loose change.
Let’s be clear – no one is suggesting that
Google has broken any laws (and I’m sure
they have access to some very clever lawyers
and accountants to make quite certain of
that). Like many other tech giants and
international corporations, Google has taken
advantage of the vagaries and deficiencies
within the international corporate tax
structure to ensure that the country in which
their profits are taxed at the lowest rate just
happens to be the country where most of
their profits end up.
Of course, the only reason we actually
know that this deal with HMRC took place
is because Google asked for it to be made
public. Presumably, this was in the belief
that the news that they would pay some tax
would reflect well on them and any outrage
over the amount would be directed at
HMRC – which turned out to be pretty
accurate. Had Google not wished for
publicity, we would have heard nothing at
all about the deal. Various Parliamentary
committees have intimated they wish to
query HMRC regarding how the deal was
arrived at, but I would be surprised if they
uncover anything at all as HMRC will
doubtless invoke the mantra of ‘taxpayer
confidentiality’ as soon as any awkward
questions are asked.
For the rest of us the question must be:
is this right? I don’t know about you, but
my tax liability is worked out based on a
computerised tax return that I file online
once a year. The computer doesn’t allow me
to enter into any debate over what I should
pay, or offer me any sort of ‘deal or no deal’
over my tax bill (imagine though if, after
filing my return, I received a call from The
Banker offering me a chance to accept one
tax bill or gamble for another?). I don’t
get to sit down with senior HMRC officials
to negotiate the amount of tax I’d like to pay
and end up with a ‘sweetheart’ deal.
Maybe I’m being unfair. Maybe HMRC
dragged Google’s senior executives into their
offices, demanded the full £130m of tax
they believed due, and browbeat them into
“I don’t get to sit
down with HMRC
officials to negotiate
the amount of tax
I’d like to pay”
conceding and paying up. But the point is,
we’ll never know, and that’s not right.
The answer could perhaps be for very
large or public companies to be required
to publish their corporate tax returns. We
already insist on full accounts to be publicly
filed for large organisations while allowing
smaller businesses to file an abbreviated
version, so the principle of greater
transparency for the biggest businesses
is already established.
The concept of ‘taxpayer confidentiality’
is important. I don’t have any right to know
about my next-door neighbour’s tax affairs.
But when it comes to large organisations,
such as supermarkets, coffee chains, internet
retailers and the like where there is no
individual whose privacy is at stake, I should,
as a consumer, be able to use them with
confidence and not worry that my £2.50
latte apparently comes from Ireland, or
Switzerland, or any other of those famous
coffee-growing nations.
Public disclosure would surely also benefit
HMRC, putting to bed any suspicions of
favourable treatment and a culture of tax
liabilities being settled over cosy meetings
rather than in the same way as for the
majority of taxpayers and businesses.
If the media are to be believed, other
internet giants such as Amazon, Facebook
and Apple are also having their tax
structures and affairs scrutinised by HMRC.
Maybe they owe no tax. Maybe they owe
rather a lot. But we shouldn’t have to rely on
their willingness and the skill of their PR
department to have the comfort that they
are playing by the same rules as you or me.
Or, perhaps HMRC really will get Noel
Edmonds to give me a call next January?
34 | Entrepreneurs & Innovation | April 2016

Innovation myCircle
Coming full circle
EP meets Maggie Sanchez, CEO of myCircle
What happens when a highly talented team from a high-level
corporate world comes together with a vision for better entry
into the world of entrepreneurship? The answer may lie with the
story of myCircle – a team that has invested heavily in a belief
in the importance of cutting-edge cloud and retail technology
that supports hospitality companies in increasing revenues
Over the last few years, the
leading hospitality and
entertainment providers have
been struggling to address the
new consumer-led paradigm. Businesses are
encumbered by a legacy of often outdated
and expensive point-of-sale and back office
systems. The technology providers have
been slow to respond to new trends and the
need to innovate quickly. Cloud computing
and smart mobile devices have created the
ability to change the traditional interaction
between customers and service providers
to the benefit of both sides. Every major
hospitality service provider – be it a major
league sporting venue, hotel chain, casual
dining or coffee company – is looking for
a competitive edge that delivers increased
revenue, profitability, brand value and
customer connection.
With the latest advances in technology
– inexpensive cloud computing, commodity
smart mobile devices, agile software
development, an increasing array of
connected things (IoT) and the C2B
paradigm change – now is the time
to eliminate the reliance on legacy
disconnected systems and technology
providers, their associated high cost, lack
of speed, lack of innovation and inability
to deliver any unique competitive advantage.
This change lies behind the creation of
myCircle and is the vision of an almost
uniquely talented founding team. Often
those from the corporate world struggle
to adjust to the entrepreneur’s world, but
maybe this team can be the one that does
show it is just a general rule.
The three founders are Maggie Sanchez,
Jane Turner and David Alstadter. The story
of myCircle is about both the team and their
vision for a better approach. Will it succeed?
It should do, but they are still building the
business and so only time will tell. But as
a team, they bring real experience, intellect
and vision to the table.
So what is the story of the team? Maggie
was formerly Chief Commercial and
Marketing Officer of the Rio 2016
Organising Committee of the Olympic
Games; Global Marketing Director at
epmagazine.co.uk | 35

Innovation myCircle
Vodafone; Business Marketing Officer;
Western Europe at Microsoft and the
CEO and founder of Interactive Sports
Provider Network (ISPN). She has a BA in
Economics and International Studies from
Macalester College in the US and an MBA
from Harvard Business School – an
impressive record. She also has a desire
to see the world and learn and has trekked
across Africa, China, Nepal, Tibet and Latin
America, and hiked some of the world’s
highest mountains.
David is the former Director of
Commercial Sponsor Services for the
Rio 2016 Organising Committee of the
Olympic Games where he led sponsor
business development, marketing and
services. Previously, he was the VP of Digital
Strategy for Starbucks, driving new
technology strategies to revolutionise the
customer experience in store, on mobile and
online. David was also GM of MSN online
strategies, MD of Microsoft’s Global Media
and Entertainment Group and held
leadership roles at start-ups Supertracks
and ISPN, which pioneered online
ad-funded, subscription and pay-per-view
services for digital distribution of content.
Jane is the former Non-Executive Chair
of Digital Outlook, CEO of Bright Station
Ventures (a technology incubator group),
founder and CEO of mobile and social app
development company Noise Inc and former
Managing Director of Chorion Ltd, a global
IP, licensing and entertainment company.
Jane completed the Harvard Advanced
Management Programme in 2009.
So hardly a lightweight team, and one that
believes – and has invested their own money
– in improving the service between provider
and consumer. The market is changing and
brands now need to chase the consumer,
impact on the fan and club with frustratingly
long queues, hugely decreasing the sales
opportunities for merchandise, match-day
programmes, food and beverage services at
all levels and a poor overall experience
particularly for the fans.
“We worked with a UK-based football
club and their catering partner to deliver
a better service experience, delivering more
value to fans, and increased engagement
and monetisation performance to the
club and the catering partner. This meant
implementing a smart POS system and
a myCircles consumer app – a smartphonebased
app that enables fans to see the menu,
pre-order and pre-pay for food, beverages
and merchandise, and pick it up from an
express lane at the kiosk.”
And what were the results of this trial?
“We delivered an increase in customer
throughput of 10%. The myCircles mobile
“Our system provided better data
capture, analytics and insights to
key business performance indicators
and consumer information”
who is not easily won over by the power of
a brand. The pressure has been on to create
faster and better service so that the
consumer does engage.
“myCircle’s solution launched as a pilot
in the fall of 2013,” says Maggie, “and has
been live in the hospitality sector since
January 2014. We won business within
football stadia in the UK and the results
have been superb.”
Maggie is naturally engaging and her
passion for the product is clear as she talks.
There is no doubt that she believes that
myCircle can make a real difference to any
business. “Football, baseball and hockey
fans are all equally passionate for the sport
and their team. For many fans, it’s more
than just a sport; it’s a way of life,” she says.
“Unfortunately, the fan experience at the
stadium isn’t always the best it could be.
This often has an exponentially negative
consumer app ‘pre-order and pre-pay’ led
to 12% of total sales in just four matches
without any big promotional effort. We had
a proven three-point increase in special meal
deal purchases (from 4% to 7%), cross-sold
match-day programmes to 18% of F&B
customers (picked up at kiosks) and there
was an increase in ATV from £5 to £6.50.
“These results genuinely impact on the
bottom line. Moreover, we gave more data
and insight to the caterer on the habits of
fans so they could understand what more
was needed and what worked. Our system
provided better data capture, analytics
and insights to key business performance
indicators and consumer information.”
So what is next? “We need to engage the
market and grow. We know the technology
works. We know we can make a difference
and improve profits. We are tried and tested.
So now it is a path to the next level.”
36 | Entrepreneurs & Innovation | April 2016

Innovation The Welcome Team
HOW IMPORTANT
IS A WELCOME
TO A GUEST?
EP talks to Luci Perry, MD of The Welcome Team
“Your smile is your logo, your personality is your business card.”
A positive first impression is vital when building a relationship
with a potential client – you do not often get a second chance
It is said that when making a great first
impression, the first five seconds are key.
This tiny amount of time will create
a lasting impact and forge the direction
of a relationship. A warm and sincere
welcome gives a sense of caring and makes
people feel appreciated, as well as making
them feel that they have made a good choice
in using a business in preference to others.
Nurturing these relationships is a crucial
part of growing a successful business. In the
age of social media, it
is all too easy for
customers to share
a bad experience with
potentially hundreds
or even thousands of
people. It is more
important than ever
to create a welcoming and memorable
experience for a potential customer. There
are many statistics that support this:
■ 89% of customers started doing business
with a competitor after a poor experience.
■ Even in a negative economy, customer
experience is a high priority for consumers
with 60% saying they often or always pay
more for a better experience.
■ The average open rate for welcome
emails is 50%.
This idea is not a new one – people who
feel welcome are far more likely to return.
EP
met Luci Perry (pictured), Managing
Director of The Welcome Team Ltd, which
provides high-calibre hospitality hostesses,
hosts and other promotional staff. “A warm
welcome is not just a welcoming smile, but it
is a good start. You need to give your full
attention to what is being said to you. If you
can remember personal details about them,
it shows you have a genuine interest in
having them as a customer. Knowing more
about them will help you to anticipate their
needs. If you have spent time researching
a potential customer this will also help you
to welcome them, and demonstrate to them
“We meet and interview all of our staff…
you need to see people face to face to
see how they will interact with others”
that you have a keen interest in developing
a mutually rewarding business relationship.”
Luci points out the worldwide appeal of
a warm welcome and how it is of paramount
importance when conducting business. “The
nature of the welcome will vary depending
on different cultures. In South Korea there
is no physical contact used, so a smile is
your only weapon. Eye contact is important;
it’s very off-putting if you are greeted by
someone who fails to make eye contact.
“Respect is defined as a positive feeling
for a person. It is earned and must be
shown first before it is earned. If you have
anticipated the needs of your customer,
it shows that you have some concern for
their comfort and
well-being. We
should bear in mind
that a customer may
arrive at a venue
with various feelings.
They may arrive
stressed due to
a difficult journey or other factors. This
is your opportunity to dispel the negative
emotions that they arrive with to make
a fantastic first impression – don’t waste it.”
Luci has spent more than 15 years in the
promotions and events industry. “All of our
staff, from hostesses to brand ambassadors,
understand the importance of how to greet
people. We meet and interview all of our
staff. It is my belief that you need to see
people face to face to see how they will
interact with others.”
Luci and the Welcome Team know how
important first impressions are, and so make
sure to maximise the opportunity to ensure
the most is made from the welcome.
epmagazine.co.uk | 37

Innovation David Coubrough
TER
EN
The novel
EP talks to industry leader turned novelist David Coubrough
Many have the dream of writing a novel but few have the discipline
and creative drive to do it. David Coubrough, a Director of Maldon
Salt, has his first novel published in August. But what is the story?
a
Ha lf
n
Po u d
of Tuppen ny Rice
IT COULD COST HIM HIS LIFE,
BUT HE HAD TO FIND OUT
DAVID COUBROUGH
Innovation can take many forms, and
maybe one form is reinvention of oneself
in order to take a risk. Many dream of
writing a novel but few are able to and
it is perhaps underrated just how much it
can leave the author exposed. The process
– and final product – leaves them and their
craft out into the open for analysis, so does
require courage and commitment.
The first question to ask David is where
he found the desire to write this novel?
“Nostalgic memories of childhood holidays
in Cornwall, which featured many of the
same families returning each year, up to
the ages of 18 or 19,” he reveals. “But our
holidays ended abruptly and those regular
two weeks each August stopped for all the
families concerned. Usually repeat bookings
were made as soon as one holiday was
ending. This particular time there were to be
no future bookings for each and every family.
No one ever went back; 40 years on I found
myself wondering why?” Allowing his
imagination to roam let David explore a
myriad of what ifs. “Had there been some
dark secret, unknown to me, that prevented
any family from ever wanting to return?”
he wondered, and with this in mind, David
struck an exciting plot line. The resulting
book is Half a Pound of Tuppenny Rice.
Synopsis
It is August 1972, a number of families
happily return to the same holiday
destination in Cornwall each year, but their
worlds are shattered by sinister events that
remain unexplained for over 40 years. The
families are never to return. Grant Morrison,
who was 17 at the time, remains particularly
troubled by what occurred after discovering
his mother’s affair with the father of one of
the other families, Richard Hughes-Webb.
Richard – a cardiologist – owned a cottage
nearby used for storage of materials utilised
in animal life science experiments and for
his extra-marital activities, both of which
were kept under the radar.
The discovery in a country lane of a night
porter from the hotel, Tom Youlen, in a
stricken state having been poisoned, starts
a chain of events that Grant Morrison
waits over 40 years to investigate. Driven
by the fear that his mother was involved in
38 | Entrepreneurs & Innovation | April 2016

Innovation David Coubrough
attempted murder, he waits until both
she and her twin sister have died before
finally feeling free to investigate the truth.
Grant, now a London-based solicitor in
his 50s returns to Cornwall with his wife
of some 25 years, Brigit. He reveals the
‘incident’ with Tom but keeps to himself the
real reasons why he wants to re-open the
‘cold case’ from 1972. On a coastal walk to
Cape Cornwall, Brigit is sure they are being
followed by a man. Later, when they depart
in their car, she sees the same man feigning a
distracted look, in his vehicle in the car park.
Grant then reveals his five suspects, all
of whom were middle aged and holiday
regulars at the time. They are:
1 Ted Jessops, a factory owner from the
Midlands, who Tom knew fathered a child,
Joanna, out of wedlock, and who had
pursued him to Cornwall some four years
before. Joanna nearly drowned in the strong
currents at Constantine Bay when Ted
heartlessly swam away from her.
2 Richard Hughes-Webb, the cardiologist
who had the affair with Grant’s mother, a
fact known to Tom, who looks after scientific
materials for Richard at his cottage in Zennor.
3 Bob Silver, a merchant banker from the
City of London, who adopted a struggling
local artist, Clive Holford, although his
actions are misinterpreted, particularly by
Tom. Bob sets up a studio in St Ives for Clive.
4 Paul Galvin, an accountant from Essex,
who embarked on an ambitious house
building project in Penzance, which fails and
later leads to bankruptcy. It also caused the
collapse of Tom’s brother’s employer, the
building company used for the project.
5 Arnie Charnley, an entrepreneur from
Manchester whose hobby is betting on
horses. Tom looked after his money for him
as Arnie is terrified of his wife, known as
‘The Duchess’, who he had assured he had
stopped gambling. Tom managed to lose
Arnie’s money in a burglary from his cottage
in Zennor, where he stored the cash.
For different reasons on Sunday 20
August, back in 1972, all five are seen at
different times collecting their Sunday
newspapers from the local newsagents in
Zennor after the normal daily delivery had
strangely failed. Around this time, Tom is
discovered, distraught, in a narrow country
lane by Sunday morning churchgoers, who
are also residents from the hotel.
At lunchtime on the same day the police
swarm into the hotel; all five suspects are
arrested over the next two days as the police
discover they each had motives and
opportunities. The last suspect, Bob Silver,
is arrested at his desk in London, where he
had returned for business reasons. The other
three, minus Ted Jessops (who is now
suffering depression and soon to undergo
electric shock therapy), meet for their usual
morning run on the beach on the last day of
the holiday, Thursday 24 August. They are
shocked when Bob Silver is seen waiting
for them at the cafe at the end of the beach.
They are further taken aback by the p resence
of two dodgy characters in the cafe, Ivan
Youlen and Ken Holford.
It was later that day that news filters
through that Hector Wallace, another
“A hand strokes his face in the dark, then,
in the silence, he hears a woman’s voice
sing ‘half a pound of tuppenny rice’…”
holiday regular from the hotel, was found
naked and dead, on the beach at nearby
Carbis Bay. The police and Crown
Prosecution Service were to decide this was
accidental death by drowning, caused by
excessive alcoholic consumption. The fact
that another man was witnessed crossing the
road from the pub to the beach with Hector
was fatefully disregarded at the time.
The pub had borne witness that night to
a surprising group of drinkers, who had
been seen conspiring together.
Back in the present, Grant begins his
pursuit of the truth and tracks down the
offspring of the five families. These enquiries
take him to Lords for a Test match, a football
match at Spurs, a London private member’s
club, train journeys to Manchester and
Winchester, before the trail hots up with
a long-haul journey to Cape Town to catch
up with Hughes-Webb’s daughter, Suzie.
Grant checks into a pub near Zennor and
experiences some sinister forces at work; it
starts with being spooked in the local church
while checking a carving of a mermaid
at the end of a pew. The door slams and he
hears a person scuttle away. That night,
Grant is awakened at 3.30am by a quiet
‘tap-tapping’ on his bedroom door. He
rushes out to the corridor and hears
footsteps hurrying down the stairs.
The following evening, as he sits in the bar,
a power cut sets the scene for some strange
experiences; firstly a hand strokes his face
in the dark, then, in the silence, he hears
a woman’s voice sing “half a pound of
tuppenny rice…” The lights come back on
but it’s unclear who is behind these incidents.
An intriguing cast of characters, murder
and mystery are entwined in this thrilling
novel, which culminates in a startling end that
leaves all concerned fearing for the future.
Half a Pound of Tuppency Rice is published
by Peter Owen Publishing and is on sale
18 April 2016
epmagazine.co.uk | 39

Innovation Compass
This idea works
EP talks to Esther Jenkinson, Marketing Executive at Compass Group UK and Ireland
It’s always a positive thing when big business helps the new players,
something that EP
has been encouraging for the last few years. This might
take the form of mentoring, investment or other services, but it’s good to
see heavyweights making moves to help the next generation. Compass Group
UK and Ireland is leading the pack with its pitching scheme, The Idea Works!
Entrepreneurs are big business.
Today’s graduates are much less
likely to choose a profession, train,
qualify and then progress through
the well-tracked career path of a doctor,
solicitor or accountant than they were
a generation ago. As the economy recovers,
conditions are now right for a huge wave of
entrepreneurs, forming innovative start-ups
across every industry. Typically young and
comparatively inexperienced in business,
what they need to make their companies
grow is guidance and to benefit from the
experience of big companies and seasoned
advisors who can really help them to make
their mark. This is exactly the aim of
Compass Group’s The Idea Works! scheme.
Founded by Compass in 2012, the premise
of the scheme is that they open their doors
to four entrepreneurs who each present an
idea to a panel of judges made up of senior
employees from within Compass and also
from elsewhere in the hospitality sector.
EP
was privileged to join the panel for
a recent event at Manchester’s Museum
of Science and Industry.
“It’s a great initiative to be involved in,”
says Esther, who is part of Compass’s
extensive graduate scheme and is currently
focusing on innovation and marketing.
“The entrepreneurs are inspiring with their
creativity and enthusiasm. It’s great to be at
the forefront of new products being brought
to market and to have the chance to work
with start-ups from the beginning. Watching
them grow and develop is fascinating.”
To apply for The Idea Works!, prospective
candidates fill in a form on the website and
then each entry is assessed by Esther with
input from category experts across the
Compass commercial team. Their
knowledge of the market, both internally and
externally, mean applicants that pass this
stage are likely to have a very good product
or service that could clearly provide a
solution for a particular area of the business.
The four companies pitching in January’s
event gave an idea of the kind of brands The
Idea Works! puts through to pitch stage and
the variety they offer. Mr Lee’s presented
a healthy noodle vending machine concept
for universities. It comes with touchscreen
technology, allowing sophisticated data
gathering, and the product is much healthier
than existing noodle alternatives.
Keep Cup is a carbon-saving reusable
coffee cup designed to be taken to coffee
shops by customers and refilled to save using
disposable cups. Keep Cup can calculate the
levels of carbon saved by each site or sector,
so providing a viable sustainability solution.
Honest is a frozen yoghurt concept, with
no added sugar, a low-fat content and a wide
selection of toppings that allow the customer
to be as healthy or indulgent as they like and
so appeals to a wide audience.
Finally, Jim Jams is a range of jams and
spreads that have significantly less sugar
than the average products, and they have
already won a number of awards. The
branding is attractive, and the products
certainly passed the taste tests.
So while all focused in the hospitality
arena, the businesses vary a great deal and
have different benefits for Compass, making
the most of technological innovation, the
importance of sustainability and ubiquitous
concerns about health and well-being. On
this occasion, all of the entrepreneurs who
pitched received a yes from each member of
the panel, and were approved for a trial with
Compass in the most suitable sectors and
venues for their product, something that
they needed to identify when they pitch.
If the trial is successful the businesses
could be taken on as suppliers.
“We’ve discovered some fantastic
products that cover the whole spectrum
of food and drink products, services and
facilities management. It’s such a great
boost for a start-up, and could possibly
make a crucial difference to the success
of their business,” explains Esther.
While clearly a great opportunity for
the entrepreneurs, how does the scheme
go down with clients? “Our clients love The
Idea Works!,” adds Esther. “They’re happy
to support us on it because it shows that they
have access to innovation and the newest
products and ideas on the market. It marks
them out as actively keeping their offer fresh
and up to date, and their customers know
40 | Entrepreneurs & Innovation | April 2016

Innovation Compass
they can expect quality. It’s also good for the
economy for big companies to help out
SMEs and helps give a more human face
than they might perhaps have otherwise.”
While The Idea Works! requires a lot
of research, prep work and organisation,
Esther is also involved in other projects at
Compass. “The Idea Works! takes up about
a third of my time and most of my role is
focused on new products and innovation
in general, not just at entrepreneur level.
I spend time organising various events to
showcase products to the company, and
have other marketing-focused tasks.”
Esther started at Compass in October
2014 and was initially working at the Army
Foundation College in Harrogate as part of
ESS. The graduate scheme offers varying
roles, but it’s the marketing side that she
is looking to pursue, to be involved with
new products and keeping Compass at the
forefront of innovation. She is one to watch
and a great example of new talent coming
up through the industry.
As for The Idea Works!, the events will
continue to be four per year, and will remain
a fantastic opportunity for those running a
hospitality-focused start-up to get a foot in
the door and a real boost for their business.
With innovation remaining such a key
aspect of the industry, it will be interesting
to watch other companies follow Compass
Group’s lead, and for initiatives like The
Idea Works! to become commonplace.
“We’ve discovered some fantastic
products that cover the whole spectrum
of food and drink products, services
and facilities management”
epmagazine.co.uk | 41

Innovation Sophie Phillpotts-Dowding
Charming our senses
EP talks to interior designer Sophie Phillpotts-Dowding
In all walks of life we are witnessing a fusion of styles from around the
world. It is certainly happening with food and interior designs within hotels.
There are few with real vision for hotel and restaurant design, but there
is some exciting new talent emerging that will bring new ideas
Sophie is a young talent at just 23
years old, but she has a desire and
hunger to bring new ideas to the
fore – or if we are accurate, ideas
and fashions from the past. “Sometimes,
I think I must be 202 years old, as some of
the interior design ideas I adore come from
19th century French society,” she says,
laughing. “But I do mix them with a broad
range of modern influences from all round
the world. The important aspect with design
is that one must feel at home within a space
from the moment one enters.
“It is important that we have empathy
with our space; that we should tap into
more of our senses, instead of creating
mere scenes of visual seduction,” she adds.
“I envision our interiors should charm our
emotions and nurture our
well-being. After all, we are
all humans, with senses
other than just our eyesight.
I believe our home should
be our ‘habitat’.”
Sophie talks softly but
with a genuine passion for her craft. There
is no hint of arrogance as one might expect
from a 23 year old who believes they can
take on the world of interior design, but
rather a respect and knowledge for the
skill required to make a room be more
than just a room.
“In a home, the ideal is to create a vision of
the owner’s own special world so that they
can feel the difference when they are there
“The important aspect with design is
that one must feel at home within a
space from the moment one enters”
and they know it is their space,” she says.
“The key is to always listen carefully to
the client and capture exactly the feel
of their ideals and dreams. In a hotel and
restaurant it is more complex, but it needs
to be an environment that inspires guests to
relax and enjoy the experience. The hotel
owner or restaurateur wants to wow those
that visit and also make the guest feel so
relaxed and engaged they will spend more,
enjoy the experience and so return.
Hotels and restaurants can have a special
magic about them, and design can really
influence guests just as much as the food,
wine or service, yet it is so rarely spoken
about,” she adds. “Design catches the eye,
influences the psychology of the guest and
can make them relax – or the opposite if
it is wrong. It is a very delicate balance.”
Sophie Phillpotts-Dowding grew up in
Gloucestershire. She is half-Caribbean and
half-Irish but Gloucestershire is where her
real roots lie. Looking back, she says the
Gloucester docks played a large part in
influencing her style. She spent many hours
at the weathered docks watching the water
rhythmically roll back and forth, admiring
the raw materials and daydreaming of
the past, imagining
narratives and absorbing
herself in the character.
Sophie may be young
but she possesses a genuine
creativity that allows her to
bring a room to life. She is,
of course, a contradiction as she is very
striking, elegantly dressed but also shy,
as she knows she is at the start of what will
be a long and often challenging journey.
However, she possesses a solid belief in her
craft. Sophie is also a twin and her sister,
Natasha, will work closely with her as they
develop the newly launched business. She
says, “There are many designers but not
many really fresh ideas. I like to believe we
42 | Entrepreneurs & Innovation | April 2016

Twice the talent: Sophie Phillpotts-Dowding (right)
and her twin sister Natasha make a good team

“Hotels and restaurants can have a special magic about them,
and design can really influence guests just as much as the
food, wine or service, yet it is so rarely spoken about”
can bring a different perspective and one
that will excite our clients. I hope that this
does not sound arrogant. I just think the
world is changing and that people today are
no longer just influenced by one culture but
many, and the design of any room or venue
needs to represent those influences. People
today are international. They seek to eat a
broader range of tastes and flavours and it
is the same trend within their homes.”
I wonder which styles have most
influenced Sophie?
“We need to be open to many styles, but if
you push me, I would say that a mix between
modern and vintage French. My personal
favourite would be the fusion, overlaying
modern technology with the character
of French style and the mixture of the
materials. But this is me; my clients will
possess different desires and our role is to
listen and interpret their ideals.”
Twin sisters are renowned for being close
– are Sophie and Natasha a good team?
Again she laughs, saying, “Yes, of course.
She is one of my major influences – along
with aromatherapy and psychology. She is
more into fashion design and I am more
into interior design, but as a result we bring
different perspectives that create different
ideas and thoughts. I think that as a team we
have real creativity that will allow us to grow
and the company to be successful.”
Is she, I ask, ready for the challenge
of building a business?
“Absolutely. Natasha and I may be young
but we love what we do. We have already
worked on a number of projects together
and the feedback has been very good. We
have a good support structure from our
experienced investors, which enables us to
deal with any challenges. However, design
– interior or fashion – is a craft and we are
students and lovers of our craft, and this love
and skill will allow us to bring our clients a
care and design that we hope will inspire.
44 | Entrepreneurs & Innovation | April 2016

Innovation Spectank
SIMPLY
SUSTAINABLE
Justine Samuels, Managing Director of Spectank UK, unveils a revolutionary cleaning product
It is rare to have a product enter the market that can save
businesses money and energy which at the same time has
a positive impact on the environment
For a product with sustainable
credentials, which ticks many of the
right boxes, it can be difficult to make
the right impact. Not for the lack of
trying, but for where it falls in the priority
list of actions for a company wishing to
adopt the new. Many may champion
products labelled as sustainable and
will point out that their CSR policies
highlight their green credentials but it can
fall down the priority list. If green initiatives
suddenly went to the top of the list, wouldn’t
we all experience a far more interesting and
lasting world? Spectank is an example of
a product that does possess the luxury of
energy and money savings, so therefore
shouldn’t it be grasped with both hands?
Sustainable products should not be
labelled ‘kind’, ‘cute’ or placed under the
heading ‘great for when talking about
sustainable credentials’. They should simply
be embraced because it makes economic
sense to use them. For all the products out
there that save water, electricity, food
waste, time and money, why are more not
embraced? Is there a barrier that must be
broken for them to reach the point where the
market adopts them? Probably, but if this
bar is set at its current height for much
longer the future can only seem bleak.
Millennials are not the only reason
sustainability has become a buzz word of
recent years but they have played a role.
They have entered the industry following
an education that has focused on saving,
reusing and recycling. They did not
experience first-hand the growth of multiple
choices of products and the huge rise
of commercialisation that would engulf the
western world. To be fair, those experiencing
this firstly didn’t know this would play such
a role in the environment and secondly
couldn’t have controlled it or stopped it
should they have tried to do so. The
important point is that now we know what
damage is happening to the world, we know
we need to act upon it and we know there are
people out there trying to make a difference.
Justin Samuels, Managing Director
of Spectank is one of these individuals. A
proud South African, Justin is spreading the
word of Spectank in the UK, which was
originally created in his home country. The
concept is simple. A tank which, once filled
with water, will clean most kitchen products
for a month using only a sustainable cleaning
product dissolved in the water. The energy
friendly product re-uses the same water for
the whole month with only a few tops ups
needed and therefore saves on the water
used to clean all the dirty pieces of kit. From
pots and pans to filters and grills, the tank
removes even the most hardened build-up of
carbon while sanitising the equipment.
Justin and his eco-friendly product are
now taking their message further and hope
to have more restaurants, bakeries and other
commercial kitchens improve their cleaning
process and reduce their costs. If a product
can simplify a cleaning process, free up time
and improve bottom lines, then it makes
sense to investigate. With the added luxury
of a positive factor on the environment, it
becomes a no-brainer.
“Sustainable
products should
not be labelled
as ‘cute’ or ‘kind’.
They should be
embraced because
it makes economic
sense to use them”
epmagazine.co.uk | 45

Drinks NixandKix
A little heat.
A lot of happiness.
EP talks to Kerstin Robinson and Julia Kessler of NIX&KIX
The importance of grown-up soft drinks is becoming more evident
as the need for healthy alternatives increases. NIX&KIX produces
beverages that tap into the consumer move towards healthier lifestyles
NIX&KIX is one of those stories of
innovation that began, like many
others, from a frustration. Kerstin
Robinson and Julia Kessler, both
originally from Germany, met on a plane
while they were both moving to London.
When out and about, they wanted more
exciting but not too sweet alternatives to
soft drinks and after an unsuccessful search
decided to leave the banking and big
corporations where they worked and set
about creating a new adult soft drink. After
testing several different variations of
ingredients, they settled on cayenne chilli
pepper – a natural pick-me-up that delivers
an exciting flavour kick.
The young duo are confident and calm
when speaking about their product but
excitement does appear when speaking
about their success so far and plans for the
future. This is unsurprising when they were,
in many ways, ahead of the healthy drinking
curve. It is only recently that the soft drinks
industry has tried to adapt to produce a
healthier portfolio. The consumer has
changed and retailers are playing catch-up
to provide healthy food and drinks. The
drinks market has been under scrutiny from
consumers, and while there is an increase
of low or no-calorie drinks, there is still a
lack of excitement.
“NIX&KIX is similar to a health kick,”
explains Kerstin. “The chilli in the drinks
46 | Entrepreneurs & Innovation | April 2016

Drinks NixandKix
can help release endorphins that may
make drinkers feel happier. We wanted
to create an alternative on the market that
is stimulating and can also act as a
conversation starter. People won’t talk
about calorie intake or health benefits when
drinking alcohol but with a soft drink they
often take much more care,” she adds. “The
palate is changing, consumers are now more
adapted to spices and other strong flavours.
There is a desire for a taste to cut through
some flavours and enhance others.”
They believe the industry is adapting
and developing, with more options coming
on to the market place. Julia explains,
“Large companies are now working on
creating healthier drinks and it is this
innovation that will help the adult soft drinks
category grow as a whole.” NIX&KIX are
keen to point out that their drinks are an
experience as well as a refreshing alternative
to both alcohol and sugary soft drinks. “The
ingredients used are of high quality and this
we believe is one of the reasons why we are
already stocked in 100 outlets in London,
Edinburgh and other locations in the UK as
well as Holland.”
NIX&KIX has received many leads and
business opportunities from social media,
which even led to them being recognised on
the Underground in London by a potential
buyer. Their team of six are international,
which makes them well positioned for
growth outside the UK. “It has been a steep
learning curve but we have met many people
in the industry willing to help a start-up,”
says Julia. “We have battled through some
tough times to get where we are today.
One of these examples was during the early
days when we were creating a new batch of
flavours. We realised we had forgotten a key
new ingredient – lime. It was hard to take
and pushed us back by quite some time.
We later discovered the bottling plant was
making a batch of another drink later that
day – lime juice. We laugh about it now.”
Kerstin adds, “With experiences such
as this we have learnt how it’s important
not to panic and that most issues aren’t as
massive as they first seem. With two people
in charge we have been able to bounce ideas
off each other. If one of us is more upset or
disappointed than the other, we can take
The range: Currently available in three
flavours, all with a signature cayenne kick
“We wanted to create an alternative
on the market that is stimulating and can
also act as a conversation starter”
a step back and help push ourselves further
by not allowing the other to dwell.”
Sugary foods are high on the political
agenda. There are still no strict rules in place
when it comes to food and drinks high in fat,
sugar and salt. Celebrity chef Jamie Oliver
has argued that some brands should not be
allowed to advertise during popular shows
such as The X Factor, as it may encourage
unhealthy eating. There are plans by the
National Health Service to introduce a tax
on sugar sold in its hospitals but this has
been criticised by industry trade bodies.
“Education on healthy alternatives must
start at schools,” continues Kerstin.
“Although our drinks are more aimed at
adults we find it intriguing that a recent
survey found that a quarter of young people
over the legal age to drink alcohol are
teetotal. They want healthy diets and an
alternative to sugary drinks. We believe
that when they go out to restaurants, cafes
and bars they want an exciting drink, and
this is where NIX&KIX sits.”
Soft drinks are one of the largest sources
of sugar in a diet and there is a requirement
for healthy drinks in all types of
establishments. A refined sugar-free drink
with the addition of a cayenne chilli does
create a unique taste sensation and while
not for everyone’s taste buds, it can only be
of benefit to have more options. With the
Health Secretary declaring that the country
is suffering a national emergency due to the
rise in childhood obesity, there must be
brave changes from the top down. Having
drinks like NIX&KIX available can only help
this situation when solutions are found.
epmagazine.co.uk | 47

Drinks Crossbill Gin
Making the most of Scotland’s
natural produce
EP talks to Jonathan Engels, founder of independent micro distillery, Crossbill Gin
There is a current fascination with gin, one that is showing no signs of slowing down with
a surge of new independent producers and a renewed interest in those with a longer
history. It’s a tangible manifestation of the British obsession with all things quality
and craft. Crossbill Gin is one such producer with a unique, home-grown product
Explaining the ethos and vision
behind Crossbill Gin, Jonathan
Engels says, “It’s the same with any
recipe – the fresher the ingredients,
the better the results. That’s why we aim to
get the berries from the bush to the still in an
hour or less.” Clearly both knowledgeable
and passionate, you can well imagine him
roaming forests searching for juniper
berries. His dedication to re-establishing the
tradition of Scottish gin has driven him to
create a truly premium product with 100%
provenance that appeals to a growing market
of gin enthusiasts. ‘Crossbill’ refers to the
Scottish crossbill bird that, like the gin, is
unique to the Caledonian pine forests.
In any UK city it’s not difficult to find a gin
bar, a gin tour, special gin menu or mixologist
sourcing the finest cocktail ingredients
to showcase the best artisan gins – it’s a
product that has seen a strong resurgence.
An estimated 29 million litres were consumed
in the UK in 2015 and Mintel predicts sales
will continue to rise, hitting £1.3 billion by
2020. It’s more likely to be seen as
a sophisticated spirit, and is increasingly
bought by the younger end of the market.
Gin is comparatively quick to make
compared to spirits such as whisky, and
while the market is clearly there, this means
there is also the possibility of lots more
competition in the next few years. This isn’t
something that worries Jonathan – he’s
just focused on making the most of Crossbill
Gin’s USPs and making sure consumers
know why it is special.
An architect by background, Jonathan
began making spirits in 2006 with the
creation of botanical vodka Pincer,
inspired by the need for a spirit with
botanical benefits such as milk thistle and
elderflower. He says, “The common ground
between spirit production and architecture
Team work: Jonathan’s
(left) creation is just as
popular south of the border
thanks to the work of his
sales team including
Adam Shaw (right)
is realising a concept and bringing a vision to
life. I’m much more hands-on now, and do
more design work than I did as an architect!”
Jonathan’s success with Pincer inspired
him to create the first and only gin made
from 100% Scottish juniper berries – not
one berry is imported. Drying them in order
to ship drains the flavour, which is partly
why Crossbill Gin is so distinctive.
The short amount of time between picking
the berries and getting them to the still is
48 | Entrepreneurs & Innovation | April 2016

Drinks Crossbill Gin
Hands on: Visitors can watch the gin being made
and then sample the products in the bar next door
vital to capture as much of the natural
juniper flavour as possible and results in
a gin that is fragrant, smooth and warming
– not at all harsh. “There are, of course,
plenty of other gins on the market,” says
Jonathan. “But the producers often add so
many other flavours to the recipe that the
taste of the juniper is lost. We wanted to go
back to what the essence of gin is all about,
and we’ve created the only one with 100%
Scottish provenance.”
Due to a pathogen spread by hillwalkers
and the fact that it’s a poor cross-pollinator,
juniper in England is under threat, one
of the reasons Crossbill Gin focuses its
efforts in Scotland. Working with the
Forestry Commission and PlantLife.org,
Crossbill Gin was founded on a private
estate free of walkers and with a controlled
deer population, to limit the volume of
berries being damaged or eaten. Juniper
numbers have flourished in the area since
the measures were introduced, and it was the
perfect place for Crossbill Gin to set up.
The distillery itself is housed in a beautiful
shed that last year won Channel 4’s Amazing
Spaces: Shed of the Year
programme. It’s not
your typical distillery; for a start it’s the only
one in Europe certified by the American
Distilling Institute, something made more
remarkable by the fact that there are only
two certified in the US. Its proximity to the
“We wanted to go back to the essence
of gin – we’ve created the only one
with 100% Scottish provenance”
forest is paramount to the finished product,
as it ensures the berries reach the still in the
freshest condition. Crossbill Gin also won
European Classic Gin of the Year at London
Cocktail Week Craft Distilling Expo.
As well as the standard bottle there is also
the Crossbill 200, made exclusively from
berries from a 200-year-old juniper bush
on the estate. As you might expect, it has
an even heavier juniper fragrance but is still
exceptionally smooth, no mean feat at nearly
60% proof (the standard version is close
to 40%). It’s a very limited edition and was
completely sold out prior to it even being
released, a testament to the quality and
popularity of the product.
The Crossbill Gin distillery is open for
visits from customers, and guests can go out
with a bucket, pick juniper berries and watch
the process as they’re made into gin. It’s
a great experience, and the foraging means it
can be categorised with the growing volume
of sustainable tourism options in the UK.
Visitors also get an insight into how the
result of distilling is different depending on
the time of year. The outside temperate in
Aviemore can range from -14 to 30 degrees,
quite a difference. During winter the stills
can take up to two days to heat up properly,
so there’s a very noticeable variation in
flavour between winter and summerdistilled
gin. Jonathan will be introducing
a section on the company website that shows
batch numbers and the corresponding
temperature at which it was distilled, to
enable customers to use it as a taste guide
once they become familiar with the product.
So what’s next for Crossbill Gin? “At the
moment we’re concentrating on increasing
production and broadening our customer
base across the UK. We’ll be putting more
resources into PR and marketing, and in the
not-too-distant future we’ll be developing
our export strategy and looking to do
business in the US and Far East, where
there are big expat communities with a lot
of buying power. Five or ten years ago this
wasn’t a feasible market, but as tastes
change and consumers broaden their
horizons, it’s a significant part of our plan.”
epmagazine.co.uk | 49

Comment IndiCater
BUILDING
A BOARD
Executive Chairman Mike Day reveals the changing structure at IndiCater
Future-proofing an established and successful software business
is essential for long-term growth and continued innovation
While sipping a cocktail with
my wife Pat in a hotel in
Singapore last February,
I found myself contemplating
the challenge of how to achieve the
next stage of growth for IndiCater, the
hospitality software business I formed with
Lou Willcock almost 15 years ago.
We set a target of doubling our turnover
within 18 months, but this would present
its own challenges, including some personal
soul-searching alongside learning from
past mistakes. Questions arose; did we have
the right company culture and team to
implement the systems and processes
required for a fast-growth environment?
Were Lou and I the right people to run the
business on a day-to-day basis or should we
step back and find a Managing Director? If
we did appoint an MD, would they be from a
corporate background or an entrepreneur?
Could our Head of Technology and our
board of directors achieve our aims?
New sales would be required quickly in
order to invest in any potential new team
changes and appointments. Both Lou and
I would need to re-engineer our own roles
in order to not stifle any new appointments
while at the same time continuing to be
heavily involved in the business.
The process of introducing change
commenced with listening to clients,
partners and industry experts outside of the
company and trusting their insights about
our business. Chris Sheppardson of EP
was a key confidant – extremely supportive
and clear about the skills we needed to
complement those of Lou and I.
The Managing Director’s role would
be the hardest to fill and take the longest
time to get right. Initially we concentrated
on ensuring that we had the right heads of
department in place for both Client Services
and Technology, a process that resulted
in the creation of the new role, Head of
Product. A new Head of Technology was
appointed externally while other positions
were filled through internal promotion.
Strengthening of the board was the next
focus, and with Chris’s support we attracted
interest from potential non-executive
directors (NEDs) who we might otherwise
have never considered. In late 2015, Russel
Joffe joined the board, familiar to many
as the face and founder of the successful
high-street restaurant brand Giraffe,
subsequently sold to Tesco. Russel’s fast
growth achievements with Giraffe, Laurel
Canyon Ventures restaurant group and,
previously, with Café Flo are already having
a major impact on IndiCater.
Balancing the board is the recent NED
appointment of industry stalwart Bob
Cotton OBE. As former Chief Executive of
the BHA (British Hospitality Association),
his reputation and understanding of the
sector needs very little introduction.
In January 2016, we were delighted to
welcome Debi Nichol to the team as our
new Managing Director. With outstanding
leadership skills and operational strength,
Debi has worked with the Metropolitan
Police for the last four years, initially
overseeing catering, transport and other
logistics for the London Olympics. Prior
to that, Debi was Commercial Director
with Select Service Partner (SSP) and also
Sales Director with Compass Group UK.
With the team in place, I have taken on
the role of Executive Chairman to guide the
company through its next phase of growth.
This includes future-proofing while ensuring
our product continues to innovate and help
our clients. Lou remains as a key director
and great ambassador for the business.
Watching my son, Matt, embrace his new
role as father to our first grandchild, Maisie,
I am reminded of the parallels in creating
and building a business. It starts with an
idea and with a little fear attached. The
baby is born and what follows as the child
grows is a series of stages, each needing
different things from the parent. Parental
roles change, just as business roles need to
change, becoming more appropriate as
the child or business grows. As Matt recently
said in one of our FaceTime chats, “In more
ways than one, Mike’s new Day has come.”
“Watching my son embrace his new role
as a father, I am reminded of the parallels
in creating and building a business”
50 | Entrepreneurs & Innovation | April 2016

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