In conversation with...

Corin: “But there’s always a tension, isn’t there, because it’s not like a normal business. It’s not just about the commercials, you are also a civic business too.

“I remember talking to you a lot about that because there is so much stuff you do as Chamber CEO that you don’t get paid for. You don’t get membership fees for it, and it doesn’t directly strengthen the business, but you’re expected to do it because you're the Chamber of Commerce.”

Paul: “In Birmingham, there was a lot of that. Even now, I still get calls. I had one yesterday about the bin strikes, asking if I’d go on the radio and talk about it!

“I remember in my first week at the Chamber I had to do a piece for the BBC. They got me standing on a bridge over the M42 by Birmingham Airport, talking about airport expansion.

“It was day three. I’d just come from Nottingham Forest, and I was scrambling. I was trying to remember my lines from my briefing note. It was sweltering, and I was just thinking: ‘don’t look too pink or sweaty on camera’.

“And then a regional, high-profile MP came out and said: ‘Well, Faulkner would say that, wouldn’t he?’ And I was thinking: ‘What? I’ve never even spoken about this topic before!’

“You realise, you’re representing business and if people are looking for a story, you are a figurehead. Whether you want to be or not, you are.

“You feel that weight of responsibility, don’t you?”

Corin: “I remember when Carillion folded in Wolverhampton. I tweeted something early in the morning and the BBC picked it up and asked me to do an interview outside the Carillion HQ.

“I turned up and there were cameras from all over the world outside. I was literally the only person there to speak. Within five minutes, I was on Swedish TV with subtitles!”

Paul: “It does show the power of the Chamber and it’s a funny thing, because sometimes it can hinder you too.

“You want to be relevant, modern, and forward-looking, but sometimes there is still a perception of the Chamber as old-fashioned and stuffy.”

Corin: “That’s something I am working on all the time, making the Chamber feel modern, more laid-back, more accessible and more inclusive.

“You can’t just turn your back on the past because when you look at some of things the Coventry and Warwickshire Chamber has done over the years, it’s incredible. We campaigned for Coventry Railway Station to be built, for example.

“You’re standing on the shoulders of giants in these roles, and you have to respect that heritage while still evolving the organisation.”

Paul: “You’re a custodian of a moment in time.

“The Birmingham Chamber has been around for more than 200 years. You’re only there for a chapter of that story, and your job is to try to leave it in better shape than you found it.”

Corin: “It’s not dissimilar to football. There’s loyalty, there’s history but you are looking to modernise and move towards the future.”

Paul: “There are loads of parallels and it is this idea of being a custodian, whether it’s a football club or a Chamber of Commerce.

“You might not own it, but when you’re the chief exec, it can feel like you do. These institutions have been around for generations, and there’s something healthy about recognising that, respecting it, and still being bold enough to lead change.”

Corin: “When I spoke to you before you left Birmingham, you were getting itchy feet then because you wanted to get back into the pure, commercial business world.

“About 12 months ago, you set up your new partnership, tell me about that.”

Paul: “Yes, the business is called Element 45. I launched it with Mark Taylor, who used to run RSM in the region.

“The idea behind the business is a strategic consultancy. Under that umbrella, we work with different clients, offering a range of services.

“With Ellisons, I’m involved as chairman, and that’s quite time-intensive, which is great. There are a few other clients that are more of a light-touch, non-exec type role.

“Mark’s doing similar work with Bishop Fleming’s expansion into Birmingham.

“The idea is to work with people I like and do things that are genuinely interesting. So far, so good.”

Corin: “We caught up again when you started working with Ellisons. What was the challenge here?”

Paul: “Ellisons was going through a management buyout. The previous owner had some health issues and was looking to complete a transaction.

“The idea was for an MBO led by the senior management team: Matt and colleagues, who have tons of experience. But they were looking for a non-exec chair, or something similar, to work alongside them and help take the business forward.

“Ellisons has been around for 95 years. It’s a really well-established business that’s changed many times. The constant is the name, and we needed to evolve and change again.

“So, the idea was for me to come in and work with Matt, Lee, Nadine, and the rest of the senior management team to help shepherd it through this next phase.”

Matt: “A number of us had been with Ellisons for a long time – 25 years for me, 17 for Lee, and, for Nadine, it’s coming up to 10.

“There was a sense that we needed someone with a fresh perspective, someone to help us identify new opportunities, not just keep it as business as usual.”

Corin: “We think around 70 per cent of businesses in the West Midlands are family businesses.

“At some point, you have it where non-family members are no longer just working in the business, you’re running it. And it brings challenges.”

Matt: “Family heritage is a huge strength.

“There are the great stories of Miss Ellison delivering Brylcreem by bicycle in the 1930s.

“They were pioneers in the professional hair industry, and then in the 1980s they identified the rise of the professional beauty sector too.

“But you're right, family ownership can make you blinkered and we’re now expanding the scope of the business and exploring new opportunities.”

Corin: “A lot of businesses around the West Midlands reach a certain age and then just sell. Someone buys them out, basically buying their contact list. That wasn’t the vision here and I presume that’s what interested you?”

Paul: “Yes, definitely. It felt like all of the component parts were interesting.

“It’s a solid, well-established business. It had a highly experienced management team. Everyone involved genuinely wanted to keep the company independent.

“That mattered a lot to everyone, and that suited me.

“Like we talked about with the Chamber and even at Villa, I’ve been lucky to have roles where we could shape things in our own way. You get used to building a culture that you have confidence in, because you trust your instincts and back your team to do it the right way.

“It’s liberating. It’s a lot of fun when you can run a business this way.

“So, this felt like a chance to combine my background and experience with a team who had good tenure at Ellisons but hadn’t necessarily had to have their hands completely on the wheel.

“Hopefully, it’s a good match.”

Ellisons' new furniture showroom is now open and anyone interested in a visit can contact the team by either emailing visitfurniture@ellisons.co.uk or for more information visit: www.ellisons.co.uk

A new era for Ashorne Hill: Elevating learning through partnership and a bold rebrand

Ashorne Hill has long been synonymous with professional growth, providing a flagship venue that fosters an environment conducive to learning, collaboration and productivity.

With state-of-the-art facilities, tailored spaces and an immersive setting, Ashorne Hill has become a destination not only for leadership development but also for corporate travellers seeking an inspiring place to work and connect. As the Warwickshire learning and conference centre steps into an exciting new chapter, it is unveiling a refreshed identity, one that reflects the evolving approach to learning and development.

The rebrand – more than just a visual transformation – introduces a revitalised Ashorne Hill alongside Ashorne Advantage, a “dedicated learning proposition” designed to develop the leadership, management and interpersonal skills that have become critical in today’s fast-moving business world.

For this large-scale rebrand, the centre partnered with We Are Nameless, a creative agency known for bringing brand identities to life with clarity and purpose. Ashorne Hill explains: “Their expertise has helped us refine and articulate our vision, ensuring that our brand evolution aligns seamlessly with our ambition: to empower individuals with the confidence, resilience and leadership skills needed to thrive.

“While our brand has evolved, our mission remains the same—to provide world-class learning experiences that create lasting impact. This is just the beginning of an exciting journey, and we look forward to seeing the difference Ashorne Hill and Ashorne Advantage will continue to make.”