Generation Spring/Summer 2015

Generation Magazine

Generation Magazine

Featuring:

Michelle Mone obe The highs and lows of becoming

Spring/Summer 2015

Dedicated to promoting and supporting British family firms

a British business tycoon

Wickedly Welsh Uncovering the hidden gems in Wales’ treasure trove of family businesses

Young at heart NEW! We focus on the next generation of young entrepreneurs with This Way Up

Flying the flag for Asian business

Jason Wouhra

GEN_02_33 Amalia edits_3.indd 2

17/11/2014 18:51

contents

IN THIS ISSUE p.

83

p.

21

p.

26

£

opinion

07

upfront

09

meets

wale’s finest expert

women female girls

It’s time to share the love

News and highlights from the world of family business

26 Behind the scenes with our cover star, Jason Wouhra of East End Foods, Michelle Mone, founder of Ultimo and Dave Rebbetts from BCMS

39 Shining a light on the best of Wales’ family firms

48 The professionals talk employee ownership, succession, ethics and global mobility

£

special

58

prosperity

62

ten

69

review

71

24

73

this way up

75

Results of our first ever National Family Business Survey

Discussing family offices, philanthropy and leaving a legacy

Ten bite size ways to kick start your PR

Recommended reading from our family business library

A day in the life of Tom Hart Dyke at Lullingstone Castle

Dedicated to the next generation of family business entrepreneurs

Generation Creative Team: Creative Director: Anita Brightley-Hodges anita@familybusinessplace.com Designer: Colin Fielder colin@familybusinessplace.com Photographer: Nick Gillott nick@nickgillott.com

@WestonsCiderMil

/WestonsCiderMill

westons-cider.co.uk

*Westons has 42% share of sales of Traditional Premium Cider. Source: IRI 52 w/e19th July 2014- Total Retailers

Skilfully crafted by our Master Cider Maker, each has its own characteristic rich style and a flavour simply bursting with fruit. Cloudy or clear, vintage or organic, there’s something for everyone.

editor’s letter

“It’s clear that entrepreneurship is alive and kicking in the UK.”

GREAT LEADERS MEAN GREAT BUSINESS Things always get tense around election time. Millions of people in the UK with different priorities, agendas and hopes for the future. But what does it mean for business? And more to the point, for family-run companies?

It doesn’t matter what side of the fence you sit on, the challenges facing family businesses remain the same – we need more support for training and developing young talent, easier access to investment for entrepreneurial start-ups and a sustainable strategy for economic recovery.

I’ve had the honour of interviewing many family firms up and down the country for Generation and it doesn’t matter how big or small they are, whether they’re in the depths of the Welsh valleys or in London, the feedback is always the same; they do whatever it takes to make a success of their business. Whether that means to batten down the hatches when times get turbulent, looking after the people who work for them and their families, or getting hands-on when things get tough. It’s about rising to the challenge of being a great leader and steering your business through the ups and downs – regardless of who’s at Number 10.

On that note, the latest edition of Generation showcases some great examples of exceptional leadership.

From our cover star, Jason Wouhra, who has grown East End Foods to over £200million to lingerie tycoon, Michelle Mone whos story now inspires people around the world and David Rebetts who is passionate about doing things differently. It’s clear that entrepreneurship is still alive and kicking in the UK. What’s more, our hand-picked experts explore some of the hottest topics on the agenda including succession planning, family office investments, employee ownership as an alternative exit strategy and the complexities of venturing into overseas markets.

We’re looking forward to an exciting summer and hope you’ll join us as we celebrate family businesses at the spectacular Red Ribbon Awards on 10 July at London’s Shakespeare’s Globe.

Best wishes

AMALIA BRIGHTLEY-GILLOTT, EDITOR-IN-CHIEF

GENERATION SPRING / SUMMER 2015

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A family business serving families for 25 years 34 Kings Road - 020 7259 9620 | 127 Kensington High Street - 020 7937 9373 86 Northcote Road - 020 7585 0572 | 84 Turnham Green Terrace - 020 8742 1195 Unit 6 White Lion Walk - 01483 454 668 | Unit 1080, Westfield London - 020 8743 2754

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1. Amalia Brightley-Gillott, Editor-in-Chief, Generation magazine 2. Anita Brightley-Hodges, Managing Director, Family Business Place 3. Annabelle Storey, Editorial Assistant, Generation magazine 4. Colin Fielder, Head of Design, Family Business Place 5. Rami Ranger MBE, Sun Mark 6. Charlie Mullins, Pimlico Plumbers 7. Robert Lloyd Griffiths OBE, Regional Director, IoD Wales 8. Deb Oxley, Employee Ownership Association 9. Sally Ashford, Charles Russell Speechlys 10. Simon Webley, Institute of Business Ethics 11. Rob Hook, Dialogue 12. Tony Stone, K2 Corporate Mobility 13. Tsige Berhanu, Emigra Worldwide 14. Rupert Phelps, Savills Family Office Services 15. Lee Allan, Grosvenor Associates 16. Tom Hart Dyke, Lullingstone Castle 17. Nick Gillott, Photographer

Subscription and Advertising enquiries: info@familybusinessplace.com / Editorial enquiries: Amalia Brightley-Gillott amalia@familybusinessplace.com Production enquiries: Anita Brightley-Hodges anita@familybusinessplace.com / Designed and Published by Family Business Place www.familybusinessplace.com ISSN 13644776

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opinion

SPRINKLING THE FAMILY MAGIC Rami Ranger MBE says family firms should be sharing their “We need to take the lessons from people who own family businesses and have passed down their principles, sometimes over generations and seen success.”

secrets to success with other parts of the economy.

At a time when multi-national companies are being courted by one political party while being lambasted by the other it is interesting to note that there is surprisingly little airtime for the humble family business.

Often overlooked by both politicians and economists alike it is almost incomprehensible that the family business is both the heartbeat and the back of the British economy.

How many people know that family business make up over 40% of private sector jobs or that they make up 60% of all private companies; how about this, half of all mid sized business (revenue £20-500 million) are family businesses. Surely family businesses should be held up as the drivers of success and growth.

Students of commerce should be given case studies on what makes these special enterprises tick and how we can implement the secrets of their success to make other parts of our economy function better. In all seriousness there are certainly lessons to be learned from the culture and modus operandi of family enterprises and to understand how one can transfer best practice and whatever “magic dust” they have to make other types of enterprises more successful.

A point to note, unlike multinational companies, family run companies do not have a web of off shore companies designed to avoid paying taxes nor do they move their business to low wages economies at a drop of a hat and inflict immense damage to communities. They also offer employment opportunities to the family members who otherwise may not find suitable jobs elsewhere or gainful use of their time.

Those who are a family business know what makes them special. I started my first business as a freight

forwarder with just two pounds from a shed. It was a service based company so everything hinged on how well I performed and kept my customers happy. I knew that to survive I had to be the best at every single job I did for my customers. I knew that if I was not good at doing the small orders well then no one would ever give me a big

“

Students of commerce should be given case studies on what makes these special enterprises tick and how we can implement the secrets of their success. one. In fact, my company slogan was “on your cargo our reputation rides”.

I recently had had the privilege of receiving the Prime minister of Britain, The Rt. Hon. David Cameron MP, at our offices in Greenford to present me with an unprecedented fifth Queens Award for Enterprise in International Trade, a unique achievement and British business record.

For me it has been about getting the basics right and having the right principles which are: self respect, vision, empathy, work ethics and commitment. If you get these right and are honest with yourself in achieving the best you can then nothing can stop you. We need to take the lessons from people who own family businesses and have passed down the above principles, sometimes over generations, and have seen success continue to build. The same principles spread over our work force and throughout our country would truly make us a force to be reckoned with as a nation and able to compete with anyone and any country around the world.

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upfront

Business in Britain Regular Generation pundit Charlie Mullins from Pimlico Plumbers says the Government needs to put Britain’s businesses at the heart of their strategy.

Ed Miliband and his most unsuper sidekick Ed Balls have turned the Labour Party into a completely anti-business entity, a fact that has been demonstrated time and again with policies that treat UK PLC as a tax cash cow, that never needs feeding.

You can starve it and it keeps on producing the finest butter milk on the planet.

“

tax them all back to about 2008 the last time he had anything to do with the economy, Ed Balls might be able to remember the name of one of his few business supporters.

You would have thought given all the senior business leaders distancing themselves from all things Labour, Mr Balls might have had a few names

Over the last five years we have worked way too hard to stagger back into growth to allow these incompetents to tax and regulate us back into recession

“

So it’s no wonder that business leaders across the country are not prepared to stand by and listen to this bunch of liars trying to pass themselves off as having great support from industry. Business leaders for the most part don’t tend to get involved in politics, they’ve got too much else to do I’d imagine.

But even those who are generally reticent when it comes to publicly airing their political views are out there sticking two fingers up at the thought of being associated with what, if it was allowed to happen, would be a catastrophic socialist state failure. Even Gordon Brown’s former City advisors are running the other way for fear of having their careers killed off by association.

Over the last five years we have worked way too hard to stagger back into growth to allow these incompetents to tax and regulate us back into recession.

As I told The Daily Mail “I’m one business owner who isn’t going to keep quiet about the destructive power of having a business-hating government with Ed Miliband at the helm.”

You’d think with so few friends in business after threatening to

written on the back of his hand before he went on telly recently.

Especially after boasting that he had dined just that evening “with a number” of pro-Labour businesspeople.

But sadly the best he could come up with on Newsnight yesterday was “Bill... somebody”, who turns out to be the chairman of Labour’s Small Business Task Force, and maybe this morning amongst the list of the Shadow Chancellor’s former friends?

Some say this criticism is unfair, and anyone can have a lapse of memory, but this is hardly the point. But if it was the Chancellor or the PM, or any other government minister, they engage with so many business people every day, that they could forget the names of dozens and still have plenty they could name.

I should know, they’re always at Number 10 giving their feedback directly to the PM. Throughout Ed Miliband’s leadership the Labour Party has been persistently, relentlessly anti-business. For example their pledge to bring back the 50p tax rate is simply suicidal for businesses. To working people it’s meant to sound insignificant.

It’s only a 5p increase, you can’t

even get a mini packet of Haribo for that.

But look at it another way, the policy involves the confiscation of half the profits of successful entrepreneurs who have been on the front line driving the country out of the recession. Labour’s own former business minister Lord Myners described it as ‘predatory taxation’.

Boots boss Stefano Pessina was right to be concerned by their message - and to sound the alarm. After all, he knows a great

deal more about the creation of jobs - and the wealth that jobs bring - than Mr Miliband, who earlier this week claimed his “life experience” as a Treasury adviser and Harvard University lecturer should allow him to represent the people of Britain.Given the fact that my grandchildren have more experience of the business world, I’m one business leader who is not going to keep quiet about his party’s shambolic policies! www.pimlicoplumbers.com

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SNAPSHOT

upfront

The value of retail sales made online accounted for 11.7% of all retail sales in March 2015.

Online sales increased by 10.3% compared with March 2014.

Office for National Statistics

The UK gaming industry is booming – 95% of UK games companies are small businesses and employ an average of 120 people. ukie.org.uk

The world of British business at a glance...

The manufacturing sector accounts for 5% of businesses, 10% of employment and 16% of turnover parliament.uk

In 2014

business investment

grew by 6.8%,

the largest

annual growth since

2007 (8.1%) Office for National Statistics

upfront

London has the LARGEST Research shows that exporting firms are more productive than those who just sell at home. Firms beginning to export gained a

number of VAT and/or

PAYE based business with

17.7% of the UK total Office for National Statistics

34% increase in productivity.

UK Trade & Investment

There are 16 UK companies in the world’s top 500 family firms.

Global Family Business Index

Compared with January 2014, output in the construction industry decreased by 3.1% in January 2015 Office for National Statistics

Over 99% of UK

businesses are small

or medium sized 18% of SMEs are female led and 22% of FTSE board members are female

businesses employing

0-249 people parliament.uk

parliament.uk

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upfront

The Family Business Degree Lancaster University Management School’s Centre for Family Business is to launch a new programme to support the family business sector, off the back of research carried out by the university.

Jacqui Jackson, head of family business engagement at Lancaster University Management School said; “Family businesses have unique goals that stem from the influence of family and they also have distinctive strategies and managerial practices. Sometimes, these distinctive traits correspond to unique strengths and competitive advantages, but they can also cause severe organisational disruption that

can cause significant problems within family business.”

The 10-month-long programme, would be focusing its participants on problems within their business, how to help it move forward with input from their

A Special 170th Anniversary Ale

Founded in 1845 Fuller, Smith & Turner, the London Brewer and premium pub company is celebrating 170 years of brewing by bringing out a limited edition special brew.

Although Fullers alone have been brewing for more than 350 years it was in 1845 that they formed a partnership to create Fuller, Smith & Turner and started brewing for London’s pub scene.

The company brews a whole range of beers including Organic Honey Dew, Frontier Craft Larger, ESB and London Pride. But this year’s extra special brew will come packaged in a commemorative box, adorned with the gates of the famous Griffin Brewery.

This 7% bottle-conditioned 170th Anniversary Celebration

Ale contains Caragold and pale ale malts, wheat, gold oats and Goldings and Liberty hops.

Orange peel is being added towards the end of the brewing process, to complement the citrus notes from Fuller’s trademark yeast.

Head Brewer John Keeling said: “170 years is a milestone for any business – and as a brewery, the only way to celebrate is with a new beer. There is nothing better than a beautifully crafted bottleconditioned beer enjoyed with a good cheese board and great company. 170th Anniversary Celebration Ale is a must add for any beer connoisseur’s collection.” www.fullers.co.uk

peers. Aimed at current or future leaders of family firms, it will explore issues such as succession planning for when long-standing directors and leaders retire and structuring family within the business and even about how to bring in an external management team to run the business.

Jacqui said “Lancaster University’s new Leadership for Family Business programme aims to support decision-makers in family firms so they are prepared to meet those challenges.”

“The programme looks at putting into place the structures to make family firms professional. A common problem is that family

firms don’t develop the management team. They try to keep it in the family, which may not be the best choice for the health of the business.”

The programme has been created based on the latest research from Lancaster University Management School’s Centre for Family Business – Europe’s largest family business research centre.

The programme, which has begun recruiting will begin in October of this year. Family businesses interested in finding out more by visiting the university’s website and speaking to Jacqui Jackson. www.lancaster.ac.uk

A Sucker For Family Business Sir James Dyson, philanthropist and billionaire has signalled his intent to keep Dyson a privately owned family business as he revealed plans to acquire his son’s lighting company.

In recent years, Dyson, founded in 1993, has moved into new products such as fans, purifiers and hand dryers but this takeover is for energy efficient light emitting diode technology.

Acquiring his sons’s business, Jake Dyson Products, means the company will become part of the overall Dyson group as they will develop the technology and even incorporate it within future Dyson products.

James Dyson says, “I want the business to remain a

family business. Jake is highly competent, loves technology and has good business and marketing sense. He’s got all the things I had and more, because he’s more inventive. So he will take it to places I couldn’t.”

For Jake, since starting his business in 2003, the company has seen steady sales but being part of the Dyson group will help speed up the development of the products and also means he can take time to focus on designing new products.

“I really want to get involved and have an input into other things that are going on down there, the other categories and products. It’s addictive and you see what’s going on and I almost feel left out,” said Jake.

Jake and his younger brother Sam have both been nonexecutive board directors of the family business since 2013 and their father recently committed to spending £1.5bn over the next four years to expand the Dyson business. Staff of Jake Dyson Products will joining the 2,000 engineers the company currently employs. www.dyson.co.uk

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From our family to your family East End Foods is a West Midlands based family business, established over 40 years. We process and grind all our spices in the UK ensuring their traceability. Our continuous investment in technology, including the largest rice mill in Europe, shows not only our commitment to our customers but our confidence in the Midlands.

We are a brand that’s trusted in Asian households for its purity, quality and value. Asian families know there are no better ingredients when cooking for loved ones. So if you’re passionate about food and quality, and you love cooking, we think you’ll love our products - as do leading chefs throughout the UK. Why not make us a family favourite soon!

Tel: +44 (0)121 553 1999 . Website: www.eastendfoods.co.uk . Email: info@eastendfoods.co.uk Available at all good independent retail stores, Tesco, Waitrose, Asda and Morrisons

upfront

Greenbox Launched By Ascot Business Solutions Ascot Business Solutions LTD is a family run company based in the heart of Staffordshire who have always been committed to understanding the customers need and the challenges their clients face. With customers based throughout the UK and Northern Ireland, Ascot Solutions has become a highly recommended company within its field.

Founded in 2004, the business has grown in the last 11 years into a leading UK digital solutions company, who even won a small business of the year award in 2006. This year however they have launched an innovative new device to help organisations combat identity fraud. The new product, Greenbox, was created to help organisations that need to capture data to comply with increasing legislation, ensuring prospective employees and customers are who they say

they are.

It is a multi-functional device created by Ascot Solutions which is environmentally friendly, used for the verification of an individual, the documentscanning function will then produce digital records rather then unnecessary paper records.

Mark Ingram, managing director of Ascot Business Solutions, stated “We are very

excited to be launching the innovative Greenbox device on an exclusive arrangement across the UK.” According to Action Fraud, many small business have been defrauded by an employee during their history which can cause loss and even destroy a business. Therefore the Greenbox would help with this risk within all companies in case of such a tragedy.

Mr Ingram said: “The launch

By HECK That’s A Tasty Sausage Andrew and Debbie Keeble, created the HECK brand in 2012 with a vision of creating a sustainable family business, producing high quality sausage with food values which would match the consumer demands for home produced food.

HECK has now been in operation for two years and the Keebles are hoping to expand to become the UK premium sausage brand by the end of next year.

Last year they appeared on The Fixer TV programme on the BBC and saw their sales incredibly doubling overnight. The company is also constantly coming up with new ideas and have moved into new lines with chicken sausages, burgers and meatballs which will all be launched next month.

As well as this they are also in the habit of creating some quirky products such as square shaped sausages for the barbecue and even heart shaped sausages for Valentine’s Day which have

of Greenbox in the UK is another stepping stone to our company’s continued success.

We identified an opportunity for Greenbox as a result of the overwhelming need to collect data quickly and efficiently – businesses need to do this in order to prevent fraud, crack down on identity theft, immigration crime and money laundering.”

www.ascot-solutions.co.uk

Graham’s expands its management team.

Graham’s The Family Dairy, Scotland’s largest independently owned dairy company, has created a new role and expanded its management team with the appointment of Mark McQuade as commercial director.

Investment in the Graham’s brand has also been recognised in the latest Scottish Grocer top 40 Scottish brands in Scotland research by Kantar Worldpanel.

The family business sits in 7th position thanks to significant sales and volume growth. www.grahamsfamilydairy.com

boosted sales growth 150 per cent across the range.

Since the company started they have grown from a team of eight to more than thirty staff with most being friends of the family, and are all under 25 apart from founders Andre and Debbie. The

company has achieved sales of £3 million with their first year and are on target to deliver £7 million in the upcoming year. They are definitely creating some very tasty meaty treats! heckfood.co.uk

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upfront

The Balvenie Morgan Motor Car The Balvenie and the Morgan Motor Company, two family businesses, have announced that they are collaborating to build a new car. For a whisky company and car company to join, may seem a strange partnership but not so in the case of these two businesses.

The Balvenie, a 123 year old distillery in Scotland, still crafts whisky using traditional methods continuing to grow their own barley and use a malting floor.

Whereas the Morgan Motor

Company limited is a 104 year old car manufacturer building in excess of 1300 cars per year. Both companies are world famous, with a long heritage and still family owned and they have built their partnership on shared beliefs and values of craftsmanship.

As part of this partnership, The Balvenie have commissioned a Morgan 4-Seat Roadster to be built and to tour the United Kingdom. The world famous whisky is already being transported around the

USA where there are already some Balvenie Morgans.

These cars are being used in a typically British way and have proven a popular method of transporting the sumptuous whiskey to its customers.

This new collaboration has produced the first ever UK Balvenie Morgan and is a picture of elegance that will delight customers everywhere. www.morgan-motor.co.uk

British family businesses making their mark on global poll

The Poundworld of the Future Poundland has announced the launch of its new online e-commerce brand – Poundworld Plus that will enable the family-run firm to sell its bargains EU wide.

The site which has already been launched will offer it’s customers over 1,000 unmissable deals that will be exclusively available online.

Starting from humble beginning as a market stall in Wakefield, Yorkshire in the 1970s, the familyowned business run by Chris Edwards and son Chris Edwards Junior has seen rapid growth over the years and now in 2015 has over 270 high street stores. Poundworld is the fourth largest growing retailer in the UK, and with a turnover of over

£345 million the company has heavily invested in its future, even making it on to the prestigious Sunday Times ‘Top Track 250 list as one of the nations fastest growing companies of the year.

Chris Edwards Junior, trading director of Poundworld Retail commented: “Value and convenience are top priorities for the UK shopper. There is a huge consumer demand for an online store that delivers good, transparent value and consistent prices that the shopper can trust. No other online discounter on the market can offer the same value.” www.poundworldplus.co.uk

The words “family business” no longer just mean the small local butcher - they can also refer to some of the worlds largest companies such as Wal-Mart, BMW and Specsavers who are all deeply rooted family firms.

A new study by the Center for Family Business at the University of St Gallen, Switzerland researched the 500 largest familyowned companies by the revenue they create and have produced the Global Family Business Index.

Wal-Mart comes out on top with companies such as Ford, Schwartz, Continental and Dior following closely behind.

Although UK businesses don’t

feature in the top 25 there are 16 companies making the top 500 list throughout the whole world including famous names such as; J.C.B, Betfred Group and Pentland Group.

Whilst the index showcases the best in terms of business success and family longevity, small family businesses – especially those who are facing succession challenges, can use the companies on the Index as great examples of succesful family governance structures. We hope that in future, more British firms will be represented! www.familybusinessindex.com

Brix + Bailey launch its edgy luxury label online New British brand, Brix + Bailey has launched its edgy luxury label online using sophisticated 360 spin photographic technology.

The handbag retailer, led by a brother and sister duo who both have fashion retail backgrounds, makes finely crafted, handmade leather bags and satchels aimed at young professional women.

The brand reflects the heritage, craftsmanship and integrity that represent the very best of English design.

Emma Finlay, co-founder of Brix + Bailey, said: “Over the 18 month period setting up the brand, we have consistently believed in using good quality materials and making sure our

customers are happy with their purchases. By using product image techniques that clearly show the superiority of what they are buying, we feel customers will have more confidence in their fashion investment. www.brixbailey.com

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FAMILY CONSTITUTION BOOKS Bringing together all of the family’s thinking, plans and aspirations that will stand the test of time, The Family Constitution Book is the critical point of reference for: • • • • •

Employing family members When the inevitable happens: Rights and Responsibilities The unanimous principals of the entire family Greater harmony Inspiring future generations

For further information visit For further information visit www.familyconstitution.co.uk www.familyconstitution.co.uk For a private consultation call For a private consultation call Anita on 01732 220 120 or email Anita on 07815 497417 or email anita@familybusinessplace.com Anita@brightleyhodges.com

upfront

Bremont Lands in New York Nick and Giles English, the brothers behind luxury watch brand, Bremont, are set to open their first standalone store in the U.S. They have designed the boutique to tell the story of Bremont and its key partnerships.

They will have a framed Jaguar exhibit that will sit alongside a leather wall, the Boeing partnership will then be highlighted by videos on their transparent LCD screen.

Nick English says, “We saw New York and more importantly Madison Avenue, as a really

essential string to our North American bow and a fantastic brand showcase as we continue to expand our retail channel.“ The US has always been a big market for Bremont and moving forward is a significant part to the brand’s strategy. The new boutique will enable Bremont to support its popular Bremont Adventures Club in the US, where friends and ambassadors of the brand share their experiences with Bremont owners and their guests. www.bremont.com

FBP takes to the airwaves Family Business Place has taken to the airwaves as we continue our work in raising the profile of UK family firms.

On Saturday 7 February, FBP Managing Director Anita Brightley-Hodges was interviewed on BBC Radio 4’s Today programme on the subject of the appointment of non-family members to head up family firms which then sparked a discussion on the difficult issue of succession.

She was joined on the programme by Paul Kelly who related his experience of taking over the reins of his own family business, Kelly Turkeys.

Anita was then invited into the studios of BBC London for a lengthy live discussion on the Jo Good show on the importance of family businesses to the UK economy. As well as being

World’s Highest Dinner Party abandoned This month a British expedition team will be setting out to climb Mount Everest and also break the Guinness World Record for the Highest formal black tie Dinner Party. The team of adventurers and climbers which include two Everest summiteers and a professional photographer/ cameraman are setting out to have their dinner party at the North Ridge en-route to the top of Everest. But the recent earthquake in Nepal has changed the plans for these adventurers The team of 10 were on a mission to break the world record with the help of Michelin Star Chef Sat Bains. From there the summit team of 5 wild adventurers; Duncan Law, Adam Mason, Deri Llewellyn-Davies, Andrew Elliman and Ted Atkins will begin their climb to the top of mountain.

The group are raising awareness and funds for UK based charity Community Action Nepal (CAN) which helps the mountain people of Nepal, working with the

villages and communities they help to provide education, health, income generations and welfare facilities. The charity was also founded by Doug Scott CBE, who was the first British climber of Mount Everest.

When the tragic earthquake struck Nepal, it created multiple avalanches which did cause some fatalities on the mountain, but luckily this team were unhurt. Unfortunately the team are no longer able to host their World’s Highest Dinner Party, and the team are currently at Advanced Base Camp.

Although the dinner party has been called off it is just as important to raise money as they are now in even more need of the donations. If you would like to support this incredible adventure then you can follow the link to donate to the charity. The team are hoping to raise £100,000 with every pound donated being matched by St James’s Place Foundation. www.everestdinner.com

If you have an exciting piece of family business news just give us a call and let us know. interviewed, she took part in a lively phone-in where she was joined by Scott Mullins of Pimlico Plumbers who’s father Charlie founded the business.

We could feature you in the next issue of Generation and on familybusinessplace.com Contact us by email: press@familybusinessplace.com or telephone: 01732 220 120

www.familybusinessplace.com

GENERATION SPRING / SUMMER 2015

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Family Business Place National Conference 2014 Girls Allowed: The Big Picture

£

women female On 28 November 2014, hundreds of girls family businesses from around the

£

UK came together at the Family Business Place National Conference at the Royal Institution of Great Britain in London.

‘Girls Allowed: the BIG picture’, hosted an all-female line up of 22 guest speakers sharing their advice and insights into being at the helm of their family business.

£

Anita brightley-Hodges, MD of Family Business Place welcomes guests to the Conference.

David Kerfoot MBE and Judy Bell MBE discuss some of the big challenges facing UK family firms.

Speakers were open and honest and addressed some of the hottest topics in business including ‘Social media, branding and the family factor’, ‘Next generation entrepreneurs’ and ‘Growth, technology and talent’.

The Royal Institution of Great Britain in Mayfair is the home of the Family Business Place National Conferece, now in it’s sixth year.

Guests were able to ask their burning questions to some of the most successful female entrepreneurs in the country and get a woman’s perspective on the challenges and opportunities for their family business.

£ Helen Thomas from Westons Cider discusses how she implemented a governance structure.

£

Jennifer Kerfoot shares her experience of recently taking the reins from her father at Yorkshire-based The Kerfoot Group.

Debbie Cameron from charity Fields of Life has first hand experience of how women generous family firms can be.

female girls

£

£

Family Business Place National Conference 2014 Girls Allowed: The Big Picture

women female girls

£

£ Penny Power OBE talks about how family businesses need to embrace technology and web.

Simone Hindmarch-Bye from Commercial Group shares why being environmentally responsible is at the heart of her business.

Barbara Gray from Clarity Stamp, Caroline Notcutt from Notcutts and Penny Power OBE on the ‘Social Media, Branding & the Family Factor’ panel.

Amalia Brightley-Gillott, PR & Marketing Director at Family Business Place.

June Kenton of Rigby & Peller shares her experience of having a Royal Warrant and fitting HRH for underwear.

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women female girls

Reena Hammer works alongside her father at Urban Retreat, with a spectacular flagship at Harrods.

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Sally Ashford from Charles Russell Speechlys shares the results of the National Family Business Survey.

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Justine Dobbs-Higginson on how she turned around her partner, Tom Aiken’s women business.

female girls

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To watch the video visit tinyurl.com/girlsallowed2014

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meets

SPICING UP THE NATION Jason Wouhra talks to Amalia Brightley-Gillott about the complexities of running a £200m ethnic foods business whilst employing over 35 members of his own family.

E

ast End foods was founded by Jason’s father and four brothers in Wolverhampton in the 1960s. The family moved over from Delhi in India and started selling meat, spices, lentils, and ethnic food ingredients from a small corner shop. As the ethnic population in the Midlands grew, it became a wholesale operation and there was more demand for Indian food products. So they set up a small warehouse distributing spices and lentils to customers around the region.

In the late 1980s they moved to Birmingham where there was a larger Asian population and a bigger market for their products.

Chairman and there are five of us in the second generation. Some of our wives, children and other family members have management positions too.

We did have a non executive director for a few years which was a very worthwhile exercise and hugely beneficial to the business. He was the ex MD of Scottish & Newcastle Breweries and in the near future we will be looking for one or two more non executive directors to balance the board and bring that governance into place. We are looking at a FTSE level style of governance to put those practices in place so that the board understands the importance.

East End Foods has come a long way since your father and uncles started?

Tell us about your experience of putting together a Family Charter?

Yes, today we have around 3 million square feet of shelf space, we manufacture all our own products importing ingredients from all over the world and we clean our products 8 time before packing. We distribute to 65% of ethnic food retailers around the UK and export to over 40 different countries including India ironically! East End Foods has grown organically over the years through the sheer hard work of my family, particularly the first generation and now the second generation.

We are proud to have four sites in Birmingham, including our premises in Aston where the old HP factory once stood. We employ around 400 people including 35 family members and nine directors of the first and second generation.

How does the governance structure work with so many family members of the family involved?

The company Board consists of nine directors of which four are from the original founders.

My eldest uncle passed away but he was the

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We have been trying to put together a Family Charter for a few years now – it’s complicated with the size of our family to encapsulate everything in one document. It takes time and it’s something you have to be very patient with.

The consensus has to be there – ‘how do we see this business going forward?’ and ‘how do we see the structure of the family involvement in the business?’

After meeting several other family business owners at various conferences who were of a similar size and faced the same challenges, it sparked an idea to embark on a Family Charter. Everyone was in agreement that it was something we needed because the succession and future growth of the business is important.

The family involvement and what the landscape looks like going forward is a critical factor in the success of East End Foods. Putting together a Family Charter is quite a lengthy process and not something you rush through just to get it done and dusted. In order for it to be effective, you need the input of all family members and to come to an agreement on how things work.

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We decided to emark on a Family Charter because the succession and future growth of the business is so important

GENERATION SPRING / SUMMER 2015

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above:

Jason stands in one of East End Food’s four sites in Birmingham making up over 3 million sq ft of shelf space.

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We have discussed succession in quite a lot of depth - to the extent where we’ve already had interviews for the second generation.

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How do you balance work and family when the two are intrinsically linked?

It’s very difficult! My wife also works here with me and our days are generally quite long.

It’s complicated to balance work and private life but whatever spare time we have we spend together and make sure we have time for our relationship. I also love cooking and motorsports so we enjoy doing that together.

Have you found that your relationships with family members have changed now that you are part of the leadership team in your family busines?

Each of our directors has their own discipline.

They all look after different, very important parts of the business. We split the work and share the responsibility and I think that helps keep our relationships with each other healthy and the wheels of the business moving.

Do you have a succession plan in place?

We have discussed succession in quite a lot of depth – to the extent where we’ve already had interviews for the second generation with a view to structuring the board in a slightly different way. Potentially the older generation will take on a more advisory role as non executive directors. The second generation are all operational and the third generation coming through include some great talents who have a lot to contribute with the right training and guidance.

As a business do you look to outsiders to bring in different skills and talents?

One of the main factors that our non exec brought in was improving the gel between the first and second generation and understanding where we are in our life cycle and our degree of ambition. That really helped us to bond as a family and as a result the company kept on growing. We are one of the top 250 companies in the UK with double digit growth every year.

Although we are a very successful family, there are certain tweaks that sometimes need to be identified by an ‘outsider’ in order to help the business grow.

What do you think family businesses need to grow and thrive for generations to come?

In the life cycle of any family business you have the first generation who started the business from scratch and built it up (our own business was started with £3 of capital and has grown

to over £200m!). Then the second generation come in, are probably slightly better educated and have a different skill set which can push the business to the next level. The challenges, and where family firms need help, are around succession and family constitutions and how you make your ‘rule book’ to avoid ‘clogs to clogs in 3 generations’. Sometimes it becomes more of a corporation and the family become less important in the day to day operations and have a more strategic input for growth.

It can be very isolated running a business, how do you keep connected?

It’s very easy to get tunnel vision if you are always engrossed in your family business. I try to educate myself as much as I can and attend events such as the Family Business Place National Conference where I can meet others at the helm of similar sized businesses. Entering awards such as the Red Ribbon Awards is also very important. It’s a great chance to meet some fascinating people and learn off one another no matter what industry you’re in.

Tell us about the things you do outside of the family business?

Becoming Chairman of the Institute of Directors has given me another string to my bow and for a small investment of time, I get to meet some very interesting people. I’m Vice Chair of the Black Country Local Enterprise Partnership, I chair the Advsisory Board of the the New Birmingham Library and I am a non executive director of University Hospitals Birmingham. I am also very proud to be the youngest person to receive an honorary doctorate from Aston University for the regional and national work I have done outisde of my business.

What advice would you give to the next generation thinking about joining their family firm?

Be ready for challenges! Try and educate yourself as much as you can and always try and devote some time to external causes. Make sure you are determined to make a bigger success of what your parents did – building on the legacy of what your family achieved is very important.

Unfortunately where there are roses there will be thorns. There will always be challenges and that’s part of life but the more you can rise to those challenges and develop yourself and have fun along the way, the more you will find that family business can be truly wonderful.

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BCMS WAY

THE

The BCMS story began in 1989, from a personal experience that left the Rebbettes family feeling frustrated, and determined to do a better job themselves. Anita Brightley-Hodges caught up with Dave Rebbettes, joint chairman, as he reflects on the last 25 years, and looks towards the future.

W

hen Brian Rebbettes (Dave’s father) sold his business, and found the service he got wasn’t really fit for purpose, he and his sons had to do much of the negotiations. In fact they had to find the prospective buyers themselves, and so the idea of BCMS was born.

Brian along with two of his sons, Dave and Steve, embarked on an award-winning business journey that would take them to becoming directors of a global organisation, with a foothold in 22 countries, spanning 5 continents Europe, North America, Asia, Australasia and Africa, and employing over 260 people.

BCMS’s success can be attributed to their passion, and determination to change their industry; to look at how that industry behaves and challenge it. The idea of selling a business based upon its future worth was not one that resonated well with traditionalists; however BCMS remained committed to changing the industry from the inside out, and that is still a main driver for the business today.

Over the years Dave has learnt that the

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decision to sell a family business is never one that which is taken lightly, and that the journey is often fraught with emotion. It’s a huge decision, and at BCMS their role is not to persuade or make the decision for you, but once it’s been made, to ensure the value of the business is recognised, and that the best possible buyer is found.

The main driver to sell, Dave says, surrounds succession issues; “Following the path into a family business is not always a given, and more now than ever before the next generation are spreading their wings in different directions.”

Other than succession, Dave says that “many business owners miss the entrepreneurial spirit running their own business once gave them as often that is over taken by becoming managers, and dealing with bureaucracy. Often business are sold to allow their owners to start up new ones, taking them back to being an entrepreneur, and can also allow the next generation to be involved from the beginning,” It’s something Dave knows from his own personal experience.

Understanding the family business

It is through recognising the personal nature of their work, and understanding that selling a business isn’t just a financial decision that drives BCMS. As a family business themselves, they also understand the complexities working in a family businesses brings, and have the same decisions to make themselves.

Dave says: “Succession plays a lot on my mind, although we are fortunate enough to have some clear potential successors.” His sons Luke (Business Manager) and Tom (IT Manager), both work in the business, as do several other

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Following the path into

a family business is not always a given, and now more than ever before the next generation are spreading their wings in different directions

family members. However they all had to work hard to earn their positions and nobody gets a job just because they are a Rebbettes.

Philanthropy is hugely important to Dave and the family. Following a visit to India 20 years ago, the Rebbettes family have been involved with a project helping orphans, and have become great friends with a Pastor who works with orphans living on dumps.

Through this work 700 children now live in an orphanage, 400 of whom also attend a school and many go off to university, and lead successful adult lives.

This passion to make a difference to people’s lives is also reflected in the day to day workings of BCMS. Respect and ethics are core values to the business and filter through to their team.

At BCMS non-family board members now out-weigh family. This was a deliberate decision due to the business growing so rapidly.

Dave and the family felt that limiting the board to family members would have restricted that growth. A brave decision perhaps, however one that undoubtedly has aided the success of the company. Dave says, “Good governance and good management are my top two pieces of advice, and always stay close to your staff. As you grow you become more corporate and less family. You need to keep the family feel and stay true to your values, but at the same time allow a more corporate structure to be put in place so the business can run in your absence; that’s a difficult balance.”

Growth is certainly something the Rebbettes family understand and 25 years after Brian founded the business, they have big plans for the future - they’re not finished changing the face of the industry yet.

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MY FIGHT TO THE

TOP Amalia Brightley-Gillott spent some time with Ultimo founder, Michelle Mone OBE and delved deep into the driving forces behind her success.

A

s far as ‘family business’ goes, Michelle Mone has experienced both the highs and the lows. She built up Ultimo, a multi-million pound lingerie empire with her husband, received an OBE from the Queen for her contribution to business, has been a guest speaker alongside Bill Clinton and worked with some of the most famous faces around the globe, not to mention being Mum to her three independent and talented children. Sounds like the life of luxury, doesn’t it?

What many people don’t realise when they meet the confident, friendly, charasmatic Michelle, is that her life has been far from plain sailing. Her husband had an affair with her design assistant and has since set up a rival underwear company, she often turned to alcohol to deal with her martial problems and has had an on-going battle with her weight for most of her life.

But far from dwelling on the difficulties and problems life has dealt her, Michelle has instead told her story in her autobiography,

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‘My Fight to the Top’ to inspire and encourage other women and entrepreneurs and prove that through hard work and sheer determination, success and happiness can prevail.

Where do you think your entrepreneurial spirit came from?

After my father was left in a wheelchair I had to go out and earn money so I left school at 15 to do some modelling. I then joined Labatt Brewers where my appetite for sales began to develop and eventually reached Head of Sales & Marketing for Scotland at just 22 years old. However a couple of years later I was made redundant and I was left completely devastated not knowing what else to do.

That’s when the idea for Ultimo was born! I was at a lovely dinner dance and had worn a cleavage-enhancing bra but it was incredibly uncomfortable. I thought to myself that I could develop something better; something comfortable whilst at the same time giving women a big uplift in their cleavage. ➻

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In order to be a great entrepreneur, first and foremost you need to be a standout leader

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Ultimo was launched in November 1999 and was catapulted into the limelight when Julia Roberts wore Michelle’s design to create her starring cleavage in the film Erin Brockovich.

Since that day, despite a few ups and downs, Ultimo is now one of the UK’s leading lingerie brands with celebrities such as Rachel Hunter, Kelly Brook, Penny Lancaster and Helena Christensen all modelling as the ‘face’ of Ultimo.

What are your secrets to growing a successful brand?

In order to be a great entrepreneur and build a financially successful business, first and foremost you need to be a standout leader.

People need to trust you, have confidence in you and know that you’re in it for the long term and for the right reasons. It’s also crucial that you can step back from the day-to-day and think outside the box when it comes to new ideas and innovations. This is particurly important in terms of your PR and marketing - do something that’s never been done, don’t always do the obvious, take a risk and make sure people are always talking about you!

You managed to find some good investors for your company to help you grow, where should family businesses look?

Keep a good book of connections and develop your network because you never know where a good investor might come from. They could already be in your industry, perhaps they’ve sold their business and are looking for a new challenge but always remember that they want to invest in YOU so it’s important you have a good connection. I always had the aim of eventually buying my investor out and we were very clear on that from the start, I just needed some funds to help the business grow. Lastly, make sure you have researched all the options; loans, grants and investors. Different options will suit different businesses depending on their goals and what they want to achieve.

You eventually sold 80% of Ultimo.Was it difficult to let your lifetime’s work go?

The business needed to be taken to the next level and given a corporate structure which I couldn’t do. I am still a significant shareholder and director and am delighted to be having a creative input in the lingerie designs. But it came at the time of a new chapter in my life and now I have lots of other projects to focus on.

Which leads us on to your motivational speaking, your autobiography and your new Utan & Beauty brand?

At the time of selling my shares in Ultimo I was also going through a divorce, it was a really difficult time and lots to cope with. I was asked to speak at a few small events and found that it actually became really good therapy for me! I felt sick everytime I was about to go on stage but once I was up there, and speaking from the heart, I realised I could truly inspire people and that felt fantastic. So now I speak around the world and share my experience – hopefully it inspires people no matter what their own situation and gives them something to take away and build on. It also gave me the confidence to write my book and share the true story of my life, warts and all. It took 12 months to finish and I wanted it to be a completely honest account even though the process itself was very painful for me, I realised I had actually blanked things out of my head. Selling my shares in Ultimo also gave me the opportunity to buy Utan & Beauty and over the last few years I have invested £1million on research and development getting my products to market.

Combine that with losing a huge amount of weight and getting myself into shape and I’m now in a really good place and excited about my future.

What have you learnt from your time building a family business that you would share with other family companies?

If you put in some ground rules from the start and have very clear responsibilities and roles, there is no reason why it can’t work.

But we’re all human; of course there will be disagreements and sometimes when it’s between husband and wife it can spill into the office. This isn’t a healthy environment for you or the rest of your team so make sure you have a strategy for handling difficult situations.

What’s more, it’s important to remember that first and foremost you are a family and you should always make time for each other and your children. Otherwise the only thing they’ll remember from their childhood is Mum and Dad constantly arguing and working, working and arguing. BUT, owning a successful business has now provided a lifestyle for me and my children that I couldn’t have imagined when I was growing up in Glasgow. My kids and I now have choices in life that we never would have had and I am hopefully inspiring people.

GENERATION SPRING / SUMMER 2015

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What can you do in Ten Days?

‘My Ten Days’ is an initiative to encourage owners and managers of family businesses to kick start their Corporate and Social Responsibility strategy. By giving one employee an extra ten days paid leave in order to do something truly amazing, they can improve the lives of many in the UK and overseas.

‘My Ten Days’ allows individuals the opportunity to fundraise and volunteer for the charity of their choice without having to worry about not having enough holiday allowance and so leaves them free to make a real and fantastic contribution.

Whether it be hiking up Mount Everest to fundraise or donating time to a local care home, collectively the family business community can make a huge difference.

For more information visit www.mytendays.org or contact: anita@mytendays.org or 01732 220120 ‘My Ten Days’ is an initiative of Family Business Place.

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WALES’S FINEST

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Glanusk Estate A hidden gem

The Welsh Pantry Savoury success

Gomer press Leading the way in print

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Caws Cenarth Artisan cheesemaking

Gwynne J Thomas Solid foundations

Cardiff Lift Company On the up

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Revs Motors A roaring success

Daioni Goodness bottled

A Cycling Pedal power

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Melin Tregwynt Woolly Wonders

Edwards Coaches A driving force

Parker Plant Hire People power

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Clogau Fit for a Queen

TasteInnWales At the heart of the community

wales’s finest

Nurturing the next generation Robert Lloyd Griffiths, Regional Director of IOD Wales, explains why it’s important that young family firms learn from their predecessors.

Wales Factfile: Population: 3.064 million GDP: £47.3 billion (2012) No. of sheep: 10 million Interesting facts: Home to the Royal Mint, first lager brewery in Britain, world’s first £1m coal deal was struck there, £5.1 billion total tourist expenditure.

There are approximately 220,000 microbusinesses up and down Wales, and many of these are family businesses.

These contribute hugely to Wales’ growing economy, with the younger generation of families at the forefront of these success stories benefitting from the insight and previous experience of family members and founders.

We must nurture and place great values on businesses like these, while ensuring that suitable governance is at the heart of them. All too often, governance issues have the capacity to cause problems, and without the right foresight and wisdom, being part of a family–run business can be detrimental to both the family and the company.

The IoD always champions the importance of governance but recognises that it is both difficult and essential to

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Businessse like these are exemplary of the contribution family businesses make to Wales’ economy and the potential they have to further shape and influence our economic landscape

ensure that emotions don’t override commercial matters within a family firm.

Wales’ best family businesses manage to strike this balance perfectly and these companies need to be protected and future-proofed.

We have a category dedicated specifically to these sector leaders at our annual IoD Director of the Year awards and previous winners of our Director in a Family Business title include Drewe

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Lacey from Chepstow-based Alchemy Wealth Management; James Edwards of Edwards Coaches in Pontypridd; Emma Leeke from Llantrisant-based Leekes Department Store and Bob Clark from Clarks UK, which manufactures maple syrup in Newport, who scooped the title last year.

Businesses like these are exemplary of the contribution family business make to Wales’ economy and the potential they have to further shape and influence our economic landscape.

Many of these may be small businesses, but they are among Wales’ most successful and prosperous companies and are crucial to the country’s future prosperity.

Robert Lloyd Griffiths OBE Regional Director, IoD Wales

wales’s finest

Leading the way in print Gomer Press are a fourth generation family run printing and binding business. Established in 1892 the business has seen many changes in it’s lifetime.

A hidden Gem Run by Harry, Iona & Shan LeggeBourke, Glanusk is one of the largest privately owned estates in Wales.

The estate, situated in the beautiful countryside of the Usk Valley, dates back over 200 years, and has been in the same family since 1826.

Glanusk offers a fantastic programme of events; ranging from The Green Man Music Festival, to outdoor performances of opera, and the popular David Walliams book “Mr Stink”

Savoury success Eric Parry founded The Welsh Pantry in 1988 starting life in a small factory unit on the Treforest Industrial Estate in Cardiff.

Now a 2nd generation business with Eric’s son Geraint as sales manager, the family business has gone from strength to strength, specialising in producing savoury products and ready meals both

Alongside wedding packages and luxurious overnight stays, Glanusk also offers opportunities to build tree houses in their woodland, develop a property/ office space, or run foraging courses amongst many others.

With its beautiful grounds and stunning architecture, the Glanusk estate is a go to venue for many TV producers and have featured in programmes such as Top Gear, Countryfile and The Hairy Bikers to name a few.

Glanusk Park & Estate is truly a family business that has something for everyone. www.glanuskestate.com

under its own brand and for retailers.

In 1993 the company moved to a purpose built site, allowing them to begin their expansion.

In 2006 The Welsh Pantry began supplying 50 Tesco stores across Wales with a range of pies and pastries.

With support from the Welsh Governments Ecomomic Support Fund, further expansion followed, and the award winning company were able to purchase some of the most sophisticated bakery and packing equipment in the UK. The company now supply Tesco, Asda, Morrisons, Sainsbury’s, Spar and The CoOperative with a range of authentic welsh products and some large deli cutting pies.

The Welsh Pantry is a story of success and has grown to now employ around 100 people and with an annual turnover of £6.5m.

J.D. Lewis bought his first press with no knowledge of the printing process, so advertised for a journeyman printer. The appointment of W.J.Jones proved to be the beginnings of a solid partnership that would last for decades.

In 1894 the first book was published “Hanes Plwyf Llandysul”.

The unexpected death of J.D.Lewis in the early 20th century was a severe blow to the family. He left behind four sons, and the task of taking over the family business fell to the eldest son David.

Up to 1945 Gomer was strictly a printing company, but that all changed that year when the company began publishing.

In 2004 the business had expanded to such an extent it moved from it’s home of 112 years to a purpose built site on the outskirts of Llandysul. The change of premises allowed the business to continue to grow and develop.

Today the business is led by Managing Director, Jonathon Lewis, who took over the reins in 1995. www.gomerprinting.co.uk

www.thewelshpantry.com

GENERATION SPRING / SUMMER 2015

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wales’s finest

Artisan cheesemaking Set in the beautiful valley of the river Cych, Gwynfor and Thelma Adams founded Caws Cenarth in 1987 in response to milk quotas, which was making conditions difficult for dairy farmers.

The couple drew on a six generation tradition of cheesemaking to establish a reputation for it’s creamy, fresh flavoured Caerffili, which is as traditional today as it was when it was made by Carwyn Adams’ great grandmothers, Lizzie Wyn and Leisa Jones.

Thelma soon became a leading light in the renaissance of Welsh artisan cheesemaking.

Today Gwynfor and Thelma are able to take a back seat, allowing their son Carwyn to both run the business and indulge his inherited passion for creating wonderful new cheeses.

Caws Cenarth is the oldest established producer of Welsh Farmhouse Caerffili,

however they also produce six other cheeses including the Golden Cenarth, which won the prestigious Supreme Champion accolade at the British Cheese Awards 2010, and a Smoked Caerfilli, which is smoked on the farm using oak chips from the surrounding woodland. www.cawscenarth.co.uk

On the up Cardiff Lift Company was founded in 1969 by John & Glenys Patterson, as an independent lift maintenance company serving the region of South Wales.

Solid Foundations Gwynne J Thomas Ltd is a haulage company based in Powys, Mid Wales.

The firm is run by Gwynne Thomas, his wife Eleri and their son Huw. Established in 1988, the business supplies stones and aggregates to farmers, householders and builders, both locally in Mid Wales and further afield.

Gwynne has more than 30 years experience in the stone industry, and is passionate about providing good quality

Welsh and UK stone, alongside excellent and reliable service.

The team at Gwynne J Thomas are also able to provide advisory support to their customers to ensure they get the correct type of stone to best meet their requirements. This process runs alongside giving consideration to their clients’ busy schedules and ensuring they supply and deliver as quickly as possible and at a time convenient to the client.

It is through these high standards that the business is now considered amongst the best stone suppliers in Mid Wales.

Through the careful guidance, support and leadership of the founders, in 1985 Cardiff Lift Company expanded and moved to a 600 sq ft factory. This move was followed by further expansion in 1999, following the firm becoming Britain’s first lift company to gain full notified body status. Now a 3rd generation business the company employs 50 staff, and attributes Rolls Royce, Hilton, Barclays and Bupa amongst their many satisfied customers. www.cardiff-lift.co.uk

www.gwynnejthomas.co.uk

GENERATION SPRING / SUMMER 2015

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wales’s finest

A roaring success Revs Motors in Ammanford is owned and run by husband and wife team Phil and Tracey Lewis.

Phil has worked in the motor trade for over 30 years, starting out as an apprentice. In 2010 Phil decided to set up his own garage, and Revs Motors was born.

In 2013 Phil and Tracey took the nervewracking decision to move to larger premises following recent growth.

The move turned out to be a good one, and they now employ over 11 staff. Phil, having never forgotten his roots, ensures the business supports the training of young people, and actively supports the apprentice scheme working closely with Coleg Sir Gar further education college.

The customer is at the heart of Revs motors, and they pride themselves on consistency of service and integrity. They have also been ‘Foxy Lady Approved’ which accredits them as a female friendly garage. Tracey says, “It really has been the word of mouth that has worked for us”

Goodness Bottled From Crymych to China, the Daioni ‘goodness’ range of flavoured drinks is enjoyed by consumers of all ages.

Laurence Harris founded Daioni in 1999 with his wife Eira and their son Tom, has now joined the family business. Laurence was raised on a dairy farm, and spotted the opportunity to follow an organic route and so Daioni became Britian’s first range of flavoured organic milk drinks.

Created as a healthier alternative to fizzy drinks, Daioni has built up a diverse and strong fan base from young children to footballers.

The company is amongst the growing list of companies flying the flag for Wales abroad, and was the UK’s first dairy to achieve organic

certification to export to China and Hong Kong.

“We have received tremendous trade development support from the Welsh Government and under its umbrella we have attended a number of events at home and abroad which have been instrumental in us gaining foreign markets” says Laurence.

Daioni now employs 10 people and has a turnover of £1.4million.

In in addition they have won several awardsincluding the Great Taste Award for their strawberry milk. www.daioni.co.uk

www.revsmotors.co.uk

Pedal Power Founded in 2013, A Cycling is a professional cycling events, tours and guiding company run by Matthew Page and his wife Nia. A Cycling aims to create mountain bike tours and events you will never forget.

Their routes and events take place in the most picturesque parts of Wales, with breathtaking views guaranteed.

Matt is a professional cyclist, and has won events all over the world, including two European Championships, two World Championships and set one of the

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fastest ever times for a British rider at “La Marmotte” Sportive in France. Matt and Nia’s passion clearly shines through and in January 2015 A Cycling won the Tourism & Leisure Business of the Year Award at the West Wales Business Awards. www.acycling.com

wales’s finest

Woolly Wonders

A driving force

Melin Tregwynt Mill has been

Edwards Coaches Ltd is a 5th

owned by the Harris family for over

generation family business. Since it

100 years. Founded in 1912 by

was founded by George Edwards

Henry Griffiths the mill is steeped

in 1925 family has remained very

in history.

much at the heart of everything

After shearing their sheep, local farmers would sell the fleece to the Melin Tregwynt Mill. Henry and his son Howard would then wash, card and comb the wool before spinning it into yarn.

The yarn was then sold either back to the farmers for knitting and weaving, or at the local markets.

The mill prospered and in the 1050’s entered a new chapter when, driven by the increase in tourism to Pembrokeshire, Howard and his wife Eluned took the decision to open their front room as a shop, this was so popular they built a separate area to sell from, as well as two other premises.

The business continued to grow, and survived the recession in the 1980’s, during this time Howard’s son Eifion joined the business and took the business further afield.

The company has gone from strength to strength and last year the Prince of Wales paid a visit to the mill and to talk to their 25 strong team.

Melin Tregwynt now produce modern and traditional designs to suit every taste, and their products range from clothing and home accessories, to bags and purses.

A truly diverse business, which has used it’s history to become an important force in todays world. www.melintregwynt.co.uk

they do. It is currently the largest privately owned company in South Wales.

Company Directors, Jason, Kelly, Shaun, Jessica and Mike have taken the company on a journey of expansion and diversification, with Edwards Coaches now transporting 6,500 schoolchildren a day, and taking 80.000 people on holiday each year.

It was the late 1990’s that saw the business move into offering European

People Power In 1980 George Parker formed Parker Plant Hire with his brother Stuart.

Although based in Llanelli the firm proudly boasts depots in Cardiff and Pembroke covering Wales and South West England.

Parker Plant Hire is a one stop shop supplying a wide range of plant equipment, power tools, accommodation/ cabin units, secure stores and welfare units including the provision of

coach holidays, which now make up 60% of their business. Jason say’s “I’d rather give something a go than look back in 10 years and think we missed an opportunity there”.

It is this attitude and determination that has seen Edwards Coaches double it’s turnover even in the most difficult of trading conditions including fuel pricing and holiday cutbacks. Not being afraid to change the business to suit the ever changing world has been a recipe for success for this family firm www.coachholidays.com

generators and full size installation.

What makes the company successful is the people they employ, believing “companies don’t succeed, people do”.

With over 50 employees Parker Plant have taken this ethos to heart, and were 2011 finalists in the South Wales Chamber of Commerce Business Awards in the ‘skills and people development category’, and building upon this success lead to them being awarded Investors In People Gold in 2013. Today Parker Plant Hire is recognised in the construction industry as a leader in training and development. www.parker-plant.co.uk

GENERATION SPRING / SUMMER 2015

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wales’s finest

Fit for a Queen Clogau was founded by William Roberts in 1989 and follows the tradition of using Welsh gold in royal wedding rings. with The Queen Mother’s marriage to King George VI. The tradition has continued to it’s 88th year with Catherine Middleton’s marriage to Prince William.

The same Welsh gold is contained within each piece of Clogau jewellery, making it some of the most exclusive jewellery in the world.

Originally, founder William wanted to transform St David’s mine in Bontddu into a tourist attraction where visitors could pan for gold, however the idea was opposed due to the mine’s location within Snowdonia National Park.

Undeterred William took a gamble.

His new plan centered around his

belief that there would still be some undiscovered gold buried within the mine. Following several years of extracting gold from the mine Clogau launched their first range of jewellery in 1994. The range consisted of 5 pieces, that were sold through local gift shops.

Today, William’s son Ben has taken over the helm as the company’s Managing Director, and his daughter Samantha is the main creative jewellery designer.

Clogau is firmly established as a nationally-renowned brand and is sold not only from the company’s website, but in leading jewellery stores, and on some of the worlds best airlines including British Airways, and American Airlines.

The brand goes from strength to strength and in 2012 were the proud winners of the Brand of the Year award at the UK Jewellery Awards. www.clogau.co.uk

At the heart of the community TasteInnWales is a family owned business founded in 2005, which successfully combines the beautiful scenery of the Breacon Beacons, with the historical architecture of their buildings. They add a dash of modern chic, then top it off with award winning food.

The TasteInnWales group is co-owned

by Sean Gerrard, Gly and Jessica Bridgeman. The group has four restaurants spanning east to west across the Breacon Beacons.

Although three of the restaurants also have rooms, which offer truly luxurious stays, food comes first, preferring the

label ‘restaurants with rooms’.

The group are also keen supporters of their local community, and while most hotels and restaurants charge room hire for fundraising and community group events, TasteInnWales wave all standard room hire charges and offer significant discount on catering.

“We are always delighted to do our bit to help our local communities.

Times are tough enough and its increasingly important that we all stick together and help each other out” says Jessica www.tasteinnwales.com

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47

experts

Employee ownership; delivering jam today…. and tomorrow?

Deb Oxley, Employee Ownership Association

Many entrepreneurs, having established their business and

Specialism Employee ownership

worked hard to grow it, often have

Profile Deb Oxley is Director at the Employee Ownership Association. Deb leads the growth and development of the EOA membership.

will continue beyond their own

employeeownership.co.uk

a deep desire that the business lifetime. The challenge of course in family businesses is to identify the successors. If not the next generation, then who?

Sustaining, nurturing and growing family business is essential to a successful UK economy. Family-owned organisations tend to root themselves in local communities, provide longer term employment and economic prosperity, are better at engaging and rewarding their staff and because of their independence, are often more productive and profitable.

But family businesses are not alone in adding such value to the UK economy.

Businesses where employees own a stake in them, often referred to as ‘employee owned’, also consistently demonstrate their added value to the UK economy.

time when the 2014 Family Business Place national survey reported that 65% of those questioned would sell if they could, it seems obvious to consider how this form of ownership might support family COMMITMENT businesses as they look to their own futures.

It is increasingly popular for owners, in both family-owned and non-family owned businesses to now look to their staff as a route to securing the long term future of the business.

After all, it is the employees who know the business best, have often been with the owner since the start, are committed to its future because it is their own future, and, if given the opportunity, would relish the opportunity for some form of ownership.

Establishing a structure which enables a level of employee ownership to be created, often with a plan for this to increase over time, has been embraced by a number of well known family businesses as they seek a long term future for the business, as part of succession and growth planning.

Employee Ownership is a model which might not be familiar to many family businesses around the country but is one which could safeguard the future of the business beyond the current owner.

CASE STUDY

Taking a stake Last year the Employee Ownership Association (EOA) reported that the 50 largest employee owned companies saw a 25.5% increase in operating profit year-onyear. Sales in employee owned businesses grew 11.1% in the recession compared to non-employee owned business which grew by 0.6%. And they managed to achieve this whilst retaining the support, engagement and loyalty of their staff.

With such similarities between family businesses and those that have some form of employee ownership, and at a

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GENERATION SPRING / SUMMER 2015

Wilkin and Sons have been making ‘Tiptree’ preserves in the Essex village of Tiptree since 1885. Chairman Peter Wilkin is following in the footsteps of his great-grandfather Arthur Charles Wilkin, who started the business. They have been in transition to employee ownership since 1989. Employees have in fact held a stake in the business since 1917 when a trust was first created to help employees and former employees in hardship.

experts

JOINT OWNERSHIP

“

STAFF SHARES

It is incresingly popular for owners, in both family-owned and non family-owned businesses to now look to their staff as a route to securing the long term future of the business

“

In 1989, holders of the principal class of voting share agreed that they would, over time, sell their shares to a newly created Employee Benefit Trust (EBT), held for the benefit of the whole workforce.

Today, that Trust holds around 48% of the votes, having gradually bought out existing shareholders in proportion to their holding.

A number of reasons were identified for the decision to embrace employee ownership. One was the need to protect

the independence of the company, and another a need for continuity planning that would enable a mechanism for the Wilkin family to disengage over time.

The Wilkin family had long held the view that employees as well as shareholders should have a say in the company’s affairs. “There is good evidence that employees who work in a company in which they have a stake are more motivated and committed than those who do not,” Peter explains.

The transformation of Wilkin and Sons towards employee ownership has been, deliberately, a slow and organic process, shares being purchased at market value, using an agreed formula.

For family businesses like Wilkin and Sons, employee ownership is now the most popular method of succession where the next generation will not be involved, a trade sale or closure are not wanted, but the owners wish to engage staff in the growth of the business.

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experts

Sally Ashford Charles Russell Speechlys Specialism Private Wealth, Trusts and Estate Planning Advice Profile Sally’s expertise is in advising high net worth individuals and family business owners in relation to their estates and family succession planning. charlesrussellspeechlys.com

A structured approach Family firms are unique, held together by strong bonds. But these can also present some major challenges, particularly as they plan for the future.

With the main challenge for family-run companies being the handover of control from the older generation to the younger ones, according to our recently-published report in partnership with Family Business Place, this major barrier to future success is directly linked to the finding that 90% of UK family businesses operate with no formal family governance structures in place.

“We found that while two thirds of family-owned businesses have a Board

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of Directors, only 25% have non-family board members and only 20% operate with Non-Executive Directors, underlining an aversion to giving non family members senior leadership or strategy-setting roles, “ commented Sally Ashford, Head of Private Client and Family Business Owner services at Charles Russell’s Guildford office, “the lack of formal governance often leads to struggles with succession, complacency within the business, family disputes and can even damage growth.”

An outside view Managing Director of Surrey-based family firm Kendall Cars, Mark Kendall certainly recognises the difficulty of maintaining family relationships during times of change.

The company, a car, van, MPV and truck rental company operating throughout the South East, was started by his grandfather in 1968. Shortly afterwards, his father took over but today Roger has less of a prominent role, having stepped aside to allow his son to become managing director.

experts

“

A major barrier to future success is directly linked to the finding that 90% of UK family businesses operate with no formal family governance structures in place

just gone computerised. Thirteen hundred vehicles and ten branches and until recently we were using pen and paper. It worked but we needed to computerise.“

Staying true to your values Another managing director juggling the demands of family and business life is Scott Pawley, managing director of Surrey company Global Travel Management, which helps clients with their corporate travel plans, particularly airline tickets, and trades in the UK and abroad.

He and wife Natalie, the company secretary, set up the business seventeen years ago with support from Scott’s father. Today, the couple run it together and employ 32 people with a £26 million turnover. Scott said: “I have found running a family business mostly enjoyable. One of the things we have always done is draw a line between our business life and our home life. I may be managing director and take the decisions but you cannot take that home with you. Bringing in a non-family

“

Roger remains one of six family members still involved, including Mark’s uncle, mother, sister and wife.

Mark said: “The report did mention things that were familiar to me. One of the things that we did three years ago was bring in a non-executive director from outside the family. He was able to stand back from things and has been able to help us tackle the challenges presented when I took over from my father when he took a step side-wards. The family and the business was affected by the transition and there were some cases of miscommunication which we have worked on to put right. As a tight knit family, we can make decisions quickly without having to go to a board of directors. There are many reasons to remain a family business but certainly there can be challenges as well. Having someone from outside the family has helped us deal with that. “ Mark describes how new generational thinking can really help “When I took over I was told ‘this is the way we have always done things’ but we have

member onto the board, someone who can take a view of the company from outside, meant they could take a view which will benefit the business as a whole. There are benefits in being a family-run business, one of which is being able to stay true to our family values. We always say ‘imagine if it was your mother or grandmother getting onto the plane, are we treating our customers the way you would like to see them treated?’ However Scott feels quite strongly about the phrase ‘family business’ in the report, “I would not go to a client about a £10 million contract and say we are a family business. It makes us sound like we are a corner shop so I prefer to promote our business as an SME. However, within the company we do take a family approach to how we run the business.” Succession has not yet raised its head for Scott and Natalie. “We have not really thought about it as we are young enough not to need to worry about it at this stage. Our children are eleven and fourteen and I did not know what I wanted to do when I left school.”

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51

experts

When business is personal Simon Webley says family firms need to remain professional whilst keeping their ‘family feel’.

Simon Webley, Institute of Business Ethics Specialism Ethics in business Profile Simon is Research Director at the Institute of Business Ethics and helps a range of businesses with ethics in their organisations. www.ibe.org.uk

I have been enjoying the BBC’s adaptation of Hilary Mantel’s novel “Wolf Hall”, the fictionalised account of the rise of Thomas Cromwell, who became Henry VIII’s chief minister. All the feuding and politicking, falling in and out of favour of a capricious monarch, reminded me of one of the biggest threats to the sustainability of a family business.

One of the strengths of a family-owned business is the personal passion and integrity with which it is run. For a family business, the adage, “It’s not business, it’s personal” does not hold.

For these companies, business is personal.

The dividing line Yet the very personal nature of family business can mean that conflict arises from the inability to separate the business from personal lives. The causes can be manyfold: varied interests of each family member, personal egos, marital problems or familial rivalries - all can spill into the business environment. The result can affect the viability of the company, with a hostile work environment, muddied strategy and politicking getting in the way of business. An unpleasant work environment will result in a high turnover of staff. The 2014 European Family Business Barometer cites the ‘war for talent’ as the second biggest challenge for family businesses, after decline in

“

The very personal nature of family business can mean that conflict arises from the inability to separate the business from personal lives

GENERATION SPRING / SUMMER 2015

“

52

profitability. Failure to communicate properly the organisation’s values and purpose will mean a lack of clear and strategic goals.

Separating emotions from business decisions can be difficult, especially when a family member is involved. But this emotion also has a risk benefit. No one can doubt the passion which family members bring to a joint enterprise; it is an energy which has contributed to the success of many a family business. The family- owned sector has been lauded as more sustainable that shareholder owned companies, perhaps because the founder’s passion leads to staff being

experts

more committed to the company and its success. Built upon the foundations of personal responsibility, it is perhaps unsurprising that family businesses aim to operate to the highest ethical standards.

Few will deny the importance of trusting relationships with customers, employees, suppliers and the community. The success of any organisation depends on it.

Part of the family?

By their very nature, those that run family businesses take a long-term view, with a deeply felt sense of stewardship, borne out from a responsibility to both the family and the community in which the business

operates. Indeed, one of the oldest family businesses – Butchers RJ Balson and Son – was even established at the time of Henry VIII. Whenever groups of people come together, they form a culture. Culture is the collective values, beliefs and systems by which we operate within the group – whether that be a family, a team, a business, or a corporation. Some family run businesses are of a size where they don’t feel they need to express their values formally in a code of ethics, owners assume they are known within the family and business and are part of the culture.

The founders’ ethical values hold true

“

“

Being clear about the standards of professional behaviour required in your business helps everybody

for those businesses which are still small enough for the family to have a strong influence over day-to-day decisions and recruitment. If you know every staff member in your firm, and consider them ‘part of the family’, the chances are those employees share your values; just like you they want what’s best for your company and your customers. You have, after all, employed them because you recognise that in them. But this hands-on approach to recruitment cannot last forever. As companies grow, or as family businesses get passed down the generations, a chasm can also develop between the original founding values and how business is actually done.

The goal of communicating ethical values is ultimately to create shared meaning for employees, so that they know what the organisation’s values mean, and how that works out in the workplace. Culture can be defined as ‘the way things are done around here’ and it may subtly be working against the company’s ethical values.

Ensuring that the family set a good example is one way of communicating the organisation’s ethical values. Working together professionally, setting aside the personal issues can be difficult. Roles may be confused between spouse, parent, child, boss and employee. A simple Code of Ethics can set out what is expected of employees and family members, offering support and clear guidance.

Being clear about the standards of professional behaviour required in your business helps everybody. Stating the principles and values by which you want your business to operate will also help everyone – from boards setting strategic direction, to employees working on the front line.

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53

experts

Are you ready for the global market?

Many UK family firms are exploring new markets overseas. Our experts discuss some of the things you should be aware of when taking your business global.

A two-way conversation “

Rob Hook, Dialogue Specialism Language and culture training Profile Rob has 20+ years experience running a language service provider including language language and culture training, translation and interpreting services. www.dialogueuk.com

B

ONJOUR – MAY I SPEAK TO MONSIEUR PIERRE, S’IL VOUS PLAIT?” spoken louder than normal.

“Yes, this is Pierre speaking how can I help?”

“Ahh… Pierre, je m’appelle Edith from head office in England. Excusezmoi, mais je ne parlez vous pas Français; do you speak English?”

“Err.. Yes, a little. How can I help?

“Très bonne. Phew, that helps me enormously. I am phoning to introduce myself and I have a quick question.

Is that OK?” “Errrr…Yes, that is OK with me Edith. How can I help?”

“I need last month’s cumulative variance report on the latest version of the management accounts spreadsheet dated 3rd February excluding the machine upgrades but including the revised stock listing.”

“Gggrrrrrr ... Could you say that again but slowly please?

Recognise that exchange or maybe you have heard something similar? It happens so often that it has sadly become the stereotype of international firms dealing with British firms.

But does it matter? Yes, it matters; it really matters! Here’s why: The above exchange is based on a true story from a client before she started language lessons at Dialogue. As time went on the

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GENERATION SPRING / SUMMER 2015

French export agent became ever more incensed that the British import agent made no effort to learn French or to moderate their language to someone with a rudimentary grasp of English.

The relationship became frostier, trust evaporated and the level of information exchange and cooperation plummeted.

Eventually management had to intervene to diffuse the tension. The issue eventually found its way on to the CEO’s desk who then called Dialogue in to discuss what we might do to help resolve the situation.

We met with the CEO and discussed this and other issues within their embryonic language strategy. They understood the issue was far greater than this one isolated incident suggested. A quick conversation with the overseas subsidiaries management teams highlighted how widespread the dissatisfaction was.

Cultural awareness The CEO took the findings on board and implemented a language training programme for external facing staff. They also ran a series of cultural awareness programmes to support the language programmes. Everyone bought into them and remained enthusiastic all the way through. Reports of progress were issued and individual feedback was given by the teacher to each member of staff.

Within weeks, there was an improvement in communications. All sides made more effort to understand and be understood. Client service improved, meetings were quicker, and objectives were hit on time and close to budget. But most importantly of all, the level of internal criticism dropped off the radar.

experts

Tony Stone K2 Corporate Mobility Specialism Global Mobility Services Profile k2 support businesses large and small relocate families to new Global Locations. k2corporatemobility.com

F

rom the first point of contact for K2, family and quality of service to those families is vital to our high touch personal service.

John Smith is a Senior Engineer employed by American company in the San Jose office. John is married with three children aged 3, 7 and 12. All are US citizens. His company wishes to send John on Assignment to open a new office in Shanghai for a period of two years and John would like his family to accompany him. John is a homeowner in California.

K2 engages with John and his family to establish all key information required to submit a successful Immigration request to China. Should there be any points that we feel would hinder a successful application, our internal teams would communicate to his company HR team immediately to allow sufficient time for a suitable resolution.

The first item to be addressed will be the visa application. In the initial briefing call K2 will collate all required information from the assignee and prepare

the application as a matter of urgency, through our immigration partners.

We will work with John’s company to prepare any documentation required, and advice regarding timelines and costs.

On arrival to China we will ensure that local registrations are completed for John and his family so that they are fully compliant. We will counsel on the timeline for applications, typically 5-7 weeks and ensure the company are updated so that

“

As US nationals relocating to China, the family will experience a culture shock, not only in day to day living but also in the working practices

“

Taking families to four corners of the earth

expectations can be managed for the assignee.

One of the key factors of any successful assignment involving families is the correct choice in schooling. Our consultants will build a strong understanding of John and his children’s education requirements and offer support and advice on best options available to them.

In the initial stages, we will discuss

the popular expat areas for families relocating to Shanghai. We would include information on the various typical options, such as villas in compounds or high rise apartments.

As US nationals relocating to China, the family will experience a culture shock, not only in day to day living but also in the working practices. As such we would recommend a 2-day Cultural Training Program, provided by Cultural Training specialists. This can be delivered in either the US or China, dependent on the family’s availability. Part of the program would be designed around John’s role and business requirements. The second day would be more family-oriented, with a focus on the day to day living in China for Mrs Smith and the children.

Language Training programs will also be discussed at the point of initiation. K2 will set up a package of lessons that will be designed on 2 levels.

The relationship we develop with John and his family, will continue for the life of his assignment, this becomes valuable when he returns to the US during his repatriation process, he is able to work with someone he knows and trusts to support his family from previous experience.

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55

experts

W Anita Brightley-Hodges Family Business Place Specialism Family business branding & marketing Profile Anita has worked with some of the most successful entrepreneurs, helping them to grow businesses through strategic branding and marketing campaigns. familybusinessplace.com

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GENERATION SPRING / SUMMER 2015

hether you are a small family start up or a large family owned holding company, your story will travel like lightning across social media networks. It doesn’t matter whether you are webbased or have a physical presence with offices or factories, when it comes to growth and overseas expansion, beware of the island-dweller mindset!

The world is a myriad of diverse cultures and languages which need to be both respected and engaged on an equal footing. British family firms must embrace these differences and seek to understand what makes their global customers tick.

It is only through such diversification, by adapting to environments, by being relevant no matter what the context and by winning hearts and minds that a brand will latch on to that seemingly elusive connection. Experience is everything; there is no room for error.

‘Global Brand Power’ is the new buzzword for businesses that have successfully traversed the globe. From the complex, hungry for western brands in China to remote townships in Africa. From snowcapped villages in Japan to the growing affluent cities of India. Family Businesses in this league include the likes of JCB, The Swire Group (via Cathay Pacific) and Clive Christian Perfume.

In these cases, the brand is telling a convincing story, consistently adapting to its surroundings yet maintaining strength through core visual identity.

Global brands of this calibre are flexible enough to respond to market variance; elastic enough to stretch to new product lines and indulge changing consumer appetites; coherent enough that the customer experience is never disappointing and ultimately with enough fire power to reach the remotest of markets..

Global brands are organic; living things in a state of flux. Employee engagement is essential for the telling and retelling of that story. The ability, to not just convey those messages in market-appropriate languages but to wholeheartedly believe in them and communicate them to colleagues, customers and suppliers alike is paramount. What businesses must do, is provide the tools and resources to allow them to do this effectively.

Family firms have a head start. They already have brand strength through a very real personal connection. That unswerving belief and confidence in their brand, translates into the much sought-after qualities of provenance and trust which in turn ensures consumer confidence in that business’s ability to deliver.

But, it’s not just about the product, customers are sophisticated; swayed by factors such as the way a firm treats its employees; how it measures up in terms of social responsibility. In today’s world, opportunities to play the advantage are few and far between as everything is

“

The world is a myriad of diverse cultures which need to be engaged. British family firms must embrace these differences and understand what makes their global customers tick

“

Is your brand ready to take on the world?

played out publicly via social media in a fraction of a second. Here too though, the family business edge wins through with its intimate brand involvement and established governance.

Our recent survey has demonstrated that there is added value in the ‘made in Britain’ label, that the family factor is the magic ingredient that builds loyalty. As one very well known beacon of family business, Sir Ken Morrison CBE said, ‘You need three things in a business – good staff, good suppliers and loyal customers.

If you’ve got these three things then you’re on to a winner!’

Are you considering expansion into international markets? As a family business you already have competitive advantage through your unique identity that will equip you for the journey ahead.

experts

R Tsige Berhanu Emigra Worldwide Specialism Corporate and Private Immigration Law Profile Tsige has over 10 years experience of working closesly with individuals and businesses to ensure they are compliant with immigration regulations. www.emigra.com

elationships give family businesses their competitive edge. By building a foundation of personal trust with their customers, family businesses can develop and grow in markets where larger corporations may struggle.

For this reason, expanding family businesses, large, and small, need to go where their customers are. If your growing markets are abroad, you can no longer afford to be remote from them. However, international expansion presents its own challenges. Whether this is the first time you are opening a location overseas or the umpteenth time, if you fail to prepare, you can prepare to fail.

In a family business, the human element is the oil that lubricates the entire machine. Without the correct human capital on-site ready and able, the whole project can flounder and collapse.

However, importing the correct human capital presents its own challenges, since all countries have immigration rules for all types of foreign entrants which will affect not only employees, but also any family members who may be living overseas with them. Whether your senior employees are abroad scoping out potential sites, conducting market research, attending pre-arranged meetings, or commencing a secondment/transfer of some description, they are subject to the immigration rules and regulations of their host country – and those rules may be more complicated than you anticipate.

Immigration needs to be at the heart of your overseas expansion planning.

You may have a timeline in mind for your project, but if you and your immigration provider have not considered the relevant migration laws, your timeline may be disrupted affecting both work and relocation activities. An example of a possible project disruption scenario is as follows. A Family Business had three directors who all needed to travel to the US more than 10 times per year so visitor’s visas were required. Unfortunately one of the directors in his youth had been convicted of a minor offence. The family business had planned in advance and involved their immigration partners at the strategic planning stage when the relevant waiver of inadmissibility was applied for many months in advance of any proposed travel. Consequently all three directors were able to travel unhindered to the US and their US expansion project launched on time and on budget.

“

In a family business, the human element is the oil that lubricates the entire machine.

Without the correct human capital on-site the whole project can flounder and collapse

“

Immigration at the heart of overseas expansion

Many family businesses struggle to recruit suitably qualified staff that are British nationals or nationals of the European Economic Area or Switzerland and have to seriously consider nationals of other countries. One such family business in the medical tech sector had selected an excellent engineer from Brazil to work in their UK labs. However when the family business investigated the immigration rules they realised that they hadn’t advertised the vacancy within the rules and had offered him a salary below the required immigration threshold.

Consequently they had to withdraw the offer. This is a classic example of “cart-before-horse” recruitment activity.

Suffice to say, partnering with a global immigration firm can help you navigate through the myriad of immigration laws and rules.

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national survey

NATIONAL 64% FAMILY BUSINESS 39% SURVEY ARE SECOND

GENERATION

OR BEYOND

TURNOVER MORE THAN

£1 MILLION

Working in association with Charles Russell Speechlys, Family Business Place has

conducted its first major survey of family businesses with a view to gaining a better understanding of the issues family firms face and how they impact both the business and family members.

58

The interviewees included people from large businesses with turnovers in excess of £150 million, to recent start-ups and family businesses that were owned in part by employees.

From our extensive experience in the family business sector both FBP and CRS recognise that there are a number of issues that can set family businesses apart from non-family firms. While strengths such as longevity, loyalty, commitment and a strong work ethic help many family businesses to thrive, there are also a number of negative issues that can often cause friction and hold the business back.

Through this survey, FBP and CRS aimed to find out how prevalent these problems are, gain a better understanding of how they arise, and highlight the ways in which family businesses overcome them or limit the negative effects. We have also gathered a wealth of information on how family firms operate, communicate, and their tips for success.

“WE ACTUALLY HIRED AN EXTERNAL ADVISOR TO RUN SOME WORKSHOPS WITH US SO WE COULD PIN DOWN OUR VISION AND VALUES. WE ARE NOW ALL SINGING FROM THE SAME HYMN SHEET.“

GENERATION SPRING / SUMMER 2015

GEN-SS15-SURVEY_SPECIAL_REPORT_GO.indd 58

04/05/2015 13:29

national survey

73% DON’T HAVE NON-FAMILY

MEMBERS ON

THE BOARD

90% DON’T HAVE

ANY FORMAL GOVERNANCE

STRUCTURE

IN PLACE

61%

WOULD CONSIDER

SELLING THE FAMILY BUSINESS

IF THE PRICE

WAS RIGHT

ANITA BRIGHTLEY-HODGES, FAMILY BUSINESS PLACE In order to excite the next generation to enter the family business, there needs to be a clear career path, a role they can own, and one which has a meaningful impact on the business. Clearly this calls for commitment in the family to include leadership and education as part of the governance structure.

A good mediator and facilitator creates an environment where the issues are flushed out and debated sensitively in a safe, neutral and confidential environment.

This needs to be handled with a degree of skill and empathy.

For the outgoing leader of the business, it is crucial that their contribution to the business and their achievements are recognised and appreciated by the future generation. Embracing a new role and purpose in life can be a daunting prospect.

“DAD FOUND IT QUITE HARD TO ADJUST TO ME BEING IN THE BUSINESS AS HE HAD BEEN USED TO RUNNING IT ON HIS OWN. THEN I HAD THE CHALLENGE OF SLOTTING IN. THINGS ARE FINE NOW BUT IT TOOK A WHILE.”

“ONE PROBLEM IS THE NEXT GENERATION WANTING TO WORK IN THE BUSINESS BUT NOT HAVING THE EXPERTISE TO MANAGE OR RUN A BUSINESS.”

24% SAID SUCCESSION WAS THE BIGGEST

PROBLEM

85% SAY THE ADVANTAGES

OF BEING A FAMILY

BUSINESS

OUTWEIGH THE DISADVANTAGES

GENERATION SPRING / SUMMER 2015

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59

04/05/2015 13:29

national survey

37%

HAVE BEEN A

FAMILY BUSINESS FOR

MORE THAN

30 YEARS “WE’VE HAD ISSUES IN THE PAST BUT THESE HAVE BEEN RESOLVED

BY REFERRING BACK TO OUR FAMILY COUNCIL AND GOING BACK TO VALUES. IT’S WORKED EVERY TIME.”

79%

SAID BUSINESS ISSUES

AND NOT FAMILY

ISSUES WERE THE GREATEST

CHALLENGE

60

SALLY ASHFORD, CHARLES RUSSEL SPEECHLYS Family businesses often simply evolve without any proper thought being given to putting the appropriate structure or governance in place – over time this can hinder effective growth and succession planning – so it is never too early to start thinking about it.

Family businesses need fully integrated advice from advisors who understand the unique issues they face – without it they cannot hope to know what their options are.

Thinking about succession can be so daunting for many family business owners that it is just ignored until it is too late and discord is inevitable.

With the right advisors, these matters can be brought into the open and dealt with in ways to benefit all the stakeholders in the business and minimise family tension.

“IT IS HARD TO RAISE ISSUES/CONCERNS OVER WORK LOAD AND PRODUCTIVITY WITH A FAMILY MEMBER, ESPECIALLY WHERE THEY ARE NOT PULLING THEIR WEIGHT.”

92% DON’T HAVE

OVERSEAS

OFFICES

29% EMPLOY MORE THAN

20 PEOPLE

86% ARE MORE THAN 75%

OWNED

BY FAMILY

MEMBERS

GENERATION SPRING / SUMMER 2015

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04/05/2015 13:29

national survey

RETAIL AND

PROFESSIONAL

SERVICES HAD

THE HIGHEST PERCENTAGE

65% 60% HAVE A BOARD OF DIRECTORS

OF FAMILY

BUSINESSES FACE

64% 82% “SUCCESSION COULD BE A PROBLEM AS I’M NOT SURE OUR CHILDREN WILL WANT TO GET INVOLVED. WE WILL JUST HAVE TO SELL THE BUSINESS WHEN WE RETIRE IF THAT’S THE CASE. “

ADVISORS UNIQUE ISSUES FAMILY

(16% AND 18%)

PHILANTHROPY

PROFESSIONAL

UNDERSTAND THE

BUSINESSES

ARE INVOLVED WITH

SAY THEIR

DON’T HAVE ANY NON-EXECUTIVE

DIRECTORS

“THE BIGGEST ISSUES ARE GOVERNMENT INTERFERENCE, TAX AND LACK OF ANY REAL UNDERSTANDING OF SMALL BUSINESSES PROBLEMS AND WHAT THEY REALLY NEED.”

29% 90% SAID FAMILY MEMBERS

NOT WANTING

TO JOIN THE

BUSINESS WAS THE BIGGEST

‘FAMILY’ ISSUE

HAVE WORKED

OUTSIDE

THE FAMILY

BUSINESS GENERATION SPRING / SUMMER 2015

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prosperity

Challenges of direct private equity investing for Single Family Offices Rupert Phelps explains why it might Rupert Phelps, Savills plc Specialism Director of Family Office Services (SFOS) Profile SFOS works with substantial investing families in the UK and Europe, with a focus on first generational entrepreneurs and business owning families. www.savills.co.uk

not be as simple and as ‘sexy’ as it first appears.

The intellectual thesis for single family offices (SFOs) to engage in direct private equity (PE) club deals with like-minded families is compelling. The common cry from SFOs is that “they want more control over where their money is put to work” and so this argues against committing to blind pools. But many SFOs are sceptical and there is wide acknowledgement that there are few examples of it happening successfully and many investments remain too early in the cycle to judge.

In principle, substantial families may well be more predisposed to have the contact, involvement and control that come with direct investing. They may also see this as a way of leveraging their reputation, expertise and network,

“

Often the origination of such deals is through social networks, which can add to the excitement and appeal but vastly increases the likelihood of buying into a ‘dog’

“

yet there is little evidence of club deals amongst ‘like-minded’ families.

Furthermore, since one key driver for a family to go direct is control, it must be appreciated that including other investors will add different agendas, risk appetite, and timeframe.

One principal of a London-based SFO remarked: “direct private equity for SFOs has grown in significance in the last three or so years, not least because it is perceived to have a natural governance and scale fit (since small tickets are not worth the resources used in due diligence) with the

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GENERATION SPRING / SUMMER 2015

largest investing families, but the actual dangers of this approach to investing are vastly under-considered, and, whilst it is more talked about than done, beware!”

One educative advantage sometimes cited is that an limited partner (LP) SFO might place a next generation family member as their representative on a portfolio company’s board, yielding vital early financial experience (and only direct PE will allow this). The dangers are, however, substantial. Deal origination, screening, due diligence, and then ongoing administration and monitoring is a skilled process that even $1bn plus SFOs are unlikely to possess in-house, and clubbing together with other similar families (unless one is a deca-billion outfit which can resource such broad in-house investment expertise) could compound problems but not deliver a solution.

There is also the inherent danger of group-think and similar culture leading to a lack of suitable application to the required work on the way in, and potentially lack of suitable control during the holding period.

On these points, specialist private equity advisors have a compelling case to make for ‘using the experts’. Another argument used in favour of the pooled approach is that direct PE leads to concentrated positions in a few portfolio companies, rather than greater diversification.

Perhaps the most compelling way to sow a seed of rightful scrutiny is to ask the question, why is my family being offered this co-investment? If it is genuinely attractive and high quality, surely it would already have been taken or allocated by the existing general partners (GP) and their closer associates? Consider another danger endemic in SFO direct PE investing: often the origination of such deals is through social networks (the bar at the club), which can add to excitement and appeal but vastly increase the likelihood in buying into a ‘dog’ that has already been touted round more expert potential LPs who have chosen not to invest.

There are likely to be twin desires for the direct method: a legitimate desire to minimise manager cost dilution, especially upfront fees drag on committed capital not invested (the ‘J curve’ effect or ‘blank cheques’ fees on cash; real management charges can average 4.5% for the first few

prosperity

“

Customers are paying their suppliers late to ease their own cash flow problems, pushing the financial risks onto their suppliers. To do so is an abuse of trust.

skills for direct investing and so should only dispense with GPs with great caution”.

Another factor to consider with direct PE is the misalignment of interests in terms of targeted returns thresholds and timescales. SFOs may have extremely long term time horizons and no foreseeable exit strategy in their portfolio companies (think Andrew Mellon and Warren Buffett).

Meanwhile, GP’s may be on a cycle of fund-raising (typically 3-5 years) and thus have an incentive to churn their best assets quickly (often between themselves). The

“

years) of PE pooled funds and a possibly understandable, but often foolish, desire to be closer to the ‘action’, be active, and do the perceived ‘sexy bit’. As has been mentioned, SFOs rarely have the appropriate, let alone best, such skill set required.

David Seligman of Seligman Private Equity Select commented: “GPs are paid fees because of the expertise and experience which they bring to the equation. We are concerned that many family offices do not have the requisite

result is huge fee dilution from churning and higher risk for the underlying LP investors associated with constantly seeking new deals (including those with a riskier profile to try to offset fees and enrich the managers).

So, we have a model with emotional attractions and certain dangers. Surely it is time for some new permanent capital models underwritten by SFOs to emerge?

For a sector which can claim to have initiated PE and hedge funds, this does not seem too much to ask.

GENERATION SPRING / SUMMER 2015

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prosperity

Lee Allan, Grosvenor Associates Specialism Risk Manageent Profile Lee works with businesses to put together a structured legal framework which ensures the succession of the business and protection for the families. www.princessdonia.com

Taking a risk Lee Allan took a year out of his successful business to fulfil a dream.

Sometimes in life, things happen that take you out of your comfort zone. But when you have such a strong calling, as I did, you realise great things only happen if you are willing to take a risk.

I have a been a Risk Management Succession Specialist for over 25 years and have worked with some very esteemed

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GENERATION SPRING / SUMMER 2015

individuals and their families to help them safeguard their finances for the future. But in the back of my mind there had always been a burning aspiration to do something with a higher purpose. Something that would help people worse off than us, and something sustainable that would continue long after I’m gone.

I had always wanted to build a beautiful, traditional Dahabeeyah (an Egyptian sailing ship) which would sail on the Nile in Egypt. This asset would give people from all over the world a different way to experience the history, culture and beauty of the Nile in an exceptional way.

prosperity

“

In the back of my mind there had always been a burning aspiration to do something with a higher purpose. Something that would help people worse off

“

That dream became a reality. I rented an apartment in Luxor but spent most of my time in a nearby town, Esna, which had a very small boat building yard. After copious amounts of research and help from a very experienced local mariner I

brought together a group of artisans and professional people to help me design and build a very special Dahabeeyah.

I managed the whole project without speaking any Arabic or having any ship building skills or design skills other than technical drawing, which I had learnt from my teacher at school. Out of my depth?

Yes. Fulfilling my passion? Absolutely.

After living a life on the banks of the Nile with 30 men for 12 months, we managed to create the Princess Donia - a beautiful hand-crafted, ten berth sailing ship with all the modern day luxuries that people expect today whilst taking a

holiday. This was the very first Dahabeeyah on the Nile that could offer this very high standard of accommodation and service.

By setting up this family business in Egypt, I have now put in place ongoing support for seven men (who are all related), employing them as full time crew who are all highly trained in their particular field, and this in turn will allow their families to prosper for years and years to come.

For those of us busy running family businesses here in the UK it’s important to remember that we have an opportunity, and a responsibility, to leave a legacy.

GENERATION SPRING / SUMMER 2015

65

prosperity

Amalia Brightley-Hodges, Family Business Place Profile Amaiia and her team are passionate about getting family businesses around the UK involved with the WellGood campaign bringing clean water to impoverished communities in Africa. www.mytendays.org

Make it count Amalia Brightley-Gillott says being part of a family business can be a great kick start to making a real difference to the world.

The word ‘Philanthropy’ literally translated from Greek means “love of humanity” in the sense of caring, nourishing, developing and enhancing “what it is to be human” on both the benefactors (by identifying and exercising their values in giving and volunteering) and beneficiaries’ (by benefiting) parts. But what does that even mean in the real world?

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GENERATION SPRING / SUMMER 2015

For me (and probably most young people my age), in real terms it means having an awareness of how incredibly fortunate I am to have grown up with a family business in the background which allows me to travel, see the world, experience different cultures and make up my own mind about how I want to make a difference.

A shared passion As a close family operating a small family business we are all pretty in tune with what’s important to us. We all share a passion for travel and adventure, which, one year, led us to Uganda where we met some of the warmest, kindest and funniest people I have ever met. In the most rural of areas, far away from the hustle and

prosperity

“

Advice from my family business to yours - do something that matters. At the end of the day, you’ll be remembered by the legacy you leave, not the money you made.

“

bustle of the capital city, Kampala, families and communities live in mud huts, attempt to grow vegetables on their own tiny plots of land and keep one or two mangy looking animals. But the biggest worry for them every single day? Finding water. Not even clean water, just any water they can get their hands on.

In one of the villages we visited, young girls were walking 3.5km each way to

collect filthy water, no doubt from the same place where animals bathe and drink. It’s a treacherous journey along major roads where young girls face being attacked. If there was ever a time our family agreed on something, it was now.

We decided to launch the WellGood campaign. An initiative to encourage family businesses in the UK to sponsor a clean drinking well in Uganda and give Ugandan families a lifeline. A group of us recently trekked 100km across the Sahara Desert and raised £25,000 and so far we have 12 borehole wells giving clean water to tens of thousands of people, not just today but for years to come. Communities suddenly have something to treasure and take care of (the women are trained to maintain the well, ensure it doesn’t rust

etc), crops can grow, people can drink without the worry of disease.

Ultimately, our small family from a leafy suburban village in Kent have saved the lives of thousands of people.I wish everyone could experience the sense of pride and achievement I did when I watched that very first well being dug. I was overwhelmed by how simple and easy it was for us to changed lives. But that’s the opportunity being part of a family business has given me and now, more than ever, I realise that with great opportunities comes great responsibility.

So a piece of advice from my family business to yours – do something that matters. Because at the end of the day, you’ll be remembered by the legacy you leave, not the money you made.

GENERATION SPRING / SUMMER 2015

67

ten

10 2 6

Want to get your family business into your local, regional, trade and national press? Here are 10 top tips to getting started.

Find the names and contact details of the best person (i.e Business Editor) at each publication and start building a database.

4

3

10

Brainstorm any great stories you have that journalists might be interested in and work out an exciting angle. Writers are looking for new and innovative things, not the same old stories.

Draft a press release – make sure you have an captivating headline, cover the main gist of the story in the first two lines and have your contact details at the bottom. It’s important to capture the journalist’s attention from the start without them having to wade through long emails.

Make sure you have great images to accompany your press release ready to email over. They shouldn’t be too big as many people can’t receive large attachments and can always ask you for higher resolution images afterwards.

8

1

Write a target list of all the newspapers, magazines, blogs, trade press etc you want to be featured in.

7

5

Pick up the phone and ask the journalist if your story would be of interest to them. If so, email it over. It’s important that you don’t just send a blanket email to every title hoping that someone picks it up.

They will soon start ignoring your emails altogether.

7.The journalist might want to call you for a quick interview and get a quote so make sure you are prepared and know what you’re going to say.

Once you’ve emailed the press release, follow it up to see if there’s anything else they need and to find out when/where it will be published. If your website is included in the article, make sure it is up to date and working properly as you may get some new visitors.

Start a ‘Press Book’ – a nice, smart folder where you can keep your press cuttings. Leave it in your reception for customers to see or take it with you to see new contacts – it’s something to be proud of.

9

Buy a few copies of the publication and see your name in shining lights!

There’s nothing more exciting than seeing your business in the press so make sure you get a copy.

www.familybusinessplace.com

GENERATION SPRING / SUMMER 2015

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2015

Save the date The sixth annual Red Ribbon Awards are set to be the biggest party of the year, celebrating everything that is brilliant about family business in the UK. Bring your whole team; your family, friends, staff and clients for a spectacular night out at London’s Shakespeare’s Globe and reward them for all their hard work, loyalty and dedication.

It’s a night not to be missed!

Friday 10 July 2015, 6.30pm – Midnight The Underglobe at Shakespeare’s Globe, London BOOK ONLINE – www.familybusinessplace.com/awards2015

book review

My Fight to the Top, Michelle Mone OBE It took Michelle over a year to write her life’s journey and it clearly dredged up lots of difficult and uncomfortable memories. But instead of being a book of self-pity this is a tale of a strong, determined woman who simply doesn’t take ‘no’ for an answer. The book is brutally honest and she voices many of the concerns and emotions that countless entrepreneurs will relate to. In particular, Michelle shares the highs and lows of building a business with her husband and how she dealt with the complexities of working together whilst trying to maintain a personal relationship.

From growing up in a loving family in the East End of Glasgow, and dealing with the permanent disability of her father through to having the failure of her marriage splashed across the national press and rebuilding her life, Michelle’s book is an inspiration to anyone who has had to fight for something in their life.

She is now one of the most successful businesses women of her generation. ‘My Fight to the Top’ is a brilliant story of how an enterprising spirit, pure ambition and sheer determination combined to create one of the UK’s most successful lingerie brands. Whether you are a woman, an entrepreneur or in need of a drop of motivation, this book is a must read.

Written by Michelle Mone OBE. Available at amazon.co.uk Reviewed by Susan Anderson, Family Business Place R AT I N G

From Nothing to Everything, Rami Ranger MBE From Nothing to Everything tells the extraordinary story of Rami Ranger, award-winning family business-owner, philanthropist and political reformer.

Beginning with a dramatic flight from home during the turmoil of the break-up of India in 1947, Rami’s journey takes in the assassination of his father, childhood hardship under the guiding hand of his mother, emigration to England and the long fight against prejudice to achieve success on a scale he could hardly have imagined as a naive young immigrant in London in 1971.

Having founded his first enterprise with just £2 and a typewriter in 1987, Rami now oversees Sun Mark, a £160-million-a-year operation that has become one of Britain’s fastest-growing and most decorated businesses. The business has received a record-breaking five successive Queen’s Awards and Rami himself has been awarded the MBE for his efforts to foster greater social and political opportunities for the British Asian community.

En route from poverty to riches, Rami offers lessons in business and lessons in life, drawing heavily on the values instilled in him by a mother who, having lost her husband, home and ancestral homeland, refused to give up on her children.

As Rami himself puts it: “My story shows that one does not need a rich father, an elite education or the old schoolboy network to help one in life. What one needs is self-respect, ethics, commitment and empathy for others.”

R AT I N G

Written by Rami Ranger MBE Available at amazon.co.uk Reviewed by Louisa Churchill-Cole, Family Business Place

GENERATION SPRING / SUMMER 2015

71

PASSIONATELY

HANDS-ON

FAMILY BUSINESS NUTRITIOUS UNPARALLELED DELICIOUS FOOD

service

VALUE AND VARIETY

For more information contact info@harrisoncatering.co.uk or visit www.harrisoncatering.co.uk

24

24

HRS

A day in the life of Tom Hart Dyke

The World Garden Lullingstone Castle, Kent

Was joining the family business always your plan?

Yes, I have grown up with the family business - our family home at Lullingstone Castle is where we’ve lived since 1361! It was the natural and enthusiastic choice to take Lullingstone into the 21st generation. 2015 is set to be a momentous year here at Lullingstone Castle as we celebrate The World Garden’s 10th anniversary.

Over the last decade thousands of visitors have walked through the Moon gate to experience and share the UK’s first ‘World Garden of Plants’. I am privileged to have the support of my family, our volunteers and the wider community to have achieved my dream!

What values have you learnt from working with family?

A real appreciation for the special, unique often overlooked bond that a family business has generated for us.

What’s the best bit about working with family?

There are so many positives - but the best is after an absolutely visitor packed weekend has subsided: sitting down with my sister, dad and mum for one of Mother’s special Sunday Evening Meals - bantering about visitor feedback – what they love, want to see more of and what else we can add into the mix! Such a buzz to keep evolving!

And the worst?

With our family business being a visitor attraction I am never a fan of those cold and wet days but that’s just the good old British weather always unpredictable!

How do you spend your free time?

My so called ‘free’ time is usually spent plant hunting abroad searching out for new specimens to introduce to the World Garden, often never before seen in UK

and making our visitor’s jaws drop! For shorter periods of time off I head around length and breadth of the UK hunting down specialist nurseries – I love buying rare plants, such an addiction. There’s no pill available for my plant obsessed condition!

What would you advise someone thinking about joining their family business?

Go for it! Running a family business can be a real challenge but it’s also a wonderful bonding exercise and I wouldn’t have it any other way.

Who inspires you?

My biggest inspiration was my botany teacher and late Granny who was an awe-inspiring gardener, and self-taught like myself who believed in growing a wide range of plant material.

Does money motivate you?

Money motivates in a small way, however my serious driving force are my 8,000 different babies (my plants!)

In particular the challenge of flowering exceptionally rare species, some of which I’ve collected myself.

Describe your typical day in the family business As I live on site in the Tudor Gatehouse, my ‘workplace’ is on my doorstep! 6am I start watering in the polytunnels followed by pruning/deadheading of tender perennials and shrubs. Then guiding a coach load of enthusiastic gardeners around the ‘World in 80 minutes’! Weeding/tidying a certain region of the world; weeding in Cacti rich Mexico, woody pruning in Central China or grass clearing in the outback of Australia! Evenings are usually filled with e-mails; everything from marketing to plant donations and lectures that take me around the country. www.lullingstonecastle.co.uk

GENERATION SPRING / SUMMER 2015

73

Family Business Place National Conference

Join us for the 7th Annual National Conference as we tackle some of the biggest challenges facing family businesses today including succession, growth, managing talent and technology.

Friday 30 October 2015 The Royal Institution of Great Britain, Mayfair, London TICKETS ON SALE SOON www.familybusinessplace.com

THE GORGEOUS FOOD GURUS A N E X C L U S I V E C L U B F O R Y O U N G F A M I LY B U S I N E S S E N T R E P R E N E U R S THE CEREAL KILLER ON BRICK LANE

A BROTHERS’ BLOOMING SUCCESS

FISH FRIER MAKING BIG WAVES

KICK OFF

WELCOME TO THIS WAY UP An exciting new club for young family business entrepreneurs For the first time, the next generation of family business leaders can come together with their peers to share and learn.

I

n February we were thrilled to host the launch of ‘This Way Up’ and were joined at Fortnum & Mason by over 25 young people either working in, or involved with, their family business. Guest Speakers Sanjay Arora from Arora Hotels, Natasha Ross from Trotters Childrenswear and Reena Hammer from Urban Retreat gave us an insight into their decision to join the family business, the dynamics between family members and their goals and aspirations for the future.

This Way Up will host quarterly meetings throughout the year where members can network, share advice and hear from experts and inspiring Guest Speakers including some of the most successful entrepreneurs in the UK. Future events will cover topics such as: - What does it mean to be an entrepreneur?

Managing relationships in the family business, Understanding the process of entering your family firms, Education and leadership development, Importance of networking and collaborations, Carving out your role for the future, Impact of technology on family businesses, Modern philanthropy

76

Thiswayup spring–summer 2015

and making an impact and Travel and adventure.

Whether you’ve been working in the family business for several years, if you’re thinking about joining, or if you’re still at university and aren’t sure if the family business is for you, This Way Up is a peer-to-peer support network for anyone aged 18-30. We’ll help you explore your options, share experiences and learn from each other. As a member of This Way Up you will have access to a dynamic network and meet lots of other young entrepreneurs.

Amalia Brightley-Gillott www.familybusinessplace.com/ thiswayup

“THIS WAY UP IS A PEER-TOPEER SUPPORT NETWORK FOR ANYONE AGED 18-30.”

Thiswayup spring–summer 2015

77

RISING STARS

THE CEREAL KILLER ON BRICK LANE Most entrepreneurs will look back on the day they came up with their business idea as the start of something amazing.

But for twin brothers Alan and Gary Keery, the moment the spark ignited was as they were recovering from a hangover.

T

he brothers who founded Cereal Killer Café, the UKs first speciality Cereal Café, realised the potential of an artisan food shop, whilst craving breakfast cereal on a hangover.

However Alan and Gary Keery realised they couldn’t start the venture alone and setup a crowdfunding campaign which 50 people contributed to, but that wasn’t enough to get the project started. The publicity of the company did however raise their profile, enabling then to get a loan and, alongside a sympathetic landlord, they had enough to get started The twins say they spent six months before opening securing funding and finding supplies from countries as far afield as France, America, South Africa, South Korea and Australia. The Cereal Killer Café then opened in December 2014 at 139 Brick Lane.

TAKE ME BACK Wanting to create a fun atmosphere and jog the memories of eating cereal as a young child they spent a year collecting vintage memorabilia to decorate the interior of the shop which is designed as a shrine to the 1980s and 1990s. The shop sells 120 types of cereal from all over the world which you can mix with 13 types of milk or 20 different toppings; the breakfast cocktail you can create is endless. For non cereal fans, there are also other

78

Thiswayup spring–summer 2015

é Twins Gary

and Alan Keery ç The cafe is

open morning noon and night from 7am-10pm

breakfast goodies including 18 flavours of pop tarts, toast and cups of coffee.

Soon after they opened, the Gary and Alan were already looking to expand around London and have even had interest for franchise opportunities. www.cerealkillercafe.co.uk

RISING STARS

IN THE EYE OF THE BEHOLDER Surrounded by the glamorous world of beauty since a young age it is no surprise that Reena Hammer, daughter of business moguls George and Ruby Hammer, is now carving out a successful career as Creative Director of Urban Retreat.

T

aking inspiration from her parents, Reena grew up absorbed in the Urban Retreat life and took on her first role in the business as Project Manager, overseeing the refurbishment of One Marylebone at 18 years of age.

Growing up in the internet

generation she embraced an opportunity to join her father’s online beauty website beautique. com. Alongside a team of two, Reena learnt everything she could about e-commerce from website design, warehouse operations and building brand relationships. From

é Reena with

her beauty mogul mother, Ruby Hammer.

this role she continued, identifying marketing as a key factor to driving traffic online, elevating the business and taking the brand on to the next level.

Having risen through the ranks at Urban Retreat, in 2010 she became Creative and Marketing Director and then took on the role of Creative and Brand Director in 2014. Striving to make her mark on an already established business can be hard but her latest project, the recent refurbishment at Harrods has been her most challenging project so far and the new building is something to be marvelled at.

Not only has she shaped the future for the brand she has also carved her own career as a beauty powerhouse in her own right, and all before the age of 30. www.urbanretreat.co.uk

A BROTHERS’ BLOOMING SUCCESS When you think of gardeners, people like Alan Titchmarsh spring to mind, but there is a new wave of young green fingers taking the world by storm, one flowerbed at a time.

F

ounded in January 2013, brothers Lee and Dale Connelly, better known as the Skinny Jeans Gardeners, are revolutionising gardening for young people.

The business began when Lee moved out of the family home and to make sure they kept in touch they decided to find an activity they could do together. After renting an allotment from the council, they soon fell in love with gardening and set up in business together to inspire other young people to get more involved. As the boys are self-confessed novices they are well versed to teach others that gardening can simply provide a great lifestyle, breaking down the fear of any qualifications needed to garden.

è Lee and Dale

are changing perceptions

This green fingered duo are on a mission to find the ‘missing generation’ of plant lovers and have subsequently become an influential voice in horticulture after working on CBBC’s Blue Peter as their resident gardeners.

They have also appeared on shows such as Radio 1, Sunday Brunch, Jimmy’s Farm and The Alan Titchmarsh Show and are taking part in this year’s Green Fingers

Festival gardening event at the Eden Project.

The two brothers are bringing a fresh perspective on this greenfingered creativity and if they can inspire young people to get outside and garden for pleasure, they can also convince them that gardening can be a worthwhile career, changing the perception that it’s just for the older generation. www.skinnyjeangardeners.com

Thiswayup spring–summer 2015

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RISING STARS

THE GORGEOUS FOOD GURUS Eating well for many is just a fad, but for the London based Hemsley sisters it’s a total way of life. Jasmine and Melissa, also known as Hemsley + Hemsley, are fast becoming a famous foodie duo, cooking and consulting for celebrity clients and at high profile events.

U

sing their love for food and passion for keeping healthy, the sisters established their family food business in 2010 setting up a blog and bespoke delivery service, which encourages people to eat better and live more energised lives. Jasmine a former model and Melissa a footwear brand manager, were inspired when their hectic lifestyles resulted in ensuing health problems such as indigestion, eczema and stress and they set about changing these with healthy living.

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Thiswayup spring–summer 2015

They already have a celebrity fan base including Mille Mackintosh and Gaby Roslin, who are on board with the sisters’ concept of ‘mindful eating,’ a process where you become in sync with what you are putting into your body. But the girls aren’t saying you need to run marathons and stick to salad, they demonstrate how to cook simple meals, take your time eating and get more sleep.

CULINARY CREATIVES As well quickly becoming the hottest health food gurus around, the girls are also authors of the international bestselling cookbook, The Art of Eating Well which was launched in 2014. This revolutionary cookbook was shortlisted in the Food and Drink category for the National Book Awards 2014. The book includes inventive recipes, the

é Two sisters

transforming the way we think about food.

inspiration of which comes from their mother, who taught them how to eaton a budget but still have flavoursome meals.

Their culinary imagination does not only stop at delicious recipes; they have also launched the Hemsley + Hemsley Spriralizer.

This must-have kitchen utensil instantly transforms an array of vegetables into noodle-like spirals in minutes, ready to be packed into your delicious meals.

Jasmine and Melissa don’t have your typical ‘Cordon Bleu’ education or any fancy knife skills to speak of - instead they are home cooks with an interest in foods that make them feel their best. Their book is a go-to guide for people to use as the foundation of eating and feeling well by championing good food. www.hemsleyandhemsley.com

RISING STARS

THE FLIP FLOPS CHANGING LIVES Behind this successful family business, is an incredible story of adventure, travel and ultimately, tragedy. But a big heart is at the core of this enterprise.

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ver a decade after losing their parents in 2004 to the Asian tsunami on a family trip around the world, Rob and Paul Forkan founded Gandys, an ethically sourced footwear brand based in London.

SUBHEAD HERE Using their savings the brothers had a start-up capital of £10,000 but knew that they had to secure further funding, as the money would not last long. Inspired by Dragons Den, the Forkan’s set up Brothers Den. Dressed in shorts and flip flops, they invited potential investors to a Brixton pub to compete for the chance to invest in the business. è Coby has

modernised his traditional family business

The pair eventually secured the investment they needed from Comtact founder, Dominic List. He joined with them in the summer of 2012, after meeting up in a mockedup beach bar. Inspiration for the name came from the leader of Indian independence, Mahatma Gandhi and his iconic wearing of flip flops.

This ethical brand now has top deals with House of Fraser, Debenhams, Selfridges and Accessorize, but it is simply down to hard graft that has made these opportunities possible.

With a climate like the UK, constant year-round sales in flip flops can be

é A personal

tragedy led to two brothers doing incredible things.

hard which is why future plans are to diversify from just flip flops. The brothers’ brand is now launching worldwide and have celebrities such as Richard Branson, Jessica Alba and Niall Horan all spotted wearing a pair of Gandys flip flops.

But it’s not all glamourous fashion and celebrities; a percentage of all profits goes to their charity, Orphans for Orphans and the money builds orphanages in honour of their parents. They aim to have a children’s home on every continent in the world. www.gandysflipflops.com

MODERNISING A HISTORY OF FABULOUS FABRICS There aren’t many companies who can claim that in just 60 years they have grown from a market stall in London to an international business. But meet Joel & Son Fabrics ...

I

t was Hyman Bull who founded the family business as a tailor and now generations later his grandson Gary Bull, director and great grandson Coby Bull, e-commerce director are continuing the legacy. As a young entrepreneur growing up in the internet generation, Coby realised he needed to evolve the company.

Even though the business has had a website since 1991, he knew he needed to modernised it, making the online shopping experience better and easier for customers.

These changes have increased the client base but also helped online sales as 60% of their orders today come from international sales online. Coby also knows that social media and other digital marketing resources are important going forward. He says ,“when the world is online you have to find ways to make the experience personal for customers”. www.joelandsonfabrics.com

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RISING STARS

A PICTURE OF SUCCESS With the booming success of photography applications such as Snapchat and Instagram, the nation seem to have gone selfie mad.

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wo brothers from Manchester have taken the selfie trend a step further and in 2013 founded Zeven Media, a digital photo booth company.

Josh and Hyrum Cook have been budding entrepreneurs since a young age, selling sweet confectionary in their school playground. But this latest project has seen nothing but success since they conjured up the idea in their Manchester kitchen.

The digital photo booths allow users to pose for a photo and then share it instantly via mediums such as Facebook, Twitter or email as well as offering a printout. Since

landing their first client, Selfridges, off the back of a cold call the pair are now working with some of the country’s leading brands and have even gained celebrity fans such as Olly Murs and Alexa Chung.

But the real success came when the young brothers’ enterprising nature secured them backing from Dragons Den’s, Deborah Meaden in 2014. Josh and Hyrum won over

é A modern

business for a modern world

Meaden after a successful pitch with an investment of £50,000 for a 30% stake in the business. Last year the company turnover hit £600,000 with a revenue of £1.5m projected for 2015. Having launched their innovative product the Cook brothers are already looking to the future with regards to growing the business and expanding their team.

They already work with specialists from a diverse range of backgrounds including fashion, photography, sales, social media, marketing and design. This has helped them to develop a product they are extremely proud of. What’s more, every machine is made in the UK and from British-sourced materials making them true ambassadors of British manufacturing.

As for their long term ambitions, the pair seem ready to conquer the world with their entrepreneurial nature and hope to become a globally recognised brand. www.zevenmedia.com

THE TRULY GREEN SHOE As someone growing up in the shadow of a family business empire, it would be easy to just join the family firm. But for 7th generation Galahad Clark, his passion lay outisde the family footwear business, Clarks, and he made the bold move to go it alone, setting up on his own business.

é Vivobarefoot

has changed the face of footwear

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Thiswayup spring–summer 2015

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hoe-making is in Galahad’s blood. So it doesn’t seem too strange that he would set up his own footwear business; a rapidly growing, niche global brand called Vivobarefoot. However it might seem slightly unusual that the essence of his brand is the less time people spend in conventional shoes the better, as shoes do more harm than good to our feet. The shoes Vivobarefoot create have total flexibility, maximum shock absorption and don’t restrict the

feet’s natural movement. Galahad’s vision is to create footwear that is hardly there, believing that going barefoot can result in healthier feet, better posture and a reduction in shock to the joints.

These incredible shoes are not only healthy for your feet and body. Galahad only uses recycled products when making the shoes, believing that his generation should care about the environment and shoemaking in particular can be one of the most polluting industries.

Although Vivobarefoot isn’t under the same management as Clarks Galahads father, group chairman of Clarks, is fully behind his son’s brand and even wears the shoes himself. Galahad is still proud of the business his fore fathers built but wants to move the brand forward with Vivobarefoot. www.vivobarefoot.com

RISING STARS

è Rachel

Tweedale won ‘Fish Frier of the Year’

FISH FRIER MAKING BIG WAVES Established in Lincolnshire by the Tweedale family David, Freda, Adrian and Rachel, The Elite Fish and Chip Company opened its first shop in 1988.

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inning National Fish and Chip shop of the year award in 1992 kick started the business’s first expansion opening a much larger restaurant and takeaway outlet in the city of Lincolnshire.

Now over 20 years since the business first started it has several outlets, Ruskington and Lincoln with the newest addition in Sleaford, and the company is now in its third generation with youngest member of the family, Rachel. The latest expansion has brought a contemporary feel to the company

and will be shaping the way for any future expansion.

Since it was founded, the business has been recognised and awarded many times with the Lincoln branch of the business celebrating the National Federation of Fish Friers’, Fish and Chip Quality Award, placing them in the top 250 in the whole country. It has also been awarded five stars for its quality from the National Fish Fryers federation.

More recently the company won the CSR award at the prestigious Red Ribbon Awards for family business for raising over £25,000 for charity to celebrate their 25 years in business.

But the real frier making her mark is Rachel Tweedale, whose outstanding talent and impeccable skills saw her achieve Young Fish Frier of the Year at the National Fish

and Chip Awards. Manager of the Sleaford outlet, Rachel has become an ambassador and positive role model for the Drywite Young Fish Friers competition which highlights and supports the best young friers in the UK encouraging them to develop and nurture their skills.

Rachel says. “There is a real passion when it comes to working for family. It’s not just a job for me, I have a vested interest in every part of the business and the satisfaction gained from what I achieve energises me and motivated me to work harder.”

Growing up around the family business has not only helped fuel Rachel’s passion for her work but also makes her more invested in the company’s future success. www.elitefishandchips.com

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OTHER STUFF

IN BRIEF APPS

Social gets anti-social

Sendish is a new photo-sharing app whereby everyone is anonymous other than their location. You either like or dislike a photo and any image not liked enough is deleted. You can’t make friends or follow people or get in touch. Your opinion is anonymous. youtube.com TECHNOLOGY

Smart just got fair

Fairphone is a social enterprise working to create a fairer economy, change how things are made and raise awareness about conflict materials in electronics. In 2013 Fairphone set about designing and producing their first smartphone

HIP HIP HORRAY. YOUTUBE IS 10.

and uncover the story behind the sourcing, production, distribution and recycling of electronics.

Recently voted winner of the Tech5 ‘fastest growing startup of 2015’ fairphone.com

é YouTube has

ADVENTURE

A welcome stay

Working in partnership with the African Wildlife Foundation, two native Simien mountain guides will be launching Limalimo Lodge in Ethiopia in September 2015; their way of sharing, cherishing and preserving the wildlife and spectacular scenery of a precious environment they have loved for decades. Located in Ethiopia’s Simien Mountains National Park, the lodge is great for exploring. limalimolodge.com

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changed the face of how we absorb content

Fine Dining

In April 2015, a British expedition set out to climb Mt Everest by the North Ridge. En-route to the top, they will attempt to break the Guinness World Record for the highest formal black tie Dinner Party. The menu has been devised by Sat Baines, the two Michelin Star Chef. The climbers hope to raise £100,000 for Community Action Nepal, everestdinner.weebly.com TRAVEL

Ten years after YouTube co-founder Jawed Karim uploaded an 18sec video titled ‘me at the zoo’, it now has 1 billion users, revenue of $4 biillion in 2015 and 323 days worth of YouTube video are viewed on Facebook every minute. .

TECHNOLOGY

Thiswayup spring–summer 2015

As far as the internet goes, ten years is a very, very long time. Especially when over 300 hours of video are uploaded to your website every single minute of every single day. But since the day it was born, YouTube has continued to grow and infiltrate our lives; whether you’re watching ninja cats on Facebook, ridiculous dance crazes from our friends in Asia or you’re at work watching a deadly dull training video, there is no

getting away from it. Video is more engaging, enticing and exciting than any static website. What’s more, people are making a living from it.

Zoella, the teen vlogger sensation has over 8 million subscribers to her YouTube channel and, as a result, sold 78,000 copies of her debut novel. Love it or hate it, video is here to stay. And what’s more, it’s just getting bigger and bigger. www.youtube.com

KICKSTARTING THE CAMPAIGN During its month-long crowdfunding campaign on Kickstarter, Pebble Time is now officially the most-funded project on the site raising $20m.

TECHNOLOGY

è Pebble

has raised over $20m in crowdfunding

Kickstarter plays host to some weird and wonderful ideas and inventions and is the world’s largest funding platform for creative projects. Home to films, games music, art, design and technology it is full of projects that are brought to life through the direct support of the public pledging money. 8.4 million people have pledged more than $1.7billion, funding 83,000 creative projects.

Pebble Time (a funky smartwatch) has smashed two records; on it’s

first day it became the fastest project to raise $1million (in 49mins) and a week later, it became the mostfunded campaign after receiving more than $13.3m in pledges. Now, in total, Pebble has raised over $20m - it’s initial goal was $500,000. www.kickstarter.com

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