Nottingham Business School Business Leaders

Nottingham Business School’s Business Leaders’ PodcastEpisode 80SUMMARYPeter Cheese – Make ‘good work’ your North StarPeter Cheese is long-serving CEO of the Chartered Institute of Personnel and Development – and one of the UK’s most influential voices on the future of work.His book The New World of Work is often cited as a must-read for anyone in leadership.In Episode 80 of the Nottingham Business School’s Business Leaders’ Podcast, he offers a stark warning to business leaders: adapt to uncertainty, or risk being left behind.Author of the book The New World of Work, Peter reflects on 14 years at the helm of the CIPD, where he helped shape thinking on skills and workplace culture for more than 160,000 members worldwide.He tells Honorary Visiting Professor Mike Sassi that leadership in 2026 is defined less by certainty and control, and more by humility, adaptability and ethical responsibility.His most striking message is about ‘good work’; that is, work with purpose, fairness and meaning.“Leaders must make ‘good work’ their North Star…” he says, “…guiding decisions not just for profit, but for people and society.”INTRODUCTION• Peter Cheese studied engineering at university but then spent more than 30 years at international professional services company Accenture, joining in the early 1980s and rising to become a Global Managing Director.• During the 1990s and 2000s he helped organisations design international workforce and outsourcing strategies.• In 2012 Peter became Chief Executive of the Chartered Institute of Personnel and Development (CIPD).• In the next 14 years he transformed the CIPD into a globally recognised authority, supporting more than 160,000 members worldwide and increasing its influence in government policy, workplace standards and skills development.• He published his seminal book The New World of Work in 2021, anticipating AI disruption, labour market shifts and changing leadership demands.• He became a leading advocate for “good work,” ethical AI, and multi-stakeholder business, advising governments and contributing to national debates on employment reform.• Earlier this year he announced he would step down as CIPD CEO, marking the end of a significant era in UK workplace leadership.LEADERSHIP TAKEAWAYS from Peter Cheese1. Collaboration is essential in solving complex problems“The more that we can connect and reach out and learn from each other… the better.”2. Leadership now operates in permanent uncertainty“I think we are now in times of greater uncertainty than any of us can remember.”3. People are now a core strategic priority“Business leaders are embracing, much more, an understanding of organisation, people and culture.”4. Humility is a critical leadership trait“We can’t have all of the answers… but we must have the ability to listen and to learn.”5. AI must be implemented responsibly, not just efficiently“Technology should be used [by leaders] in responsible ways to make sure that the jobs… are good for people.”6. Leaders must actively shape the future – not react to it“The best way for leaders to predict the future is to help to shape it.”7. Multi-stakeholder thinking is now essential for leaders“Other important stakeholders include our customers… our suppliers… our employees… the communities… and the environment.”8. Adaptability and agility are more important, for leaders, than rigid planning“[The crucial skill is} our ability to be agile and to navigate a fast-changing world.”9. Leaders must be comfortable managing paradox“Leaders need to deal with paradox and uncertainty because that is the reality.”10. Inclusion and diversity drive better decision-making“If we only ever surround ourselves with people like us… that is not driving innovation, it drives groupthink.”11. Curiosity and critical thinking are leaders’ most important future skills“Can you think critically… not just take things at face value?”RELATED LINKS• Peter Cheese discusses his 14 years at the CIPD, on HR Grapevine• Peter Cheese talks about the concept of ‘good work’, on the CIPD website• Peter Cheese talks about HR’s role in a responsible business, to Personnel TodayIf you enjoyed this episode NBS Business Leaders’ Podcast with Peter Cheese, listen to previous episodes with…• the former VP of Manufacturing at Toyota Europe Marvin Cooke OBE• the MD of Boots UK Anthony Hemmerdinger• co-founder of the Amazing If company and Squiggly Careers theory, Sarah Ellis

Episode 79SUMMARYAnthony Hemmerdinger – The dangers of living on past gloriesAnthony Hemmerdinger is one of the UK retail sector’s most experienced operators. As MD of Boots UK, he leads a business that has been at the heart of the high street for more than 175 years.In Episode 79 of the Nottingham Business School Business Leaders’ Podcast, he reflects on a career spanning more than three decades with brands including Boots, Asda and Marks & Spencer – and on his journey from Saturday shop floor assistant to Managing Director.Speaking to Visiting Honorary Professor Mike Sassi, he discusses the future of the high street, the importance of human connection in retail, and the challenge of modernising heritage brands without losing their identity.He also shares his leadership insights, talking about clarity, honesty and the day he turned up at a store just after staff had been told about redundancies.Reflecting on the pace of transformation in retail, he says: “If we do not change… if we do not evolve… we will not be here!”INTRODUCTION• Anthony Hemmerdinger was appointed Managing Director of Boots UK & Ireland, in November 2024.• He oversees around 2,000 Boots stores and more than 50,000 employees, leading the company’s strategy across health, pharmacy and beauty retail.• He has more than 30 years’ experience in UK retail, having held senior roles at major high-street brands including M&S, Sainsbury's, and Carphone Warehouse.• He spent 17 years at M&S, working in a range of roles before moving into wider retail leadership positions.• From 2016 to 2022 he worked at Asda, becoming Chief Operating Officer and overseeing store operations across the chain during the Covid-19 pandemic.• In September 2022 he joined Boots as Retail & Operations Director, responsible for store operations, logistics and transformation projects.• His promotion to MD in 2024, made headline news as Boots accelerated its store refit and healthcare expansion strategy.• Anthony began his retail career with a Saturday job at Boots as a teenager, in Manchester. He now lives in Sheffield with his family.SIX LEADERSHIP TAKEAWAYS from Anthony Hemmerdinger1. Leaders must maintain direct contact with staff and customers… human interaction is key:“Making that connection with customers, with patients, with colleagues… is the single most important lesson that I’ve learned. I will be disappointed if I don’t spend at least a day a week out in stores talking to colleagues, talking to customers.”2. Good leaders will communicate not only decisions but also the reasoning behind them:“The fundamentals of change… [involve not only] giving clarity to the team about what you want to change, but [also] crucially why.”3. Leaders need to keep learning – and stepping outside their comfort zones:“Be curious… listen more than you speak… and as soon as you start feeling a little bit comfortable, go and find something that stretches you again.”4. Leaders must adapt quickly in times of crisis – as the Pandemic showed:“We literally were having to reinvent overnight the way in which we ran and operated our stores… the speed of decision making, the boldness of decisions that we had to take.”5. Organisations must not rely on past success:“It is dangerous just to live on past glories. You have to be prepared to break some things to move it forward. If we do not change, if we do not evolve… we will not be here!”6. Effective leadership involves absorbing information from others and understanding different perspectives:“Listen more than you speak… soak up as much as you can, expose yourself to different environments and challenges.”RELATED LINKSFind out more about Anthony Hemmerdinger…• On the Boots website• In this Retail Gazette article• From his LinkedInIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Anthony Hemmerdinger you can listen to previous episodes with…• Former Chief Exec of the Financial Ombudsman Service Caroline Wayman• Entrepreneur, chef, musician and TV celebrity Levi Roots• Former head of the RAF Air Chief Marshal Sir Andrew Pulford KCB CBE• The CEO of £1bn global tech giant Ideagen Ben Dorks

Nottingham Business School’s Business Leaders’ PodcastEpisode 78SUMMARYMatthew Blain – Putting people first in a performance-driven worldMatthew Blain is a senior HR leader whose career spans some of the UK’s most recognisable institutions – and one of the most demanding ownership environments in business.In Episode 78 of the Nottingham Business School’s Business Leaders’ Podcast, he reflects on more than two decades of leadership with AstraZeneca, Boots, JD Wetherspoon and University College London.As the current HR Director at private equity-backed Exemplar Health Care, he tells Visiting Honorary Professor Mike Sassi about leadership in the age of AI, the realities of private equity ownership and why HR should sit at the centre of any creative organisation.Matthew also reflects candidly on the mistakes that shaped him – including a pivotal early-career moment that changed how he thought about leadership.He says: “Leadership is a service. You’re in the service of your team.”INTRODUCTION• In 1996 Matthew Blain completed his first degree at Nottingham Trent, a BSc in Business and Quality Management.• In the 2000s, he was National Training Manager at JD Wetherspoon, developing his first large-scale leadership experience.• He then worked in HR roles at global pharmaceutical giant AstraZeneca then moved into senior HR leadership at Boots.• In 2012, Matthew was awarded a Doctor of Business Administration by the Nottingham Business School.• He was appointed Director of HR at Boots in 2015, then Chief People Officer at University College London in 2019.• In 2022, he was appointed HR Director at Exemplar Health Care, a private equity-backed specialist healthcare provider based in south Yorkshire.TEN LEADERSHIP TAKEAWAYS from Matthew Blain1. AI is reshaping work – but not in the simplistic “job loss” narrative…“The reality is that AI is also generating a lot of jobs. There are new jobs coming into the workplace.”Leaders must challenge reductive narratives about AI and instead prepare organisations for job transformation, not just automation.2. AI increases the volume and complexity of human issues…“Whereas at one time in HR you may have received a grievance that was a paragraph or two. It now comes in as 32 pages, fully referenced with case law!”Technology amplifies your staff’s voice, placing greater pressure on leadership judgment, not less.3. Human leadership matters more, as tasks become automated…“What it has also done… is move even more emphasis onto human contact.”As operational work is automated, motivation, inspiration, and trust become the true leadership differentiators.4. Modern leaders don’t add value by having the answers…“Leaders no longer have all the answers… the answers are just too easy to put into ChatGPT.”Modern leadership value lies in asking better questions and enabling others, not information control.5. Calmness is a leadership asset, not a personality trait…“The word that often comes back for me [from my assessments] is calm… calm means reassuring.”Emotional consistency builds psychological safety. Unpredictability erodes trust faster than poor strategy.6. Leadership is fundamentally about helping others…“Leadership is a service. You’re in the service of your team.”Leaders exist to remove obstacles, unblock progress, and champion people.7. Authentic leadership can be learned, not innate…“Very little of it [leadership] is authentic. Most of it is a mixture of things we’ve taken from other people.”Leadership identity is constructed through observation, reflection, and adaptation – not fixed personality.8. Mentorship is powerful – even when informal…“It’s amazing the difference it can make when you’ve got someone that’s just got a guiding hand on you.”Career progression is often shaped by unplanned sponsorship. Leaders should actively encourage mentoring relationships.9. Private equity is about pace, not the absence of values…“There’s a caricature that private equity companies are not values led… in my experience, that’s just not true.”Commercial intensity and purpose-led leadership are not mutually exclusive in PE-backed firms.10. Crisis reveals the true strategic value of HR…“Everything we did [during COVID, at University College] … was tested against our mantra of people first.”People-first decision-making creates institutional resilience – and in the case of University College London, enabled our recovery after the COVID pandemic.RELATED LINKSFind out more about Matthew Blain…• Through his LinkedIn pages• Via the website of Exemplar Health Care• From when he was appointed Executive Director of HR at University College LondonIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Matthew Blain, listen to previous episodes with…• The Global Head of Emerging Talent at engineering giant Rolls-Royce Ellie Long• The former Chief Exec of the Financial Ombudsman Service Caroline Wayman• The BBC’s Deputy Chief People Officer Sarah Gregory• The former head of the RAF Air Chief Marshal Sir Andrew Pulford KCB CBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 77Paul Southby – Leadership and the lawSUMMARYPaul Southby is a commercial dispute resolution lawyer whose influence reaches far beyond the courtroom and deep into the civic, cultural and business life of Nottingham.In Episode 77 of the Nottingham Business School’s Business Leaders’ Podcast, he reflects on more than four decades of leadership across law, business advocacy and public service.He is a partner at Geldards LLP, a former Regional Director of the CBI and the 458th High Sheriff of Nottinghamshire. His career has been defined by what he calls “finding a way” when things go wrong.Speaking to Visiting Honorary Professor Mike Sassi, he explores leadership as problem-solving, advocacy and bridge-building.He also reflects candidly on what he wishes he had known earlier in his career – and makes a point of highlighting the importance of staying cool under pressure.“Behaviour is a choice,” he says. “And you can choose to be calm.”INTRODUCTION• Paul Southby qualified as a solicitor in 1982 after graduating from the University of Sheffield• He began his career in London, working in commercial dispute resolution with a number of major law firms. Then in 1987 he was made a partner at Irwin Mitchell in Sheffield, beginning his senior legal leadership career in complex litigation.• Up to 2008, he held partnership roles with more leading firms, including Eversheds in Nottingham and Browne Jacobson LLP, where he spent more than a decade as a commercial litigation partner• In the aftermath of the global financial crisis, Paul stepped away from legal practice to serve as Regional Director of the CBI East Midlands, engaging directly with policymakers, senior politicians and regional business leaders.• He returned to the law in 2010, joining Richard Nelson Solicitors, and in 2012 became a partner at Geldards LLP, where he continues to practise as a specialist in commercial dispute resolution.• Alongside his legal career, Paul has played a prominent role in place-based leadership in Nottingham and the East Midlands.• He has chaired Nottingham Partners, Marketing Nottingham and Nottinghamshire and the Nottingham-based Broadway Cinema. He has also served on both the Nottingham Growth Board and the Nottingham Business School Advisory Board.• In 2022–23, he was appointed the 458th High Sheriff of Nottinghamshire, one of the oldest civic roles in England and Wales. His year in office coincided with the death of Queen Elizabeth II.• Across four decades, Paul’s impact has extended far beyond the law. He is widely recognised for strengthening Nottingham’s civic, cultural and business institutions, supporting arts organisations through Covid recovery, and championing young people.LEADERSHIP TAKEAWAYS from Paul Southby• Effective leaders focus on solutions rather than dwelling on obstacles“It’s negligent to focus on the problem… it’s good to focus on the solution.”• Leadership requires creativity as much as control“’Finding a way’ is a really important component of leadership, I think.”• Advocacy is a core leadership skill“Speaking [up] for something is really important… every leader needs to be able to represent the cause they are working towards.”• Calmness is not just a personality trait“Behaviour is a choice… you can choose to be calm.”• Leaders set the emotional tone for their organisations“The leader sets an example for the rest of the team.”• Winning is not always the goal. Achieving the best outcome is!“The best possible outcome doesn’t necessarily mean that you win everything.”• Relationships matter as much as technical competence“We’re all in a relationship business in some way or another, aren’t we?”• Being a leader is not about ego but about service“Leadership is not about you. It’s about the organisation and the mission and the team.”• Self-care is important for leaders“Looking after yourself is not an option. It’s a responsibility.”RELATED LINKSFind out more about Paul Southby…• Through his LinkedIn profile and posts• In this piece he wrote when he was Chair of the Board of Marketing Nottingham and Nottinghamshire• From this Business Link article written when he was installed as High Sheriff of NottinghamshireIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Paul Southby listen to previous episodes with…• Former Chief Exec of the Financial Ombudsman Service Caroline Wayman• Former Lord Lieutenant of Nottinghamshire Sir John Peace CVO, CStJ• Social entrepreneur and youth mentor Dr Marcellus Baz BEM

SUMMARYThe UK construction industry is changing fast – shaped by new technology, shifting markets and the growing demand for skilled people who can lead with confidence.In Episode 76 of the Nottingham Business School’s Business Leaders’ Podcast, two senior industry figures tell Visiting Honorary Professor Mike Sassi what it really takes to build a successful career in construction.Jonathan Suckling, Director at VolkerWessels UK, and Garry Julyan, Commercial MD at TClarke Contracting, both graduated from NTU in 1994.Since then, they’ve helped deliver projects ranging from viaducts on High Speed 2 to London landmarks like The Shard.Back in Nottingham to meet today’s students, they reflect on lessons learned across 30 years of building, bidding, negotiating and leading high-performing teams.LEADERSHIP TAKEAWAYS from Jonathan Suckling and Garry JulyanEarly career networks become long-term professional assetsGJ: “All roads lead back [to NTU] … you meet people along the way, and it opens conversation. It always helps.”Leadership means listening, delegating and trusting othersGJ: “You have to delegate and trust in the individuals who work for you. If you can’t trust others… you’ve got a limited capability to expand.”Soft skills matter as much as technical skillsJS: “Technical skills will get you so far… but if you want to be a director of a big organisation, without people skills it’s very, very hard to succeed.”Authenticity stands out – especially in an AI-driven worldJS: “My advice [to young managers and leaders] is, be creative, be yourself… if you want to make a difference, stand out.”Resilience is often built through crisis leadershipGJ: “Covid was sudden… you had to act decisively, to protect the business. You had to [learn to] make decisions you didn’t like to make.”Create a culture where people aren’t afraid to speak upJS: “If there’s a problem… people need to shout out early, because they feel safe to do so. If they don’t… that’s when you can lose millions of pounds.”Long-term relationships strengthen careers and leadershipJS: “When you stay in a business a long time… the relationships you form really help you… they give you the best chance of getting to the top.”Embrace technology – but not blindlyJS: “Use tech, but don’t rely on it… What you get our is only as good as what you put in. You’ve got to use your wider experience to make the final call.”Self-reflection is essential for continuous improvementGJ: “Be positive, be inquisitive… and above all else be critical and analyse your performance… If you can assess how you performed, you will get better and become more successful.”RELATED LINKSIf you enjoyed this episode of the Business Leaders’ Podcast with Jonathan Suckling and Garry Julyan, listen to previous shows with…• The MD of Via East Midlands and Arc Partnership Dan Maher• Managing Director at Morgan Sindall Sean Bowles• Dubai-based developer Louise Rodrigues• Construction round table with Class of ’84 NTU engineering grads Chris Evans, Colin Collier and Neil Gibson…

INTRODUCTION• Anna Lungley is Head of Sustainability Consulting at Fujitsu, where she advises leaders on embedding net positive thinking into their business. • She is also a Senior Associate at the Cambridge Institute for Sustainability Leadership, helping organisations tackle some of the most complex challenges in the global economy.• Anna was previously at Japanese media agency Dentsu, as Chief Sustainability Officer and Executive Board Member• She previously spent 15 years working at BT, including in the roles of Group Director of Sustainable Business and Director of Communications (Technology Division)• Her work has been recognised with several awards, including Sustainable Business Leader of the Year (2023); Ad Net Zero Global Best Practice Award (2023); Campaign’s Top 10 Sustainability Leader (2022); World Economic Forum “New Vision for Development” Award (BT Connecting Africa)• Anna is a frequent contributor – as speaker and mentor – to industry events such as London Climate Action Week, New York Climate Week, and UN Global Compact forums.• She originally graduated in Law with languages, then studied postgraduate journalism.LEADERSHIP TAKEAWAYS from Anna Lungley…1. Early experiences shape sustainability values.“My grandmother had a huge influence on me… she used to talk to me very openly about her experience of social inclusion.”Anna’s exposure to social and environmental issues from her grandmother’s work as a teacher in Africa and India ignited her lifelong passion for sustainability.2. Global awareness fosters environmental empathy.“I grew up in countries like the Caribbean and Spain, which were water constrained… we didn’t take water for granted.”Living in regions facing resource scarcity gave Anna a deeper understanding of environmental interdependence.3. Purpose begins with understanding your societal value.“You need to understand what is the true value that you create for society… that ultimately is your purpose.”Anna believes that authentic corporate purpose is rooted in the value an organisation delivers to people and planet.4. Communication is a catalyst for change.“When you work in advertising, you don’t just shape culture, you create it.”In Anna’s experience, storytelling and communication can shift public behaviour toward more sustainable choices.5. But… facts and storytelling must work together.“We must balance [stories] with facts, evidence and data. That’s indisputable.”Credible sustainability communication requires both emotional resonance and scientific rigour.6. Sustainability is a business innovation opportunity.“Sustainability is about innovation… exploring new business models and new opportunities.”Rather than being a compliance burden, sustainability can drive creativity and competitive advantage.7. ‘Doing less harm’ is no longer enough.“We have the opportunity to build more regenerative business models… that’s business resilience.”Anna says business needs a net positive mindset, actively restoring resources rather than merely reducing impact.8. Progress, not perfection, sustains motivation.“Celebrate progress, not perfection.”A successful leadership philosophy encourages recognising small wins to maintain optimism in tackling long-term global issues.9. Future leaders must think short and long-term.“We need business leaders who are pragmatic about the current reality but still keep their eye on the long-term imperative.”Anna says that modern business requires ambidextrous leadership – balancing immediate business needs with enduring sustainability goals.RELATED LINKSFind out more about Anna Lungley…• On Anna’s LinkedIn pages• Through this ‘Business Case for Net Positive’ document she wrote at Fujitsu• In this interview with the creativebrief marketing platformIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Anna Lungley, listen to previous episodes with…The former head of the RAF Sir Andrew Pulford CBE KBEThe former CEO of the Financial Ombudsman Service Caroline WaymanThe co-founder of the Amazing If… company Sarah Ellis

Nottingham Business School’s Business Leaders’ PodcastEpisode 75Sarah Gregory – How joining a board helps leadership developmentSUMMARYStepping into a non-executive board role can be one of the most powerful – and most overlooked – ways to accelerate leadership development.In Episode 75 of the Business Leaders Podcast, BBC Deputy Chief People Officer Sarah Gregory explains why taking a seat on the board – often unpaid – offers emerging leaders a rare chance to stretch their skills, broaden their perspective and influence real change.Drawing on her experience at the BBC, Swim England and NTU, Sarah explains to Visiting Honorary Professor Mike Sassi how non-exec positions helps leaders see how organisations really work – from long-term strategy and governance to risk, finance and culture.INTRODUCTION to Sarah Gregory• Sarah Gregory is Deputy Chief People Officer at the BBC.• She is also a member of the Board of Governors at Nottingham Trent University, where she chairs both the Employment Policy Committee and the Remuneration Committee. She plays a significant role in shaping NTU’s staff policies, employment practices, and executive pay.• Sarah was four years a non-executive director of Swim England, the national governing body for swimming• She holds a first-class BSc in Physiology from the University of Sunderland and an MSc in Management from NTU’s Nottingham Business School.• Since October 2020, she has been undertaking a part-time doctoral degree at NTU, with her research focused on social mobility and career progression for people from working-class backgrounds.• Before joining the BBC, Sarah’s career spanned senior HR and business-improvement roles across retail, financial services, and technology companies – including Aviva, Boots UK and BT.• Sarah is also a BBC Executive Coach and a Fellow of the Chartered Institute of Personnel and Development (CIPD).• Her reputation is as a thinker and advocate for inclusive career pathways.LEADERSHIP TAKEAWAYS from Sarah Gregory1. Leaders need to give people purpose“Your people strategy is all about… how you make people excited about that mission?”2. Leaders need to constantly test themselves“Start by having an early stretch assignment, something really outside your comfort zone… “3. Leaders must listen“It’s so tempting to jump in… but you just have to let it all sink in. Really listen. It [gives you] a new context.”4. Successful leaders contribute beyond their specialism“[On the board of Swim England] I was surprised by how much encouragement there was to get out of your lane… property, finances, regulation… you could give a different point of view.”5. Confidence grows through contribution, not perfection“I felt so nervous [on joining the board of Swim England] … but a good chair welcomes you in and you build your confidence over time.”6. Diversity of background strengthens boards and leadership teams“Boards benefit from people with different life experiences… you might spot risks others have overlooked.”7. Thoughtful leadership is more powerful than hurried leadership“I’m more reflective now… thoughtful leadership is taking time, bringing different people in, being more considered.”8. Being on a board allows you to step back and see the whole system, not just your own function “You get this helicopter view… a wider awareness of how an organisation is run, governed, its responsibilities and direction.”9. Mentoring staff gives your leadership more impact“You get to coach… you get to inspire… you feel part of a big mission.”10. The expectations of the next generation will reshape leadership“Don’t carry assumptions of how we worked… the next generation might want something completely different.”RELATED LINKS to Sarah GregoryFind out more about Sarah Gregory…• On her LinkedIn pages…• On the Board of Governors section of NTU’s website…• On the BBC website…If you enjoyed this episode of the NBS Business Leaders’ Podcast with Sarah Gregory, listen to previous episodes with…• The Global Head of Emerging Talent at Rolls Royce Ellie Long• The former CEO of the Financial Ombudsman Service Caroline Wayman• The co-founder of the Amazing If… company Sarah Ellis

Levi Roots is a hugely popular entrepreneur, musician, chef and TV celebrity who won £50,000 on the BBC’s Dragon’s Den… then never looked back.In Episode 74 of Nottingham Business School’s Business Leaders Podcast, he tells Visiting Honorary Professor Mike Sassi about the challenges of arriving in the UK as an 11-year-old from Jamaica – and the influence of his mother and the Windrush Generation.He explains how he turned his Reggae Reggae Sauce from a family recipe into a major supermarket brand – discussing mentorship, storytelling and the power of perseverance.INTRODUCTION to Levi Roots• Born Keith Valentine Graham in Clarendon, Jamaica, in 1958. Raised by grandparents until joining his parents in Brixton, London, as a child.• Grew up immersed in Caribbean culture, music, and food traditions that later shaped his career.• Performed reggae from a young age; developed a reputation in London’s reggae scene. Played with icons such as James Brown and Maxi Priest.• Created his grandmother’s traditional Caribbean Reggae Reggae Sauce in his Brixton kitchen. First sold it locally at food stalls, community events, and the Notting Hill Carnival.• Relied on resilience and improvisation, building his business with minimal resources.• Appeared on BBC’s Dragons’ Den performing his pitch with a guitar and the now-famous Reggae Reggae Sauce song. Secured £50,000 investment from Peter Jones and Richard Farleigh. Became one of the show’s most iconic success stories.• Built a multimillion-pound food empire featuring sauces, frozen meals, snacks, cookbooks, and merchandise. Known for blending Caribbean heritage with mainstream UK retail innovation.• Has appeared on TV shows, radio, festivals, and business events.• Advocates authenticity, cultural pride, youth empowerment, and entrepreneurship.• Serves as a role model particularly for young people from underrepresented backgrounds.LEADERSHIP TAKEAWAYS from Levi Roots1. Authenticity is a leader’s greatest asset.“Peter Jones [from Dragons Den] said he never invested in the [Reggae, Reggae] sauce – he invested in me… It’s who you are that makes you investable.”2. You can’t just be yourself. You must become the best version of yourself.“Be you. But the key thing is to be the best of you. Because just being you is not good enough.”3. Your past is a source of strength, not something to escape. “I always have knowledge of my past [including a period spent in jail], and I think that’s really what helped me to become the person who I am.”4. Hard work and resilience are inherited leadership tools.“I recall seeing how hard my mum worked… sometimes three, four jobs at a time… I used what I learned from them, that stoicism, that hard work… to be able to help excel my own self.”5. The importance of people can’t be exaggerated.“Investors will always invest in people first… the product cannot sell itself.”6. Leadership means recognising when your mission is bigger than you.“I recognised that I wasn’t doing this for me only… I had a bigger job to do because this wasn’t just about me and my sauce. [I was representing a whole community.]”7. Stand your ground respectfully. Confidence inspires confidence.“Potential investors have got to trust the person who is in front of them.”8. Entrepreneurs must go out and find business.“Nobody has a right to a market. You have to go out and find your own market.”9. Mentors can change the trajectory of a leader’s life.“I was always looking for a mentor… and it was Teresa… She told me: never undermine who you are. Because I was different is why I was special.”10 Purpose-driven leadership includes helping the next generation.“Wherever there are young people… I feel it's my duty to get there, tell my story and try to inspire them.”RELATED LINKSFind out more about Levi Roots…• On his own website LeviRoots.com• On this BBC website headlining his recipes• On the website PeterJones.com, from Dragons DenIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Levi Roots listen to previous episodes with…• Entrepreneur and CEO of global tech company Ideagen Ben Dorks• Global Head of Emerging Talent at Rolls-Royce Ellie Long• Award-winning social entrepreneur Dr Marcellus Baz BEM• Co-founder of the Amazing if… company Sarah Ellis• Celebrity baker and former banker Selasi Gbormittah

INTRODUCTION• Ellie Long has been Global Head of Emerging Talent at Rolls-Royce since September 2013.• She has been part of a pioneering new behaviour-focused hiring system that has seen Rolls-Royce overhaul all its graduate programmes.• Ellie believes in a highly inclusive and transparent recruitment approach, setting candidates up for success by focusing on “potential, not polish”.• Under her leadership, Rolls Royce has shared interview questions and assessment materials with candidates to enhance transparency.• In 2021 Ellie won a Rising Star award at the Great British Businesswoman of the Year awards• Before joining Rolls-Royce, Ellie held Early Talent and HR roles at E. ON UK.• Ellie graduated from Nottingham Business School in 2015 and has since been awarded an NTU Outstanding Alumni honour.LEADERSHIP TAKEAWAYS from Ellie Long…1. Leaders should encourage their teams to be themselves. The best companies don’t employ to fit a company mould"Too often we join organisations and think there's a corporate culture or a way you have to be… [But] you've been hired for who you are. Be unapologetically yourself.”2. The most enjoyable roles are often defined by the environment created by the leader."People always work for people. You [want to] enjoy who you work for. I very much try to create an environment where people want to be part of the journey."3. Effective leadership involves communicating vision and strategy so team members can connect their work to a larger purpose, fostering commitment and enthusiasm.“We're trying to give people meaning. I try to create a team in which people want to come to work in the morning.”4. Technical skills are teachable. Core behaviours aren’t."We can't teach someone to be passionate about [for example] sustainable aviation fuels and having the right analytical mindset to go off and research something. It's that kind of behaviour that we want to assess."5. Leaders must focus on developing adaptable, future-proof human skills.“By 2030, forty per cent of the skills we need in an organisation will be different."6. Leaders need to move away from traditional career-progression models.“Skills are going to become the new career currency… as opposed to linear career structures."7. When recruiting staff, your primary goal should be to identify potential“Leaders always look for potential, not polish. [When we’re hiring] we're trying to assess [if someone has a] growth potential mindset."8. Leaders should give interview candidates their questions beforehand"Why wouldn't we do this? It's an interview, not another exam."9. Leaders should be great storytellers. But they must support their vision with hard data“We have to evidence why we’re doing the things we're doing."10. To drive significant change, leaders must build a strong network of supporters and champions to advocate for their vision."I've worked hard to build a strong stakeholder network, within Rolls-Royce, of people who I know will support [my] activity. Get people onside!”RELATED LINKSFind out more about Ellie Long…• On the NTU website, after her Rising Star success in the Great British Business Women of the Year awards• Through global business marketing platform EliteX• In this TA Disruptors podcastIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Ellie Long listen to previous episodes with…The former head of the RAF Sir Andrew Pulford CBE KBEThe former CEO of the Financial Ombudsman Service Caroline WaymanThe co-founder of the Amazing If… company Sarah Ellis

INTRODUCTION• Louise Rodrigues runs her own Dubai-based consultancy AQUILA, developing and delivering major building projects in the United Arab Emirates.• She graduated from Nottingham Trent in the year 2000 with a degree in building and surveying.• Louise began her career in London, developing education and healthcare buildings, with several companies including Atkins, DHP and Lendlease.• During the last two decades, she has worked across the Middle East on multi-billion-dollar developments, including new islands, luxury hotels, golf courses and resorts.• Louise also serves on the World Regional Board of the Royal Institute of Chartered Surveyors, where she is a champion of next-generation leadership.LEADERSHIP TAKEAWAYS from Episode 71 of the Business Leaders’ Podcast, with Louise Rodrigues…1 Direct communication is key – particularly when working across international boundaries…"I've become a lot more direct with instructions... it is better to be direct than be misunderstood."2 Team curation is critical. Leaders need to think about who they select for their teams…“You need to pick the right personalities." 3 When selecting staff, attitude often trumps technical skills…"You can train for technical skill. You can't train for attitude."4. Empathy and humility are essential…"There is no place for ego on big [construction] projects."5. Diverse teams produce better project outcomes…"You need lots of different viewpoints in the same room."6. Your reputation is crucial…"Always aim to leave a place in a better position than when you found it. Reputation goes a long way."7 Having a sense of humour helps navigate challenges…"If you can't have a laugh, situations can become quite bleak."8 Continuous learning is important…“People need to develop their skills [continuously].”RELATED LINKSLouise Rodrigues’ LinkedIn pagesLouise is a member of the World Regional Board of the Royal Institute of Chartered SurveyorsLouise was guest speaker at the 2024 CPI Trade Media digital construction summitIf you enjoyed this episode of the Business Leaders’ Podcast with Louise Rodrigues, listen to previous shows with…• The MD of Via East Midlands and Arc Partnership Dan Maher• Managing Director at Morgan Sindall Sean Bowles• Co-founder of the Amazing If… company Sarah Ellis

INTRODUCTION• Air Chief Marshal Sir Andrew Douglas Pulford, KCB, CBE, ADC, was born and brought up in Newark, Nottinghamshire, then attended Royal Air Force College, Cranwell, in Lincolnshire.• He joined the RAF as a helicopter pilot in 1977 and went on to fly Westland Wessex and Puma helicopters• He served in Northern Ireland and the Falklands War during early operational deployments. He went on to serve in Lebanon, the Balkans, Iraq and Afghanistan.• Sir Andrew held several command roles including Commanding Officer of No. 33 Squadron RAF and Station Commander at RAF Aldergrove• He progressed through senior leadership positions, including Air Officer Commanding No. 2 Group RAF and Assistant Chief of the Defence Staff (Operations)• Sir Andrew was appointed Chief of the Air Staff (CAS) in July 2013 – the first helicopter pilot to become Chief of the Air Staff in the RAF's history. He served as professional head of the RAF until his retirement in July 2016.• In 1994 – as a Group Captain – he chaired the RAF’s initial inquiry into the Mull of Kintyre Chinook crash that killed 29 people.LEADERSHIP TAKEAWAYS from Sir Andrew Pulford…• Lead with clear intent“[Ask yourself] What are we about? What are we for? What are we doing? If people don’t know why they’re there, then you’ve got something very wrong.”• Set achievable goals“If you’re offering [the people you’re leading] something that’s over-ambitious, and they can see that, then they’re not going to be with you… your credibility is gone.”• Build shared purpose“You’ve got to get people to buy into what you’re for… and they’ve got to believe in it.”• Practice self-criticism and reflection“At the end of any sortie, I sat down and debriefed – good and bad. You get into the habit of self-criticism. That didn’t stop when I stopped flying.”• Balance strategic focus with human connection“Go and listen [to people lower down the organisation], because stuff gets filtered if you’re at the very top. Sometimes you have to go and find out for yourself.”• Lead by sharing adversity“[When I was a commanding officer] I put the kit on and went on foot patrol in Helmand Province, Afghanistan, with the Royal Air Force regiment… [I gained a lot of] credibility and respect from that act.”• Always aim for excellence“What’s wrong with striving to be the best you can possibly be?”RELATED LINKSFind out more about Sir Andrew Pulford…• On the website of the Care after Combat charity, where he is a patron• In his Veterans Interview, with Paul Saxby, on YouTube• Through his speech to Defence and Security Equipment InternationalIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Sir Andrew Pulford, listen to previous episodes with…• Air Marshal Sir Baz North KCB, OBE• Former Chief Exec of the Financial Ombudsman Service Caroline Wayman• Sir John Peace CVO, CStJ

INTRODUCTION• Dr. Jessica Lautz is a prominent American economist and researcher in the field of housing.• She is Deputy Chief Economist and Vice President of Research at the National Association of Realtors – and has an office in Washington DC.• The NAR represents more than 1.5 million estate agents and real estate professionals across the USA, and is America’s largest trade association• Dr Lautz’s work focusses on analysing trends in the American housing market.• She regularly features as an expert analyst on American television and other major news and industry platforms.• In 2024 she testified before the US Congress on housing policy – and why young people are increasingly struggling to buy their first home.• In 2021 Dr Lautz was named as one of Housing Wire’s Women of Influence. In 2022 she was one of RIS Media’s Newsmakers• She earned her Doctorate in Real Estate at Nottingham Trent University. She also holds an MA in Public Policy from American University, Washington DC and undergraduate degrees in Political Science and Law and Justice from Central Washington University.LEADERSHIP TAKEAWAYS from episode 69 of the NBS Business Leaders’ podcast, with Dr Jessica LautzAlways lead with integrity“Telling people the truth when you're in front of a room is so incredibly important. Sugarcoating things and telling them, ‘Oh, it's all great’ – that's not going to help anyone.”Trust in your team’s expertise“Trust that you’ve hired the best person for a job… because you’re not actually an expert in what they do.”Learn from all the bad (male) bosses you’ve had“Tell yourself, I’m not going to do that!”Adapt your leadership to a changing workforce“Maybe it's COVID... but I do think this is a real shift in what staff want. Younger people take a more holistic view. They want to know the value of what they are doing – and the mission behind it.”Tailor your communication to your audience“Policymakers... realtors... media… they are all completely different. You have to know who you are talking to.”Face up to misogyny with poise and confidence“Two months ago I sat on a panel that was all men. [At one point] they actually told me to be quiet! Later I answered all the audience questions. I do think there is a karma. You can just let it roll…”Build an open-door, supportive culture among your staff“Meet with them on a regular basis… actually understand what they are working on.”Advice for leaders of the future…“Be nerdy! Being the most educated person on any single topic is not going to hurt you. Other people will want to know about it. Embrace your inner nerd!”RELATED LINKS• Dr Jessica Lautz is Deputy Chief Economist of America’s National Association of Realtors• She regularly posts on her LinkedIn pages• Dr Lautz’s PhD thesis was titled Is the dream still alive? Tracking home ownership amid changing economic and demographic conditions…If you enjoyed this episode NBS Business Leaders’ Podcast with Dr Jessica Lautz, listen to previous episodes with…• The former CEO of ASOS Nick Beighton• The CEO of Capital One UK Lucy Hagues MBE• The former CEO of the Financial Ombudsman Service Caroline Wayman

Episode 68Ben Dorks – From local entrepreneur to global tech CEOSUMMARYBen Dorks – From local entrepreneur to global tech CEOBen Dorks has taken Nottingham-based Ideagen from a £100m local software company to a £1bn international tech business. He left school with just a handful of GCSEs. But his drive, ambition and entrepreneurial spirit have built him a career as a hugely successful international CEO. A lifelong Nottingham Forest fan, his company’s logo also sits proudly on the shirt sleeve of the team he supports.And he has turned his passion for football into community impact, teaming up with Forest to launch the Think Big initiative that helps local teenagers discover careers in technology.In Episode 68 of the Nottingham Business School’s Business Leaders’ Podcast, Ben tells Visiting Honorary Professor Mike Sassi about his desire to inspire the next generation of entrepreneurs.INTRODUCTION• Ben Dorks left secondary school with four GCSEs. His first job was selling paper, pencils and pens.• In 2004 he and his brother co founded the Plumtree Group – an information-management software business focused on healthcare documentation. In early days, he covered the company’s payroll using credit cards and even remortgaged his home to keep the firm afloat.• In December 2012 Ben sold Plumtree to Ideagen and joined the company as Sales and Marketing Director.• He went on to become Chief Customer Officer, overseeing global sales, marketing, product, and professional services.• He also led Ideagen's successful transition to SaaS – a cloud-based recurring-revenue model. By 2021, 83 per cent of revenues were from Saas.• Ben was appointed CEO of Ideagen in May 2018 and began a strategy of growth through acquisition. Under his leadership, Ideagen has completed 29 acquisitions, including InspectionXpert (Sept 2018) and ConvergePoint (June 2025).• In 2022 Ben orchestrated the sale of Ideagen to HgCapital private equity for £1.1bn.• Since taking over as CEO, he has grown annual revenues from £30m to more than £300m.• In 2021 Ideagen teamed up with Nottingham Forest to launch the Think Big programme, to encourage teenage school pupils to take up careers in tech. More than 56,000 pupils, from 60 Nottinghamshire schools, have taken part.LEADERSHIP TAKEAWAYS from the conversation with Ben Dorks…• Resilience is essential: Ben’s early experiences – remortgaging his house and facing financial pressures – taught him the importance of resilience“It comes down to a belief in yourself. It comes down to a belief in the vision of what you’re trying to do and trying to achieve. And it comes down to, yeah, can we execute?”• Embrace risk and uncertainty: Leadership involves making big decisions and being comfortable with risk, especially when the outcome is uncertain“Ultimately, it’s about your risk profile. How you think about the challenges ahead. The resilience you have to cope with the normal ups and downs of running a business.”• Sales is a strong foundation: Ben credits his sales background for developing critical thinking, resilience, and the ability to understand and solve business problems.“For me, sales is a fantastic career. Now I genuinely believe that’s been the foundation of everything that I am today.”• Lifelong Learning: Leaders must be constantly adapting to rapid changes in technology, markets, and the world – especially in the current “super cycle” of AI“I think you are always the sum of all of your experiences. You have to be a lifelong learner.”• People, Product, and Customer Focus: Successful tech businesses revolve around engaged people, great products, and satisfied customers.“There are your people, your products, and your customers, and they are a fortuitous circle, because if you have great products, your customers will love you, and your people are engaged.”• Authenticity and Visibility: Ben believes in being authentic, transparent, and visible as a leader, modelling hard work and commitment for his team“Be authentic, be transparent... I also think it’s important to be visible. It’s important for staff to see that I’m working really, really hard.”• Value Cognitive and Background Diversity: Building high-performing teams requires a mix of entrepreneurial, corporate, and international backgrounds to foster challenge and improvement“I’m super conscious about cognitive diversity. People diversity is a given. But cognitive diversity is about where you’ve come from.”• Cultivate Future Leaders Early: Ideagen identifies high-potential employees and gives them leadership opportunities early, including running projects or business units“We’re putting those people in charge of small, mighty teams, really early, really young. We’re saying; Go and lead this project… Go and lead this business.”• Critical Thinking in the Age of AI: Future leaders need strong critical thinking skills to adapt, refine, and challenge AI-generated solutions“You the ability to understand AI and then critically adapt the prompt that you’re putting in to keep refining and refining the answer.”• Give Back and Inspire: Ben’s commitment to the Think Big initiative and community programs shows the importance of using leadership to inspire and create opportunities for the next generation“The Think Big initiative uses the Nottingham Forest Community Trust... to go into schools, to 14, 15, and 16-year-olds, and talk to them about what careers in tech are.”RELATED LINKSFind out more about Ben Dorks…• On the Ideagen website• On Ben Dorks’ LinkedIn pages• In this Sky News storyIf you enjoyed this episode NBS Business Leaders’ Podcast with Ben Dorks, listen to previous episodes with…The former CEO of fashion retailer ASOS Nick BeightonThe CEO of transport tech company Microlise Nadeem RazaThe MD of beauty accessory brand Tweezerman UK Ajay Sethi

Episode 67Caroline Wayman – Leadership under pressureSUMMARYCaroline Wayman is an accomplished, high-profile leader who – as Chief Executive of the Financial Ombudsman Service – lead the drive to compensate bank customers caught up in the national Payment Protection Insurance (PPI) scandal.Over ten years, her team dealt with two million PPI complaints, forcing the banks to hand over £38bn in compensation to customers who had been wrongly sold insurance policies.In Episode 67 of the Nottingham Business School’s Business Leaders’ Podcast, Caroline tells Visiting Honorary Professor Mike Sassi about the pressures of working in the national news spotlight – and the importance of being guided by a set of core values.INTRODUCTION• Caroline Wayman leads the Global Financial Services practice at PA Consulting• She previously worked at the Financial Ombudsman Service for 22 years, rising from Principal Ombudsman to Legal Director and finally Chief Executive, a position she held for seven years.• At the FOS, she oversaw the handling of two million Payment Protection Insurance complaints. Her workforce grew from 1,200 to 4,500.• Under her leadership, the FOS forced banks to return £38bn in compensation to customers.• Caroline is recognised as an expert in UK consumer issues, governance and leadership.• She has also been a member of the board of the Crown Prosecution Service,• Caroline originally trained as a barrister, after graduating from Nottingham Trent with a degree in law.• Since 2022, she has chaired the board of governors at NTU.LEADERSHIP TAKEAWAYS from the 67th episode of the NBS Business Leaders’ podcast, with Caroline Wayman• Employ people for their values more than their skills… "We recruited primarily on values [at the FOS] If people have got the right values and behaviours, we can teach them the rest."• It’s important to keep your staff informed as your organisation grows… "How you communicate has to change when you grow, because there comes a point at which you can't just get everybody in a room."• During tough times be able to rely on the people around you… "I learned a lot about the importance of having a really great team."• Develop resilience to handle public scrutiny… "You have to have a thick skin. I don't naturally have a particularly thick skin – but [as CEO at the FOS] I developed one."• Successful leaders often focus on making a difference… "My biggest driving force is the desire to make a difference. I want to feel that I've made something better."• Try to have a ‘customer-centric’ approach… "My job [as CEO at the FOS] was, in large part, trying to help financial businesses to do the right thing for their customers."• Be strategic about your networking… "Networking is not going to conferences and just working the room... it’s about building trust with people."• The best leaders work to create opportunities for other people.. "I'm really passionate about... how, through education, we can open up doors for people. We have to try to help people come through."• Always be guided by your core values… "Leadership has to be values driven. Otherwise, what else guides you?"RELATED LINKS• Caroline Wayman is Global Head of Financial Services at PA Consulting• Caroline wrote this piece about financial regulation for the Financial Times • There’s more about Caroline Wayman on her LinkedIn profileIf you enjoyed this episode NBS Business Leaders’ Podcast with Caroline Wayman, listen to previous episodes with…• The former CEO of ASOS Nick Beighton• The Vice Chancellor of Nottingham Trent University Professor Edward Peck CBE• The CEO of Capital One UK Lucy Hagues MBE

Episode 66Dr Marcellus Baz BEM – Building relationships and making a differenceSUMMARYDr. Marcellus Baz BEM is an award-winning social entrepreneur, youth mentor, and the founder of Switch Up and the Marcellus Baz Foundation. Honoured with a British Empire Medal and an honorary doctorate from Nottingham Trent University, Baz has dedicated his life to empowering young people affected by crime, violence, and inequality. Through sport, mentoring, and education, he leads a powerful movement for change across Nottinghamshire and beyond. In Episode 66 of the podcast, Baz shares his journey, the challenges of social enterprise, and how business can be a force for community transformation.INTRODUCTION• Marcellus Baz was born in the Meadows area of Nottingham. His early years were shaped by hardship and violence, with mental health struggles, run-ins with the law and the ever-present pull of gang culture.• He found an escape through a local boxing gym, where he threw himself into training for a professional boxing career.• At the age of 23, his dream was cut short after a knife attack by local gang members left him with life-threatening injuries. He recovered – but never boxed professionally.• He enrolled at college, secured a job at a local sports centre and became a mentor to the young people around him.• In 2014 he set up and registered the Nottingham School of Boxing as a charity. In 2022 he set up the Mansfield School of Boxing. Both organisations are now part of umbrella charity the Marcellus Baz Foundation.• In recognition of his community leadership, Baz was awarded the British Empire Medal in 2017. He was named BBC Sports Personality of the Year’s Unsung Hero in 2016. He received his trophy from HRH The Prince of Wales, Prince William. In 2022 he received an Honorary Doctorate from Nottingham Trent University.• Baz also founded Switch Up – a social enterprise that provides jobs, education, mentoring and counselling to scores of young people in and around Nottingham.• Baz’s Five Pillar Model of help and training has become internationally recognised, inspiring similar programmes across Europe and America. The five pillars are mentoring, counselling, physical activity, education and employability.• Baz is currently bringing together local businesspeople, charities, and public figures to drive social change, under the banner, Uniting Nottz. The group is writing a report about the problems of Nottingham that local MPs have promised to take to Parliament.LEADERSHIP TAKEAWAYSEleven leadership takeaways from the podcast conversation with Marcellus Baz1. Your environment shapes your destiny…"Your environment influences your thinking. Your thinking influences your feelings. Your feelings influence your actions. Your actions influence your habits. And your habits influence your destiny."2. The best leaders are authentic…“You're a human being, and you can be vulnerable."3. Understand your ‘Why?’..."Every leader who really has achieved something, understands their inner values, their drivers and why [they do what they do]"4. Good leaders build relationships across boundaries…"It's about treating people with respect and having that humility… not coming with an ego, not coming with pride."5. Great leadership is underpinned by moral leadership…“It's really important to be a courageous and authentic leader, to understand what your mission is, and to be able to stick to that."6. It’s important for leaders to listen…“It’s how you get people invested in your vision."7. Seek counsel from like-minded people…"Have people with similar values around you… people that are on the same page as you. Having the fellowship of people you can seek counsel from, is really important."8. Constantly build teams and alliances…“Leadership is about respect, communication, and having a collective mission."9. Always have hope…“Hope comes from stories of people that have made transformations."10. Surround yourself with expertise…“If I was going to build a house and I wanted the best roof, I'm not going to go to a vet for advice! I'm going to go to a construction consultant – and the best one."11. Practice self-reflection…“Always look to yourself. Get to know who you are."RELATED LINKS• The Marcellus Baz Group website is here• In 2018 Marcellus Baz did a TED talk entitled Your tribe is your vibe…• There’s more about the Marcellus Baz story from Sport in criminal justice…If you enjoyed this episode NBS Business Leaders’ Podcast with Dr Marcellus Baz, listen to previous episodes with…• The MD of Via East Midlands and Arc Partnership Dan Maher• The Chief Executive of Nottingham Building Society Sue Hayes• The Managing Director of Morgan Sindall Sean Bowles

Nottingham Business School’s Business Leaders’ PodcastEpisode 65Dr Anino Emuwa – Why women leaders face unconscious biasSUMMARYDr Anino Emuwa is an entrepreneur, academic and thought leader. She is also a passionate advocate for women in leadership. In Episode 65 of the Nottingham Business School’s Business Leaders’ Podcast, Dr Anino talks to Visiting Honorary Professor Mike Sassi about the unconscious bias faced by women leaders. She also highlights how AI is reinforcing centuries-old stereotypes – and explains why gender-balanced leadership benefits everyone in society.INTRODUCTION• Dr. Anino Emuwa is a distinguished international management consultant, renowned for her expertise in women's leadership, entrepreneurship, and emerging technologies.• She has more than 25 years of experience spanning corporate banking, consulting, and academia. She has significantly contributed to promoting gender diversity and leadership excellence globally.• She is founder and Managing Director of the Avandis Consulting, a strategy and financial advisory firm based in France, specialising in empowering leaders and entrepreneurs.• Dr Anino is also founder of 100 Women@Davos, a global community of women leaders, collaborating with the World Economic Forum to foster leadership and innovation. • She is also founder of the African Women CEOs Network, a pan-African platform connecting over 500 women CEOs, founders, and entrepreneurs to drive economic growth and leadership. • Dr Anino has served on the board of Nottingham Trent University since 2022.• She has a Doctorate in Business Administration from Nottingham Business School, focusing on women's leadership and entrepreneurship; an MBA from Cranfield School of Management; and a BSc in Economics from the London School of Economics.• She serves on the Expert Advisory Group on Diversity and Inclusion of the Institute of Directors and holds a Fellowship of the Chartered Management Institute.• Dr Anino was born in Nigeria and has lived and worked in six countries. She is fluent in English and French.• Since 2023 she has been a LinkedIn Top Voice (invitation-only group of professional experts, worldwide) on Gender Equity. Her posts are extremely well read.TEN LEADERSHIP TAKEAWAYS from Dr Anino Emuwa1. Leadership is about creating value for others…"Leadership is not about personal glory but about driving positive change." 2. Early role models are important…"Growing up with my mother [a senior lawyer], I considered it completely normal that a woman could have a successful professional career." 3. Effective leadership combines assertiveness with empathy…“There’s a misconception that certain leadership qualities like assertiveness and decisiveness are inherently masculine. Research shows that both men and women possess these traits.”4. Unconscious biases affect perceptions of leadership…"There’s an experiment in schools where children are asked to draw a scientist, an astronaut, or a surgeon… and 90 per cent draw men."5. Diverse leadership teams perform better…“Studies from organisations like McKinsey have shown that companies with gender-balanced leadership perform better."6. Despite their qualifications, women face leadership bias…“This unconscious bias means women are often overlooked for leadership roles even when they have the requisite skills and potential." 7. Gender equality impacts societal well-being beyond work…"In more gender-equal societies, even male suicide rates are lower. This shows that inclusivity and balanced leadership have benefits that extend beyond just individual companies." 8. Women must develop robust professional networks..."Women very often do not have the kinds of networks that are essential in business. They frequently end up growing their businesses alone." 9. Everyone should advocate for inclusive AI development…"Unless we’re very careful, AI can institutionalise gender biases from historical data." 10. Women make good leaders…"Women need to be confident in their ability to lead – and I’m passionate about helping them realise that." RELATED LINKS• Dr Anino Emuwa is a LinkedIn Top Voice, for gender equity.• Dr Anino is a member of the Institute of Directors, where she serves on the Diversity and Inclusion Group.• Dr Anino is an international management consultant. She founded the company Avandis ConsultingIf you enjoyed this episode NBS Business Leaders’ Podcast with Dr Anino Emuwa, listen to previous episodes with…City banker Dr Heather Melville OBEThe Chair of the English Football Association Debbie Hewitt MBEThe founder of the School of Artisan Food Alison Swan Parente MBEThe CEO of the Chartered Institute of Management Ann Francke OBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 64Anton Roe – How the best companies grow their own future leadersSUMMARYAnton Roe first joined the fledgling MHR payroll software company as an apprentice, on a £27-a-week Youth Training Scheme. More than 30 years later, Anton is now the company’s CEO – and MHR software pays the salary of more than three million people across Britain.In Episode 64 of the Nottingham Business School’s Business Leaders’ Podcast, Anton tells Visiting Honorary Professor Mike Sassi about his rise from tech trainee to strategic leader.He passionately believes that chief execs are only as good as the teams of colleagues they build around them. Which is how the best companies nurture talented staff – and grow their own future leaders.INTRODUCTION• Anton Roe is Chief Executive at Nottingham-based HR, payroll and finance technology company MHR International.• MHR manages human resources for companies, councils, universities and Government departments – including Admiral, Trailfinders, Companies House and the National Gallery.• The company employs more than 900 people, has more than 1,400 customers and provides payroll services to more than three million people.• Anton started at the company as an apprentice analyst, on a Youth Training Scheme, back in the 1990s.• He was appointed Chief Exec in 2017 when the company’s turnover was £50m and it employed 600 people. Today turnover has increased to more than £134m – and in 2024 MHR took on a 900th staff member.• In 2021 MHR was granted a prestigious Royal Warrant for the supply of Payroll and HR Systems to the Royal Household.• In 2024 MHR was one of the Sunday Times’ 100 best places to work in Britain.• MHR was founded by John Mills, in 1984, as Midland Software Limited. His daughter Jessica Mills was appointed Chairman in 2021.LEADERSHIP TAKEAWAYS1. Strong leadership means everyone understands what you’re trying to do…“We’ve tried to make sure that what we’re trying to achieve and why it’s so important is absolutely crystal clear and people are on that journey with us.”2. Good leaders tailor communication for different roles in the business…“How we talk to a team of salespeople is not the [same] way we talk to a team of software engineers or consultants.”3. You can build a successful career within one company by constantly evolving…“If you’re prepared to move with the times, take on board new ideas, not be afraid of change… absolutely you can [build a career in a single company].” 4. Success in leadership depends on trusting and empowering your team…“No manager, no matter how capable they are, can survive if they haven’t built a good team of people around them... All good business leaders surround themselves with people who’ve got skills they don’t have. No person is an island."5. Effective problem-solvers understand the challenge…“First port of call is to absolutely understand what the problem is before you rush to the solution.”6. Successful leaders embrace continuous learning…“I needed to push myself into areas that maybe I wasn’t necessarily comfortable with. Also not be afraid to accept that the skills I had were quickly getting out of date.”7. Long-term investment creates stability and reduces friction in leadership decision-making…“We reinvest 20 per cent of our turnover back into the business… my job is to make sure we spend that money effectively, but we’re constantly moving the company forward.”8. Don’t be afraid to delay decisions if something isn’t ready…“[On one occasion] I should have had a grown-up conversation about a software project not being ready to be released to customers, rather than worrying about hitting a date. I learned my lesson!”9. Let passion for your industry fuel your leadership…“I get excited by opportunities… AI is going to present so many opportunities for people to do so many things differently.”RELATED LINKS• Anton Roe is CEO of MHR International. The company website is here…• Anton Roe’s LinkedIn profile is here…• Anton Roe’s profile on business website The Org is here…If you enjoyed this episode NBS Business Leaders’ Podcast with Anton Roe, listen to previous episodes with…• the former VP of Manufacturing at Toyota Europe Marvin Cooke OBE• the former CEO of e-commerce fashion retailer ASOS Nick Beighton• the Chief Marketing Officer at Boots UK Pete Markey

Nottingham Business School’s Business Leaders’ PodcastEpisode 63SUMMARYRob Barker – The importance of rational optimismRob Barker is an entrepreneur, adviser and investor in the international fitness industry. He started his career as a sales rep with Precor – one of the world’s largest suppliers of gym equipment – rising to the rank of President.He then led the team that sold Precor to American fitness giant Peloton for $420m. Rob is now an investor in, among others, billion-dollar fitness tech company EGYM.In Episode 63 of the Nottingham Business School’s Business Leaders’ Podcast, Rob tells Visiting Honorary Professor Mike Sassi how he stays optimistic, leads by example… and tries to improve his performance by 15 per cent every year! INTRODUCTION• Rob Barker grew up in Maidenhead and was the first member of his family to go to university. He graduated from Nottingham Trent in 1988.• In his teens and 20s, he was an international-standard rower.• Rob started with American fitness equipment company Precor as a sales representative in London.• He went on to hold various leadership roles, including European Managing Director and eventually President of Precor, overseeing global operations and spearheading innovation in fitness and commercial gym equipment.• In 2020, Rob led Precor’s acquisition by Peloton for $420 million. He served as a senior executive at Peloton post-acquisition.• In 2022 he left Peloton to start a new career as investor in, and advisor to, multiple health and fitness technology firms.• He currently works closely with Munich-based EGYM, a billion-dollar fitness tech company integrating AI into health clubs. He also supports Holmes Place, a premium European health club chain.• Rob has relocated to Portugal with his family and is still an enthusiastic endurance athlete, participating in Ironman triathlonsLEADERSHIP TAKEAWAYSLeadership takeaways from Episode 63 of the NBS Business Leaders’ Podcast, with entrepreneur, investor and leisure industry leader Rob Barker.1. Rational optimism is a leadership mindset…"Rational optimism was the phrase I used all the time – and still do. You need to see things for truly what they are. No sugar coating. But at the same time, always be optimistic that tomorrow is going to be better because of your actions today."2. Make sure you are surrounded by strong people…"The more senior I got, the more I realized that all of my success was actually in the agency of others... Most successful leaders will surround themselves with people that are better than them – and feel comfortable about it."3. Candid communication is important…"One thing that was missing at Peloton, is that that didn’t have a culture of candidness that would allow others to come up with a different opinion."4. Be aware of potential opportunities…"I was working at a leisure centre that had the first gym in Maidenhead. Olympic gold medallist Steve Redgrave opened it… and it was just a squash court, but it was packed! I thought, ‘I'll tell you what the next big wave is in this industry. It's going to be around working out indoors, on machines. I need to get into that.’"5. Leaders embrace continuous learning…"I created my own training plan, just like a rowing coach would... I started reading marketing books, put myself on the Charter Institute of Marketing, spoke to people and found the gaps [in my learning]."6. Hard work matters as much as raw talent…"You can always ‘out-work’ people. Including 95% of the people you compete with for jobs.”7. Successful leaders are visible – and lead by example…"As a leader, you’re always on deck. Your behaviours, your approach, and your actions will always be observed. And the more senior job you get, the higher the radio tower. But you have to start with your own personal performance."8. Don’t let fear stop you taking big opportunities…"I turned down a job in my earlier career because I was too scared that I might fail. Even though things turned out great, I promised myself I’d never do that again."9. Always be striving to improve, even when you’re successful…"A lot of people take their foot off the gas when they get to about 30… but if I worked it out that if I just got better 15% every year, [by now] I’d be 268 times better."10. And Rob’s advice for would-be leaders? "Stay humble. Respect everyone. Seek mentorship – and coaching. But [most of all] be optimistic. Be rationally optimistic! "RELATED LINKS• Rob Barker is an investor, entrepreneur and advisor to the international fitness industry. His LinkedIn profile is here…• As President of Precor, Rob Barker gave a long and detailed YouTube interview about the challenges facing the fitness industry, post-COVID… • Rob Barker’s recent guest lecture at Nottingham Trent is here…If you enjoyed this episode NBS Business Leaders’ Podcast with Rob Barker, listen to previous episodes with…• the Managing Director of Seiko UK David Edwards• the Chief Marketing Officer of Boots UK Pete Markey• the former VP of Manufacturing at Toyota Europe Marvin Cooke OBE

Episode 62Sarah Ellis – Making ‘squiggly careers’ better for everyone SUMMARYSarah Ellis is co-founder of the pioneering Amazing If company that is revolutionising the way in which people view their careers. She and her business partner Helen Tupper have written two Sunday Times best-selling books about their innovative Squiggly Careers theory. They also host the hugely popular Squiggly Careers podcast.In Episode 62 of the Nottingham Business School’s Business Leaders’ Podcast, Sarah tells Visiting Honorary Professor Mike Sassi about recognising that the traditional career ladder no longer exists... and embracing squiggly careers.INTRODUCTION• Sarah Ellis is co-founder (with her business partner Helen Tupper) of Amazing If, a company dedicated to helping people navigate modern, "squiggly careers” through coaching, workshops, and resources.• She is also co-author (with Helen Tupper) of two Sunday Times bestsellers, focusing on career development, adaptability, and professional growth.• Sarah co-hosts the Squiggly Careers podcast, providing career insights, practical advice, and interviews with industry leaders.• Sarah and Helen developed the Squiggly Careers framework, redefining career progression beyond traditional corporate ladders.• Sarah Ellis has worked in leadership roles at several major companies, including Sainsbury’s, Barclays and Boots.• Amazing If works with several global brands, including Microsoft, Unilever, and British Airways, on career development and employee growth.• The company also advocates for internal career mobility, encouraging organizations to help employees "squiggle and stay."• Sarah and Helen are passionate about continuous learning, believing in experimenting, embracing mistakes, and taking ownership of career growth.• Sarah Ellis and Helen Tupper first met when they were both undergraduates at the Nottingham Business School.LEADERSHIP TAKEAWAYS from Sarah Ellis, co-founder of the Amazing if company1. The traditional Career Ladder is outdated“We develop in different directions. We're unlearning and relearning all the time. There are more opportunities – but there are also more obstacles. Nobody climbs the ladder in a predictable way.”2. Mentorship is often key for career development“People should think of mentoring informally. Ask yourself, what do I want to learn? And then think, who can help me?”3. Clarity gives your ideas and actions impact“I would rather people know one thing, know it well and know how to use it… rather than five things where they're kind of ‘all over the place’.”4. Serendipity can shape careers“There was a brilliant lady called Lisa Thomas… She said to me, ‘Why are you not doing Amazing If full-time?’ And I realised I didn’t have a good answer. I remember thinking, ‘I'm going to be working for a long time, and I’ll always regret it if I don’t give this a go.’”5. Own your mistakes“Every mistake you make at Amazing If, you share with everyone in the company. It’s never a problem, and it works brilliantly.”6. Partnerships strengthen leadership“[Co-owner] Helen [Tupper] and I are really different… But what we have in common are our values. And that makes a huge difference in running a company together.”7. Create, don’t wait!“Don’t wait for someone to tell you what to do. Figure out what you’re interested in and take the initiative.”8. Self-reflection is the key to personal growth“Ask yourself, what matters most? If you can answer that, you can make better decisions, prioritise effectively, and communicate clearly.”9. Leaders should always be willing to share their career journeys“We assume leaders had a master plan. That’s never true. They’ve said yes to opportunities, done things that scared them, and learned along the way.”10. Curiosity fuels career progression“Any opportunity you get to spend time with people who are different from you and outside of ‘your ordinary life’ is so useful to broaden your thinking.”11. Leadership is about enabling others“The best thing a leader can do is create opportunities for others. Help them ‘squiggle and stay’ rather than feel stuck or wait for promotions that may never come.”12. Learn from every experience“Never live the same year twice. You can stick in the same job but always be thinking about how you can grow and learn.”RELATED LINKS• Sarah Ellis is co-founder – with Helen Tupper – of the Amazing If company• In 2021, Sarah Ellis and Helen Tupper delivered a seminal TED Talk about Squiggly Careers, inspiring millions with insights on career growth and adaptability. It has been watched by two million people.• In 2024 Sarah Ellis was named on the Women in Leadership Power List, showcasing top female business leaders in the UK.If you enjoyed this episode NBS Business Leaders’ Podcast with Sarah Ellis, listen to previous episodes with…• the CEO of Nottingham Building Society Sue Hayes• the Chief Marketing Officer of Boots UK Pete Markey• former Vice President of Manufacturing at Toyota Europe Marvin Cooke OBE

Episode 61Salma Tuqan – Cultural leadership at Nottingham ContemporarySUMMARYSalma Tuqan is Director of Nottingham Contemporary – one of Britain’s most prestigious galleries outside of London. She has worked with arts organistions all over the world, and for eight years was inaugural Curator of Middle Eastern Art at London’s Victoria and Albert Museum. During Episode 61 of the Nottingham Business School’s Business Leaders’ podcast, Salma talks to Honorary Visiting Professor Mike Sassi about her cultural leadership, her Palestinian heritage and her fundamental faith in people.INTRODUCTION• Salma Tuqan has been Director of Nottingham Contemporary since 2023. She is a contemporary art and design curator and cultural strategist • In addition to her role at Nottingham Contemporary, she is also a board member at the Rivers Institute in New Orleans and a committee member of the Arab Image Foundation. • Salma spent eight years (2011 – 2019) as the inaugural Middle East Curator at London’s V&A Museum.• She was previously Head of Projects at Arts Dubai international art fair• Salma moved to Britain to go to school. She graduated from Cambridge University with BA and MA degrees in the History of Art.• She was born into a Palestinian family and spent her early years in Kuwait. Her father was brought up in Lebanon – her mother in Libya.LEADERSHIP TAKEAWAYS from Salma TuqanOn what underpins her leadership…“I fundamentally believe in people. That has carried through my whole career and into my leadership style."On having well-defined personal values…“I feel very strongly about equity, honesty, transparency and social justice. That lends itself hugely to the leadership principles I believe in… which are ultimately all about community."On running one of Britain’s most prestigious galleries outside of London…“It’s challenging, but it's also exciting… creating a diversity of income streams… not being wholly reliant on one source… really thinking about the creative capital that exists within the team."On the skills needed in her leadership role…“It’s about project management. It's about relationship building. It’s about collaboration, And it’s also about fundraising."On the importance of perspective…“[As a leader] you need to have an attitude of putting things in perspective, taking them in your stride. Rolling with things is important."On the importance of planning…“We're developing a business plan ‘til the end of the decade… future-proofing the organization. You need to leave something in a better place than where you found it."And advice for would-be leaders?“Know when to not take things too seriously! There are many instances in my career that I imagined were huge challenges or obstacles. Actually, many turned out to be blessings."RELATED LINKS• There’s more about Salma Tuqan on her website• Salma Tuqan’s LinkedIn pages are here• Salma Tuqan is a selection committee member for 2025 Onassis AiR Open CallIf you enjoyed this episode NBS Business Leaders’ Podcast with Salma Tuqan, listen to previous episodes with…• the CEO of Nottingham Building Society Sue Hayes• the Chief Marketing Officer of Boots UK Pete Markey• former Vice President of Manufacturing at Toyota Europe Marvin Cooke OBE

SUMMARYMarvin Cooke OBE – From apprentice engineer to European Vice President in the car industryMarvin Cooke OBE was Vice President of Manufacturing for Toyota Europe – responsible for more than 20,000 staff and the production of 800,000 cars, at factories in Britain, France, Poland, Turkey and the Czech Republic. He started out as an apprentice engineer. Today he is Professor of Entrepreneurship at Derby Business School.During a candid conversation for Episode 60 of the Nottingham Business School’s Business Leaders’ podcast, Marvin talks to Honorary Visiting Professor Mike Sassi about the importance of mentors, the fascination of engineering, and the nagging fear of failure that drives him on.INTRODUCTION• Marvin Cooke was born and bred in Derby. He joined the Toyota factory, in Derby, in 1991 as a junior engineer• He previously completed an apprenticeship at Pirelli Tyres, in Burton upon Trent – and graduated from Nottingham Trent with a degree in Electrical Electronic Engineering. • He worked for Toyota for more than 30 years. In 2020 he was appointed Vice President, Manufacturing at Toyota Europe• As VP, Marvin was responsible for production of more than 800,000 Toyota vehicles a year, at plants employing more than 20,000 people, in Britain, France, Poland, the Czech Republic and Turkey.• In August 2024 he was appointed Professor of Enterprise at the University of Derby Business School.• In January 2025, he was awarded an OBE for services to automotive manufacturing, in the King’s New Year’s Honours List.LEADERSHIP TAKEAWAYS from Marvin Cooke, former Vice President of Toyota EuropeOn having a career plan…“As a 16-year-old, I knew that I wanted to be an engineer. I always enjoyed technical things. But at that age I never imagined going into leadership.”On being driven to succeed…“I’ve always had imposter syndrome – and quite a fear of failure. I want to do well for the people I work for. And for the people who work for me.”On the need to create contacts and networks…“I wish I’d talked to more leaders early in my career. Because when I started speaking to them, I found they had more in common with me than I thought.”On where to seek advice…“For leaders [and aspiring leaders] mentors are so important. And I don't always think your mentors should necessarily be in a higher position than you.”On what Marvin was looking for, when taking on staff…“Transferable skills are key. Of course, we were looking for the core competencies. But we often hired people not for everything they had now, but for what they could be in the future… people we thought had aptitude, energy, passion, and were willing to learn.”On why leaders need to talk to their staff… “There was nothing more enjoyable for me than being with the people doing the daily job. What people deliver when they feel that what they're doing is important, is a tremendous thing.”On the downside of remote working…“Hybrid working is very important. But I'm not convinced 100% remote working is healthy because culture is also important. In the past, we were able to develop culture by proximity… people working together. We're not in that same situation today.”On the thrill of being a leader…“I got into engineering. I ended up in leadership. That wasn't necessarily an easy decision or pathway. But I'm very pleased I did it because it's given me a lot of opportunities.”RELATED LINKS• There’s more about Marvin Cooke on his LinkedIn profile• Marvin Cooke’s appointment to Derby Business School is reported on Insider Media• Marvin Cooke is in conversation on the Process Management International YouTube channelIf you enjoyed this episode NBS Business Leaders’ Podcast with Marvin Cooke, listen to previous episodes with…• The former CEO of ASOS Nick Beighton• The CEO of Capital One UK Lucy Hagues MBE• The CEO of transport tech giant Microlise Nadeem Raza

Episode 59SUMMARYDavid Edwards – Leadership and luxury in the watchmaking industryDavid Edwards is Managing Director of Seiko UK. He has been a senior leader in the British watchmaking industry for more than a quarter of a century, with brands including Seiko, TechnoMarine, Swatch and luxury Swiss timepieces Richard Mille.In Episode 59 of the Nottingham Business School’s Business Leaders’ podcast, David talks to Honorary Visiting Professor Mike Sassi about developing future leaders, marketing heritage brands, and dealing with customers who pay £100,000 for a diamond-encrusted wristwatch.INTRODUCTION• David Edwards is Managing Director of Seiko UK, part of the Tokyo Stock Exchange Listed Seiko Group Corporation• Seiko UK is a wholly owned subsidiary, operating in the UK, Ireland and South Africa• Since joining Seiko UK as MD in 2018, David has overseen the company’s strategic direction and operations• Last year Seiko celebrated 100 years since it made its first wristwatch• Seiko has been British retailers’ Watch Brand of the Year for four of the last five years• David has been a leader in the watch-making industry for almost a quarter of a century. His career spans globally recognised brands including Seiko, Richard Mille, TechnoMarine and Swatch• He was Commercial Director then Managing Director of Richard Mille EMEA, the maker of luxury Swiss watches that sell for more than £100k, between 2009 and 2018• David studied for his MBA at Nottingham Business School, while working as a Marketing Manager at Raleigh UK, between 1997 and 2000LEADERSHIP TAKEAWAYS from David EdwardsYou don’t have to be an accountant to get to the top…“As a young marketeer I wasn't really sure if marketeers could become MDs or CEOs. Most of them seemed to be chartered accountants. But... there is a route. And I did it!”Would-be leaders need not be shy…“Looking back, I wasn't prepared to be as forthright as I should have been. Or as willing to share an opinion.”Aspiring leaders must connect and meet people…“Building networks inside and outside your business is something you need to do in the early part of your career. It's an essential skill.”Successful leaders listen…“I'm very open. I value input. I actively encourage my senior team to tell me exactly what they think. Always!”Leaders should always take time to develop future leaders…“Never forget that the people you are managing are looking for help from you to manage their own careers. You have to properly develop people. That's a big responsibility.”Advice to business people starting out in their careers?“Take an interest in other parts of the business, rather than just your own speciality. It will help you.”Working for a luxury brand like Richard Mille (where watches sell for £100k-plus) presents special challenges…“Every client is a high net worth individual. You’re not trying to find new customers – at that level, they find you. You manage allocation as opposed to finding sales.”RELATED LINKSRead more about David Edwards…• On his LinkedIn profile• On the NTU website• On the WatchPro industry news websiteIf you enjoyed this episode NBS Business Leaders’ Podcast with David Edwards, listen to previous shows with…• The CMO of Boots UK Pete Markey• The CEO of Capital One UK Lucy Hagues MBE• The Chair of the English Football Association Debbie Hewitt• Paralympic gold medallist Charlotte Henshaw

Episode 58SUMMARYDan Maher – Leadership in the construction industry, where public and private sectors meetDan Maher has spent more than four decades in and around the construction industry.He is now MD of both Via East Midlands and Arc Partnership, two companies providing services for Nottinghamshire County Council. But he started his career as a teenage apprentice at Sheffield City Council.In Episode 58 of the Nottingham Business School’s Business Leaders’ podcast, Dan tells Honorary Visiting Professor Mike Sassi about people-centric culture, walking the business… and the differences between working in the public and private sector.INTRODUCTION• Dan Maher is MD of Arc Partnership and Via East Midlands. Both companies are Alternative Service Delivery Models established by Nottinghamshire County Council.• The companies employ more than 800 staff and have a combined annual turnover of more than £35m.• Arc Partnership delivers property design, consultancy, planning, regeneration, project management, emergency, reactive, compliance asset management and planned services on behalf of the council• Via East Midlands does third-party work with both public and private-sector organisations and is a public contracting authority.• Via delivers design and consultancy services, highway maintenance, construction, signals and lighting, environmental management, fleet services and road safety. It also provides highway management services to the council.• Dan has more than 41 years of experience within construction, across both the Public and Private Sectors.• He left school at 18, in 1983, and joined Sheffield City Council as a management trainee. The council subsequently sponsored him through an MSc in Human Resources Management at Sheffield Hallam University.• Later in his career, Dan joined Kier Group as a Development Director. He worked at Kier for 11 years, with his final role being Operations Director for the East of England.• In 2016 he was appointed MD Arc Property Services Partnership, a joint venture between Nottinghamshire County Council and Scape Group.• In 2022 Dan took on an additional role as MD of Via East Midlands.LEADERSHIP TAKEAWAYS from Dan Maher, MD of Via East Midlands and Arc Partnership…“First impressions matter. Your reputation is either won or lost within the first two or three weeks of a new job.”“It’s not always about being the brightest person in the room. But it’s often about having the strongest work ethic.““I’ve always tried to create a people-centric culture wherever I’ve worked. Because [as a leader] people are your greatest asset.““Early in my career I decided I had to appoint people who were better than me – and not be scared of that.”“My advice to future leaders? Be patient! I’ve seen too many people want to develop their careers too quickly. You are much better off getting a broad range of experience with a broad range of organisations. And trying to enjoy life at the same time!““Being a good leader is all about knowing when to take on another person‘s problems – and when to leave the problem with them so they can learn. Knowing when - and when not - to step in, is important.““As a leader, I have to work on the business rather than in the business. But there is still nothing better than walking the job… talking to architects, consultants, the guys who are mending potholes all day... They appreciate it.”“Having a car parking space with an MD‘s name on it is bureaucratic graffiti.”“Leadership is all about collaboration. It’s about having patience and taking the time to understand other people.“RELATED LINKSIf you enjoyed this episode NBS Business Leaders’ Podcast with Dan Maher, listen to previous shows with…• The CMO of Boots UK Pete Markey• The CEO of Capital One UK Lucy Hagues MBE• Sean Bowles, MD at Morgan Sindall

Nottingham Business School’s Business Leaders’ PodcastEpisode 57SUMMARYSue Hayes – modernising a 174-year-old financial institutionBanker Sue Hayes is the first woman CEO of the Nottingham Building Society in its 174-year history.She arrived in Nottingham via senior leadership roles at GB Bank, Aldermore Bank, Barclays and Santander.In Episode 57 of the Nottingham Business School’s Business Leaders’ podcast, Sue tells Honorary Visiting Professor Mike Sassi about the significance of data, her fascination with Nudge Theory and the problem with Robin Hood.She also tells him that women leaders are too often underestimated.INTRODUCTION• Sue Hayes became the first woman chief executive of the Nottingham Building Society in its 174-year history, in 2022.• The Nottingham is the ninth biggest mutual society in Britain, with 31 branches and 500 staff.• Sue started her career as a trainee legal executive, but soon moved into finance.• She went on to be MD of business banking at Barclays Corporate, group MD of retail bank Aldermore, then CEO of start-up GB Bank.• Sue has spent the first three years of her leadership at Nottingham Building Society focussing on team building, digital innovation and strategy.• The Nottingham has increased lending to 'non-traditional borrowers' who may have previously struggled to qualify for a mortgage• This group includes entrepreneurs, freelancers, the self-employed, gig economy workers and foreign nationalsLEADERSHIP TAKEAWAYS from Sue Hayes:Leaders shouldn’t have too many priorities…“You need one good thing a year on your CV to build a story. Do one big thing and do it really well. Make it noteworthy. That’s much stronger.”Changing culture in a 174-year-old organisation is not straightforward…“What you want to do is keep the cute and cuddly but add some edge in terms of the execution of new approaches.”The Nottingham had a problem, in that few people recognised its brand…“It wasn’t about whether we did or didn’t have Robin Hood [on our logo]. It was more about how we could demonstrate we had a modern brand.”Leaders should build strategy from data and research…“What that shows me is that the world of work is changing considerably.”Using Nudge Theory can be helpful for leaders…“I find it utterly fascinating… When I worked at Barclays we looked at how people queued in a branch, so we understood what they were thinking and how they were likely to behave.”Life’s a lot about luck…“When I left school… my careers advisor had three options for me. One was a trainee legal executive, a second was a panel beater for cars, and the third was a pheasant farmer. I thought, I'd better go for the trainee legal executive then…“By coincidence, I ended up getting into financial services [where] I met some interesting people and was offered some interesting jobs. Life's a lot about luck.”Building a network of connections is important for future leaders…“Millennials and the Gen Zs are so much better at this than I was earlier in my career. [Future leaders need to] Get to know people, be interested, go to events… understand and connect.”RELATED LINKSSue Hayes, Q&A with Mortgage SolutionsSue Hayes, interviewed on Beehive MoneySue Hayes on LinkedInIf you enjoyed this episode NBS Business Leaders’ Podcast with Sue Hayes, listen to previous shows with…• The CEO of Capital One UK Lucy Hagues MBE• The CEO of the Chartered Management Institute Ann Francke OBE• The Chair of the Football Association Debbie Hewitt MBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 56Bal Bansal – Global technology strategist and local community leaderSUMMARYBal Bansal – Global technology strategist and local community leaderBal Bansal is Director of Global Technology Strategy at IHG Hotels & Resorts – a company with 6,000 hotels and 350,000 staff, around the world.He is an innovator and digital transformer. But he is also a leader who recognises the importance of community.In Episode 56 of the Nottingham Business School’s Business Leaders’ podcast, Bal talks to Honorary Visiting Professor Mike Sassi about Coke cans in Australia, hotels on Mars – and why he cooks meals for the homeless.INTRODUCTION• Bal Bansal has been director of global technology strategy at IHG Hotels & Resorts since July 2022. IHG has 6,000 hotels and 350,000 staff around the world. Bal digitises IHG’s hospitality and business processes.• Bal has worked in tech for more than two decades – across Europe and North America, specialising in managing multi-million-pound digital transformation projects• He started at photographic company Kodak, in Nottinghamshire, in 2002• He subsequently spent 13 years in IT innovation and strategy at Coca-Cola• Outside of work, Bal spent four years as a councillor on Rushcliffe Borough Council, in Nottinghamshire• He is also a children’s football coach, where he encourages more Sikh youngsters to get involved in the gameLEADERSHIP TAKEAWAYS FROM BAL BANSALHe tells Mike Sassi:Within ten years, there could be hotels on Mars…“It’s only a matter of time. Organisations have got to start thinking about that. People will be landing on Mars. And they’ll need a place to stay.”The most innovative ideas can come from anywhere…“You know about putting names on Coke cans? That idea [now used all over the world] came from an innovation team in Australia… from a supermarket out there.”When you manage teams around the world, you should make time to meet people in person…“When there is always a screen between you… you need have [at least one] in-person meetup. Some of my teams are in India. I struggled to get them to talk. Then I flew out there to meet them… now our relationship is great.”Online leaders must be particularly good communicators…“You have to make your goals very clear… so people are willing to take ownership and to collaborate.”The best leaders have a passion for their work…“Every morning I’m so excited to get out of bed! I love doing what I do.”And Bal’s advice to would-be leaders?“Make your mistakes while you’re young. You’re less likely to be forgiven when you’re older!”RELATED LINKS• Bal Bansal is on LinkedIn• Bal’s Instagram• Bal Bansal’s Tomorrow’s World blog is hereIf you enjoyed this episode NBS Business Leaders’ Podcast with Bal Bansal, listen to previous shows with…• The former CEO of ASOS Nick Beighton• The Chief Marketing Officer of Boots Pete Markey• The CEO of Capital One UK Lucy Hagues

Nottingham Business School’s Business Leaders’ PodcastEpisode 55Leadership roundtable: How small businesses can become more sustainableSUMMARYSmall and medium businesses account for half of Britain’s turnover, 60 per cent of UK employment and 99 per cent of all our business enterprises. They also generate around half of Britain’s greenhouse gas emissions.But according to research by Santander, businesses are struggling to become more sustainable – and hit the Government target of achieving Net Zero by 2050.In Episode 55 of the Nottingham Business School’s Business Leaders’ Podcast, Wendy Whewell - Head of ESG and Climate Change at Santander, and Polly Harold - Senior Public Affairs and Public Policy manager at Santander, explain why climate change is such a big issue for businesses – and what they can do to become more sustainable.KEY LEADERSHIP TAKEAWAYS from the sustainability roundtable with Wendy Whewell and Polly Harold, from SantanderThey tell Honorary Visiting Professor Mike Sassi…WW: “Climate change is happening so quickly… Businesses need to build resilience and adapt, to ensure they can continue to sell their products and services.”WW: “Sustainability means, how are businesses going to survive the challenges they face? [For example] None of us realised Ukraine produced 50% of all the sunflower seeds used in Western Europe. Suddenly, we’ve got to think, where are we getting our oil from?”WW: “It’s all about collaboration. Businesses have to work together… with banks, with universities… to make a difference.”PH: “There is also a role for Government here. There are things businesses feel Government could do to support them… What’s the plan for SMEs in the Government’s path to Net Zero?”WW: “For a small business such as a fish and chip shop, the cost rises have been staggering. One, is the energy prices. Two is the cost of fish. But three is the cost of finding the fish…. Fishing quotas and the price of cod mean what was previously a cheap meal is now very expensive.”PH: “I've done numerous pieces of public polling this year… overwhelmingly, you can see that that younger generations care more and more about the environment and are taking that into consideration when making all their decisions [as consumers].”WW: “Every single business needs to think about every single aspect [of what they do] and how it’s impacted by sustainability, climate change, and where they can make a difference.”PH: “When I think about leadership, I think about the skills that we need to transition to Net Zero and how you lead the workforce through that change. There’s a leadership role there – in the skilling.”WW: “This is the biggest behavioural change project the world has ever seen because we all have to change our own habits if we want to make a difference.”RELATED LINKS• Santander research into Net Zero transition• Santander’s own Net Zero aims• Wendy Whewell spoke about sustainability at this eventIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Wendy Whewell and Polly Harold, listen to previous shows with…• The former CEO of ASOS Nick Beighton• The former Chairman and Chief Exec of Experian Sir John Peace• The Chief Marketing Officer of Boots UK Pete Markey

Nottingham Business School’s Business Leaders’ PodcastEpisode 54Sean Bowles – Keeping calm and building resilience in a frontline construction businessSUMMARYSean Bowles – Keeping calm and building resilience in a frontline construction businessSean Bowles is a Managing Director at construction company Morgan Sindall – an organisation that employs 3,000 staff and turns over one billion pounds every year.His teams have built everything from city centre primary schools and university student blocks to salt barns for road gritters… and even a museum display case for a Spitfire.In Episode 54 of the Nottingham Business School’s Business Leaders’ Podcast, Sean tells Honorary Visiting Professor Mike Sassi about the importance of team building, networking, authenticity… and the need for leaders to stay calm.INTRODUCTION• Sean Bowles is MD at Morgan Sindall Construction – Central and West, which is one of nine companies in the Morgan Sindall Group• Morgan Sindall Construction is a contractor that builds schools, universities, student accommodation, highways depots, hospitals and all aspects of the built environment• Sean was born and brought up in Nottingham – and graduated from NTU in 1997, with a BSc in Quantity Surveying• He has worked at Morgan Sindall since February 2016KEY LEADERSHIP TAKEAWAYS FROM SEAN BOWLESHe tells Mike Sassi:…how proud he is to be involved with new public buildings:“We drive past somewhere, and I say: We built that! My wife always raises her eyebrows…” …in his industry, communication is important:“Construction is a real ‘people-business’. Your social skills can really come to the fore.”…managing a sub-contracting business is an educational experience:“You learn at an early age how to deal with conflict!”…successful leaders are always making good contacts:“Networking is important, but it has to be authentic. You can tell when it’s not – and that can be off-putting.”…leaders need to put together high-performing teams:“It’s important to surround yourself with talented people. Don’t be afraid of working with people who are better than you.”…working environments are changing: “Construction sites can still be a harsh environment. But the working environment is completely different [to when I started]. Now [it’s recognised] that the more diverse the workplace, the better the outcomes.”…it’s important for leaders to have a plan:“Have a career plan It helps you to recover from short term knocks.”…successful leaders usually stay calm:“I spend a lot of my time toning down my natural emotional responses to situations. A lot of leaders do the same. You must be calm. In the most difficult circumstances. The best leaders appear calm and clear-headed – despite what might be going on just under the surface!”RELATED LINKS• There’s more about Sean Bowles on his LinkedIn page• The Morgan Sindall Construction website• Morgan Sindall is a strategic partner of NTUIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Sean Bowles, listen to previous shows with…• The Chief Marketing Officer of Boots Pete Markey• The CEO of transport technology Microlise, Nadeem Raza• The CEO of Capital One Lucy-Marie Hagues MBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 53Pete Markey – Why Marketing can be a force for goodSUMMARYPete Markey is Chief Marketing Officer of Boots UK. He has also been hailed as the finest marketer in Britain.He has held leadership roles with a clutch of stellar brands, including TSB, AVIVA, The Post Office, RSA and More Than. He has also won five national Marketer of the Year titles.In Episode 53 of the Nottingham Business School’s Business Leaders’ podcast, Pete tells Honorary Visiting Professor Mike Sassi about his love of knotty challenges, his determination to stay relevant and his passionate belief that marketing (and business) should be a force for good.He also reveals how improvised comedy classes have helped him hone his leadership skills.INTRODUCTION• Pete Markey has been Chief Marketing Officer at Boots UK since February 2021• During a 30-year career he has held senior leadership roles with several brands including Boots, TSB, Aviva, The Post Office and RSA• He started his career as a sales team leader with British Gas• In July 2024, he was made President of The Incorporated Society of British Advertisers (ISBA), the voice of British advertisers• Pete has a huge online following across most social media platforms and is lauded as one of the finest communicators in the marketing industry• In 2023, he was named Marketing Week’s Marketer of the Year• Pete graduated from Solent University in 1995, with a BA in Corporate Communication. In 2024, Solent awarded him an Honorary DoctorateKEY LEADERSHIP TAKEAWAYS FROM PETE MARKEYHe tells Mike Sassi…How classes in improvised comedy have helped his business career:“In business, we’re often not spontaneous or creative enough… If we are more willing to break rigid structure, we see more momentum and growth in our business.“I’ve found [improvised comedy] incredibly useful in helping me to be more spontaneous and present in the moment… to think of new and different ideas… to bring a lightness of touch when it is needed.“Also, three quarters of the [improv comedy] scenes you do, you wish you could have done better. So, the biggest thing it does is [teach you] to pick yourself up from failure!”About recently going back to ‘performing’, as he had done when studying at university in the 1990s:“I rediscovered, thirty years on, that I’d become too corporate!”About the importance, for him, of helping to create future leaders…“When I look at my team I think, how can I be the person that inspires and moves them on? In the same way that other people have done that for me...”That, looking back, he might have done things differently…“If I started my career again, I’d definitely encourage myself to be more assertive… I was always too worried about offending people.“I’m a very positive and upbeat person. But I’ve learned that I can be assertive and questioning in a very natural style. I don’t have to turn into an ogre!”Why he is driven to deliver…“I absolutely love what I do, and I love Boots as a brand. But I feel a weight of responsibility.“The business is 175 years old. My job is to catapult it on for another 175 years. Eventually, I’ll just be a sepia-toned photograph in the archive!”Why leadership legacies are important…“When I’m dead, nobody will say; God, he made a cracking Christmas advert in 2022! Hopefully, they will say; he used the time he had to make a difference – and to make things better.”That leaders are often evangelicals…“I genuinely feel marketing can be a real force for good.“I live with a huge sense of legacy hanging over me. We’re only on this earth for a short period of time. I’ve got to live my life to do good.“We have to leave the companies we’re in, the people we interact with, in a better place than when we found them. That has to be our mission.”About the importance of finding a business in which you can grow and learn as a person…“I love knotty challenges. With almost every business I’ve joined, I’ve known nothing about their industry until I went in.“Insurance, banking, retail, telecoms… I love the challenge of learning something I know nothing about.”Why it’s important for leaders to stay relevant…“[Having a] restlessness and hunger to keep learning more is important. The danger [for more experienced leaders] is that you get stuck and start treading water. I never want to be like that.“I always want to be at the cutting edge of innovation, because that’s what keeps the brands I work for relevant.”And Pete’s advice for future leaders?“Be assertive, confident and believe in yourself, but not in an arrogant way. Particularly early in your career. Don’t be afraid to reach out, push boundaries, open doors… because you never know where they might lead.”RELATED LINKS• There’s more about Pete Markey on his LinkedIn page• Pete Markey's Instagram page• There’s also more about Pete on the Boots websiteIf you enjoyed this episode NBS Business Leaders’ Podcast with Pete Markey, listen to previous shows with…• The former CEO of ASOS Nick Beighton• The former Chairman and Chief Exec of Experian Sir John Peace• The CEO of Capital One UK Lucy Hagues

Nottingham Business School’s Business Leaders’ PodcastEpisode 52Alison Swan Parente MBE - Founding the School of Artisan Food, at the age of 60SummaryAlison Swan Parente MBE is founder of the pioneering School of Artisan Food and the Welbeck Bakehouse.She set them up as second career, sixteen years ago, when she was 60.In Episode 52 of the Nottingham Business School’s Business Leaders’ Podcast, Alison talks to Visiting Honorary Professor Mike Sassi about the joys and challenges of her ‘new’ career.She also enthuses about creating a new generation of butchers, bakers, brewers and cheese-makers.Introduction• Alison Swan Parente was born in Sussex, just after the Second World War.• She enjoyed a 35-year career as a child psychotherapist, in Britain and America.• When she retired in 2007, at the age of 60, she set up artisan bakery The Welbeck Bakehouse, on the Welbeck Estate in north Nottinghamshire.• Soon after, she founded The School of Artisan Food.• Sixteen years on, the school has won industry awards and built a national reputation for its hands-on courses and world class tutors.• It teaches traditional skills including bread-baking, cheese-making, brewing and butchery. Its courses focus on healthy and sustainable food.• In recent years, the school has teamed up with Nottingham Trent University to deliver degree courses in artisan food production.• Alison was an expert judge on the BBC’s Top of the Shop show, with restaurateurs Tom Kerridge and Nisha Katona.• In 2017 she was awarded an MBE, for services to education and charityKey takeawaysAlison Swan Parente told Mike Sassi……she was interested in food and cooking from an early age:“My biggest influence was living in a communal household, in America in the 1970s, where the men cooked. I’d never seen that before. They’d learned [cooking] for political reasons. The women were fed up with cooking.”…one aim of the School of Artisan Food is to provide routes into employment for young people:“If you are thinking about how to make young people resilient, one thing you can do is help them to be creative - another is to give them a job.”…when artisan food producers enthuse about what they do, that’s good marketing:"Marketing is essential for any business. But the best marketing is authentic marketing."…it is important for leaders to be well-informed:“Leadership involves hanging around discreetly in the shadows of your institution, hearing about the things that are going on.”…it’s also important for leaders not to become micro-managers:“You have to know what’s going on – but you also have to trust the people you employ.”And Alison’s advice for leaders and would-be leaders?“You have to listen to people all the time. Do more listening than talking!”Related links• More about Alison Swan Parente MBE• Alison’s LinkedIn profile is here• Alison is trustee and founder of the School of Artisan Food• Alison Swan Parente presented the BBC’s Top of the ShopIf you enjoyed this episode NBS Business Leaders’ Podcast with Alison Swan Parente, listen to previous shows with…• The Chair of the English Football Association Debbie Hewitt• Paralympic gold medallist Charlotte Henshaw• The CEO of Capital One UK Lucy Marie Hagues

Nottingham Business School’s Business Leaders’ PodcastEpisode 51Nadeem Raza - leading a management buyout, then floating on the stock exchange.SUMMARYNadeem Raza is CEO of transport technology company Microlise.He joined Microlise in the 1980s as a young software engineer and over the next three decades worked his way up through the company. In 2008 he led a management buyout – and in 2021 the company floated on the Stock Exchange, where it was valued at £156.5m.In Episode 51 of the Nottingham Business School’s Business Leaders’ Podcast, Nadeem tells Visiting Honorary Professor Mike Sassi about his love of writing software, his fascination with managing people… and why a quarter of all the trucks on Britain’s roads are empty.INTRODUCTION• Nadeem Raza is CEO at the Nottinghamshire-based Microlise company which provides software solutions for the transport logistics industry.• Microlise works with all four of Britain’s biggest supermarkets – Sainsbury’s, Tesco, ASDA and Morrison’s – and scores of others international brands from JCB to DFS and Eddie Stobart to Travis Perkins.• The company’s technology helps fleets of trucks and other vehicles move goods from manufacturers to warehouses; warehouses to shops and supermarkets; and from shops to customers via home deliveries.• Nadeem Raza led a management buy-out of Microlise in 1982, then floated it on the Stock Exchange in 2021, when the company was valued at £156m.• The company now has 750 staff, operating across six continents. Last year it turned over £71m, with a gross profit of £43m and an operating profit of £2.3m.• Microlise has won two concurrent Queen’s Awards for Enterprise – for International Trade in 2018, and Innovation in 2019.• The company was originally founded in 1982, developing warehouse management software.• Nadeem joined it as a software engineer in the late 1980s and worked his way up to the position of managing director.KEY LEADERSHIP TAKEAWAYSNadeem Raza told Mike Sassi about...…why he became a software engineer:“I joined Microlise to do something I really loved – writing software. I’ve been writing software since I was 14. It was a hobby. ZX Spectrum, Atari computers, Commodore computers… that’s where I started.”…the importance of being curious:“I started as a software engineer. But because I’m always thinking, how can I do something better? or, how can I improve a particular process? I ended up being seconded to every other area of the business.”…leading a management buyout during a national financial crisis:“2008 was difficult. We completed our MBO at the beginning of the financial crisis. We got into debt problems and went through two or three years of challenging times. But we managed to get through it. If you can get through the tough times, then the easier times are just a walk in the park.”…how best to manage people:“The business is made up of many different areas… they have many different people and characters, with many different ways of working. Understanding that, helps you organise, manage, motivate and lead.”…why good staff are so important:“There is a lot of knowledge and experience among staff. Without them the software is just a tool that you don’t really understand how to use.”…looking after and retaining your staff:“If you treat people well and look after them and give them opportunities, then they will hang around.”…what motivates his leadership:“I’m always wondering how I can create value and benefit [for staff and customers], rather than thinking ‘what’s in it for me?’ That happens as a consequence. If you create value elsewhere, ultimately, you’ll benefit yourself.”…the company’s most recent international contract:“Woolworths is a big brand in Australia. We help them deal with home deliveries (mainly groceries) from their supermarkets, in new electric vehicles.”…the need for more collaboration between companies that use trucks:“25 per cent of the time trucks run with nothing on board. They’re empty. They’re just carrying air! In any other industry this amount of ‘waste’ would be an enormous figure to deal with.”RELATED LINKS• There’s more about Nadeem Raza on his LinkedIn page• Nadeem Raza also features strongly on the Microlise website• Nadeem Raza is a trustee of Nottinghamshire Community Foundation• Recent news stories about Microlise, from Insider MediaIf you enjoyed this episode of the NBS Business Leaders’ Podcast with Nadeem Raza, listen to previous shows with…• The former Chairman and Chief Exec of Experian Sir John Peace• The CEO of Capital One UK Lucy Hagues• International business executive Sir Ken Olisa OBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 50Nick Beighton - The e-commerce pioneer who turned ASOS into an international success storySummaryNick Beighton transformed ASOS into a global e-commerce powerhouse. When he walked through the front door to take up the role of Chief Finance Officer in 2009, the company was a fledgling online fashion retailer, with 200 staff and £160m of revenues. When he stepped down as Chief Executive 12 years later, the company’s workforce was 3,500-strong… and its annual revenues were just shy of £4bn.In a special Episode 50 of the Nottingham Business School’s Business Leaders’ Podcast, Nick tells Visiting Honorary Professor Mike Sassi about the importance of values, the need for planning, and why it’s always better to use influence rather than exert control.IntroductionNick Beighton is one of Britain’s most celebrated e-commerce fashion executives – best known for the 12 years he spent on the board of online retailer ASOS (2009 to 2021).He was CEO of ASOS for six years, during which time he helped turn the company into a huge global success story.Nick was born in Nottinghamshire and started his career as a chartered accountant with KPMG, in Nottingham.He graduated from Nottingham Trent University in 1989 after studying accounting and finance.Nick went on to become Head of Finance at High Street retailer Matalan. He was also Chief Finance Officer at Britain’s biggest operator of late-night venues Luminar.For 14 months up to March 2024, Nick was CEO of luxury fashion retailer Matchesfashion. He is currently chairman of the Secret Sales online fashion retailer.KEY LEADERSHIP TAKEAWAYS FROM NICK BEIGHTONHe tells Mike Sassi……a leader must be the coolest person in the room when something goes wrong:“At ASOS, when something went wrong I would say – guys, it’s just another bump in the road. It’s not failure. It’s something new we’ve learned.”...it’s important to listen to your mum:“[When I left school] I wanted to join the Royal Marines. My mum wasn’t blown away! So, when the opportunity came to work in an accounting office, she pushed me into it.”…successful leaders are always willing to experiment:“One of our values at ASOS was, never be afraid to turn left when others turn right. If it doesn’t work, you can [stop and] go again.”…as businesses get bigger, they become less entrepreneurial:“I was always asking [myself], how do I put entrepreneurialism into the organisation? The best ideas don’t come from the boardroom – they come from your team, and your customers.”…having a clear purpose helps leaders inspire their staff to follow them:“I’m an unashamed admirer of capitalism. But purpose drives profit – not the other way round. When you do this, your team understands and follows you.”…customers want to know about a company’s values and purpose:“At ASOS, people were wearing our clothes because they wanted to express themselves in a particular way. Customers want to be part of a brand that has something they believe in.”…a leader must be seen to embody the company’s values:“When your organisation gets its values right… then you, as the leader, have to adopt them. Otherwise, the organisation calls you out as being full of sh’t!”…it’s important for leaders to build their communication skills:“You don’t have to be an extrovert to be a leader. You can be a quiet leader. But you must be a good communicator.”And his advice to other leaders and would-be leaders?“Leadership is not a right, it’s a privilege. So, make sure you do something with your leadership. Don’t just sit on it. Use your influence to make change. Don’t wait to be asked what you think!”RELATED LINKS• There’s more about Nick Beighton on his LinkedIn profile• There’s also more about Nick Beighton on fashion news platform Drapers• Nick Beighton’s exit from Matchesfashion was reported in Retail GazetteIf you enjoyed this episode NBS Business Leaders’ Podcast with Nick Beighton, listen to previous shows with…• The former Chairman and Chief Exec of Experian Sir John Peace• The CEO of Capital One UK Lucy Hagues• International business executive Sir Ken Olisa OBE

Nottingham Business School’s Business Leaders’ PodcastEpisode 49Ajay Sethi: Mr Tweezerman UK – the public face of a global beauty brandSummaryTweezerman is one of the world’s best-known beauty accessory brands – and Ajay Sethi is MD of Tweezerman UK.Ajay set up his business in the back bedroom of his family home, exactly twenty years ago. He became a joint venture partner with Tweezerman in 2018.In Episode 49 of the Nottingham Business School’s Business Leaders’ Podcast, Ajay tells Visiting Honorary Professor Mike Sassi about the pressures and pleasures of leading such a high-profile brand.He also explains why he installed a disco glitter ball in the staff toilets.Introduction• Ajay Sethi spent the first fourteen years of his career in sales, with Spillers, Sara Lee and Cork International.• In 2004 he set up his own business, QVC Global, in the back bedroom of his Nottingham home, selling TRUYU branded beauty accessories to major department stores and retailers.• German conglomerate the Zwilling Beauty Group bought QVS in 2013 and Ajay became a joint venture partner.• QVS changed its name to Tweezerman UK in 2018, when Ajay bought the rights to the Tweezerman brand in Britain.• Tweezerman UK now has 20 staff, based in offices in Edwalton, Nottingham. Last year its turnover was almost £8m.• Tweezerman’s beauty tools – including tweezers, eyelash curlers, cosmetic brushes and pedicure accessories – are used by A-list actors and celebrities around the world, from Margot Robbie to Molly Mae Hague• The brand sells in 67 countries. Tweezerman’s premium brand tools are on sale in Harrods and Sefridges. In London.• British customers have affectionately dubbed Ajay, Mr Tweezerman!Key leadership takeawaysAjay told this episode of the NBS Business Leaders’ Podcast about:…being offered the chance to sell beauty accessories after he was made redundant from a book wholesaler.“At the time I would have said yes to anything. If you’d asked me to be a horse trader, I would have said yes!”…the importance, for businesspeople, of finding a gap in the market.“[When I started selling] I stood in front of the beauty fixture in a major store and had a bit of a moment… I realised they didn’t have any pedicure files – and I had six in my range. I rang the buyer and told her she had a gap… to cut a long story short, we’re still supplying them, 20 years later.”…the skills required to build a business.“People do business with people. I spend most of my time trying to get people to engage with me… The most important thing is authenticity.”…not realising, in the early days of his business, that traders need a VAT number to release imported stock to customers.“I was told it took up to four weeks to get a VAT number – and I needed the stock that day. I begged, I pleaded, I cried… within two hours I had the number. But I’d never known that kind of pressure. I went into survival mode.”…the role of a business leader.“What I do is set out the business culture… I’m a great believer that everything is driven by values. If your value relationships [with staff and customers] don’t work, your business won’t work.”…Tweezerman’s “funky” offices, with their neon lights, graffiti art and disco glitters balls in the loo.“I want it to be fun for staff to come to work… and it’s a focus of attention when buyers come to our office. Sometimes they don’t want to leave. We have such a lovely energy.”…the great potential for growth in his business.“We’ve grown revenues 300 per cent in the last six years. Revenues are now at £8m – they really should [soon] be £15m. New products, new categories, now customers… I just don’t want to stop!”…the pressures of being an entrepreneur.“I have one hundred business ideas a day. Some days I don’t sleep!”Related linksThere’s more about Ajay Sethi on his LinkedIn profile.The Tweezerman UK website is here.Ajay is also a trustee of Our Dementia Choir.Journalist Lynette Pinchess wrote this piece about Tweezerman, for Nottinghamshire Live.If you enjoyed this episode NBS Business Leaders’ Podcast with Ajay Sethi, listen to previous episodes with…Two Michelin-starred chef Sat BainsThe CEO of Capital One UK Lucy HaguesThe MD of Xerox UK Darren Cassidy

Nottingham Business School’s Business Leaders’ PodcastEpisode 48Matt Wallace: Building your own business – and knowing the value of a good podcastSummaryFifteen years ago, entrepreneur Matt Wallace was an iMovie hobbyist in a university press office, trying to persuade his boss of the value of video.Today he runs his own company, Janno Media – making videos, creating podcasts and live streaming for dozens of commercial clients across Britain.In Episode 48 of the Nottingham Business School’s Business Leaders’ Podcast, Matt tells Visiting Honorary Professor Mike Sassi how he turned his hobby into a business – and how lockdown paved the way for his expansion into podcasts.Introduction• In 2012, Matt Wallace founded Janno Media – a company that provides podcasts, live streaming, video, graphics and photography for commercial clients.• Matt is an alumnus of Nottingham Trent University and served as President of the NTU Student Union in 2004.• He went on to work in the press office at NTU.• Matt started Janno Media, aged 30, with a £3000 compensation windfall from being miss-sold a Payment Protection Insurance plan. He bought an iMac, DSLR camera, audio recorder and plug-in microphone.• Having initially rented an office, Janno started remote working in 2016 (four years before lockdown).• Janno now has eight staff members and 50 clients, including Santander.• In collaboration with NTU’s Centre for Broadcasting and Journalism – Janno offers the annual Janno Media Award £5,000 bursary, to a student podcaster who shows promise.Key leadership takeawaysMatt Wallace said:On the importance of leading from the front...“There can be no better way of understanding how your business is evolving than being on the ground, meeting the clients and seeing your staff in action – seeing what works, and what doesn’t.”On building a business based around video… “Video used to be something that you wheeled into a room, in a steel cabinet TV with a VHS machine underneath… Once the iPhone became the device, it was clear to me how big video was going to be.”On the effects of lockdown…“Everyone had their hand forced in some way by lockdown. As a business owner you had a choice of sitting and taking the furlough payments, waiting for it to blow over… or leaning into the situation and capitalising on an opportunity.”On creating a podcast for a customer…“You can’t just assume it will become viral, instantly likeable or highly shareable. You have to understand what the intention is for your customer.”On the value of a well-crafted podcast…“It’s not the number of people who listen to it, but rather what you’re able to convey. Even if you only have ten people listening… but they’re all stakeholders or clients… and they understand what you’re saying… and it reinforces why you have value to them… then people appreciate it.”On the challenges of managing an online, remote workforce…“Our industry changes daily, with new means and methods of working. We have to keep teams excited about the industry they work in by constantly being responsive to those changes.”On entrepreneurs seeking a Higher Purpose for their business…“If your only motivation for running a business is pounds and pence then you’ll very quickly become unmotivated. Because cash ebbs and flows. You need a vision. [You have to ask] what is the wider contribution of what we do?”On the importance of using your time well… “Be generous with your time – to yourself, and to other people. Use your time to listen and learn, to develop and grow. Invest your time… and it will reap its own rewards.”Related linksThere’s more about Matt Wallace and Janno Media here…Matt Wallace chronicles the first ten years of Janno Media here…Chapter 1: From how to whyChapter 2: Who you knowChapter 3: Boring and conventionalChapter 4: Where our ‘why’ livesIf you enjoyed this episode NBS Business Leaders’ Podcast with Matt Wallace, listen to previous shows with…The former Chairman and Chief Exec of Experian Sir John PeaceThe Vice Chancellor of Nottingham Trent University Professor Edward PeckBroadcaster, entrepreneur and founder of Boom Radio David Lloyd

Nottingham Business School’s Business Leaders’ PodcastEpisode 47Darren Cassidy: Leading digital transformation in a global brand built on paper and printSummaryDarren Cassidy has been with global print tech giant Xerox for 33 years – in 18 different roles.He’s now the company’s MD in GB and Ireland – and President of its operations in Western Europe.But in Episode 47 the Nottingham Business School’s Business Leaders’ Podcast, Darren tells Visiting Honorary Professor Mike Sassi that he is as excited now as he was on the first day he walked through the door at Xerox.During 30 minutes of insightful leadership chat, he talks about learning to change mindsets, the importance of younger staff and becoming an evangelist for transcendental meditation.He also reveals how, although he is now the MD, he was originally turned down by Xerox after he failed his first interview.Key leadership takeawaysDarren said:On managing change in a business…“One of the biggest things your team needs during a period of change is clarity… clarity of where to place their attention, and where to focus.”On having the right mindset to perform and do business…“When you go into a situation you either see opportunities or problems – the difference is massive. Having the right mindset is a skill… [with the right training] we can all get better at it.”On being able to change the mindset of the people around you…“It’s one of the biggest skills leaders need today.”On becoming an evangelist for Transcendental Meditation…“During the one time in my career when things started to appear dark, my wife announced – You’re going to do this meditation course, I think it will be good for you! And it was. I now do 20 minutes meditation every day.”On the importance of leaders creating a culture of learning…“The pace of change means if we’re not learning we’re going backwards fast. Talk to people, be inquisitive. Spend time engaging with what you don’t know.”On why leaders should always be looking to take on young staff…“Xerox is a good company to work for… so one of our greatest strengths is the number of people who have been with us for 35 years or more – but at times it’s also our greatest weakness.”On recognising what you want to do…“I drifted through school because I wanted to be a professional sportsman… then I realised what I really wanted to do was selling – and everyone told me the best sales company in the world was Xerox.”On why selling should be better recognised as a skill in business…“Sales done well is tough to do – but it has high impact.”On celebrating the success of your staff when they move on…“I love it when people get bigger jobs and get promoted… it’s the biggest accolade.”On leaders not surrounding themselves with ‘yes men and women’…“I pick a team full of people who are brave enough and good enough to tell me to stop… slow down… to challenge me.”And his advice to young, would-be leaders…“Learning what you don’t like is just as important as learning what you do like – so go and try things. Don’t take the next, safe option. Take risks!”Related links• There’s more about Darren Cassidy’s leadership philosophy, on his LinkedIn pages here.• The website of Xerox – where Darren is MD of GB&I – is here.• Darren discusses the Red2Blue strategy of changing mindsets here.If you enjoyed this episode NBS Business Leaders’ Podcast with Darren Cassidy, listen to previous shows with…• The former Chairman and Chief Exec of Experian Sir John Peace• The CEO of Capital One UK Lucy Hagues• International business executive Sir Ken Olisa OBE

Nottingham Business School’s Business Leaders’ PodcastAndy Bostock - Leadership and career development insights from KMPGEpisode 46SummaryAndy Bostock manages more than 1,000 staff as a senior partner with one of the world's Big Four audit companies KPMG. He also leads the annual audits of some of the biggest local councils and hospitals in the Midlands (of the UK). In discussion with Honorary Visiting Professor Mike Sassi, Andy reflects on three decades with KPMG - and on the need for better funding for local government and the NHS.He also highlights why local business people must talk up their cities; why staff who want to get on should spend more time in the office; and how the most successful leaders have built their careers on being kind to their colleagues.IntroductionAndy Bostock is a Senior Partner with KPMG, one of the Big Four professional services companies.He has been with KPMG for almost three decades – and has been a partner for more than ten years.Based in Birmingham – from where he manages more than 1,000 staff – Andy’s expertise is in working with the Public Sector.In recent years, he has audited some of the Midlands’ biggest local councils and NHS hospitals.Andy is a season-ticket holder at Stoke City and has two sons who are professional and semi-professional footballers, at West Brom and Hanley Town.Key takeaways from the conversation with Andy Bostock:On the importance for staff to spend a wedge of their working week in the office…He says: “If you are a junior person at the firm, where do you get your learning? [From] other people! You don’t get it from a laptop, sitting on your own, at home.”On the long-running cuts to local, council-run amenities…He says: “We’ll have to put more funding into some of these services if we value them… and some stronger leadership.”On headlines created by the ‘bankruptcy’ of Nottingham and Birmingham city councils…“It’s beholden on us as business leaders to talk up our cities.”On the leadership benefits of taking on challenges outside your comfort zone…“When I was younger, I was seconded to the CBI for a year and ended up as bag-carrier to the Director General Sir Richard Lambert. It was a wonderful experience. It took me to a completely different place.”On what he looks for when he is recruiting new staff…He says: “It’s all about getting on with people… emotional intelligence and understanding… We focus too much on hard outcomes, like As and stars. It’s the personable bits that make the difference… People don’t appreciate how important these things are.”Andy’s advice to anyone starting out on a leadership career…He says: “Be kind! In the world of work… treat people as you would want to be treated yourself. If you’re collegiate and positive, people will always want to work with you.”Related linksRead more about Andy Bostock on the KPMG website hereAndy Bostock’s LinkedIn profile is hereAndy Bostock’s appointment as senior partner was reported by The Business Desk hereIf you enjoyed this episode of the NBS Business Leaders’ Podcast, listen to previous episodes with…MD of global financial services company Experian Jose Luiz RossiForensic accountant at KPMG Kathryn WasteneyGlobal Vice Chair at professional services company EY Errol Gardner

Nottingham Business School’s Business Leaders’ PodcastLeadership roundtable: The future of business educationSummaryTo mark the opening of Nottingham Business School’s new Postgraduate and Executive Education Centre, three experts come together to discuss the future of business education.They are, the President of the European Foundation for Management Development Professor Eric Cornuel, the Chief Executive of the Chartered Association of Business Schools Flora Hamilton, and the Dean of Nottingham Business School Professor Baback Yazdani.In a candid discussion hosted by Honorary Visiting Professor Mike Sassi, they talk about impactful research, challenging technologies and why business schools will only be truly successful if they embrace a higher purpose.They also agree that business schools should be proud to generate the revenues that underpin other university departments.Introduction• Professor Eric Cornuel has been President of the prestigious European Foundation for Management Development for more than 15 years.• During a career spanning more than three decades, Eric has helped establish world-class standards of management education and research in Europe, North America, Asia and Africa.• His work has set new benchmarks for the impact of management teaching on business practice across the globe.• Eric has held leadership positions at management schools in Europe and Asia, including HEC Paris and the Catholic University of Louvain.• He is a fellow of numerous universities – and sits on the boards of several international business organisations.• In recognition of his outstanding contribution to higher education, Eric has been awarded France’s highest honour, the Légion d’honneur.• Flora Hamilton is Chief Executive of the Chartered Association of Business Schools.• The chartered association is an organisation that promotes the UK business schools that offer the most effective support for small business.• Flora became CEO last year, having previously spent ten years as Director and Head of Financial Services at the CBI.• Professor Baback Yazdani has been Dean of the Nottingham Business School for 17 years.• NBS is now the fourth biggest business school in Britain and a global exemplar for the sustainability of its research and education.• It is also among the one per cent of business schools across the world, recognised by all three international accreditation bodies, EQUIS, the AACSB and the AMBA.• NBS is a global leader in experiential learning and personalisation of education.• NBS is also acknowledged as a major innovator in the delivery of its programmes and in its connectivity to business.Nottingham Business School’s Business Leaders’ PodcastLeadership roundtable: What is the future of business education?Episode 45SummaryTo mark the opening of Nottingham Business School’s new Postgraduate and Executive Education Centre, three experts come together to discuss the future of business education.They are, the President of the European Foundation for Management Development Professor Eric Cornuel, the Chief Executive of the Chartered Association of Business Schools Flora Hamilton, and the Dean of Nottingham Business School Professor Baback Yazdani.In a candid discussion hosted by Honorary Visiting Professor Mike Sassi, they talk about impactful research, challenging technologies and why business schools will only be truly successful if they embrace a higher purpose.They also agree that business schools should be proud to generate the revenues that underpin other university departments.Introduction• Professor Eric Cornuel has been President of the prestigious European Foundation for Management Development for more than 15 years.• During a career spanning more than three decades, Eric has helped establish world-class standards of management education and research in Europe, North America, Asia and Africa.• His work has set new benchmarks for the impact of management teaching on business practice across the globe.• Eric has held leadership positions at management schools in Europe and Asia, including HEC Paris and the Catholic University of Louvain.• He is a fellow of numerous universities – and sits on the boards of several international business organisations.• In recognition of his outstanding contribution to higher education, Eric has been awarded France’s highest honour, the Légion d’honneur.• Flora Hamilton is Chief Executive of the Chartered Association of Business Schools.• The chartered association is an organisation that promotes the UK business schools that offer the most effective support for small business.• Flora became CEO last year, having previously spent ten years as Director and Head of Financial Services at the CBI.• Professor Baback Yazdani has been Dean of the Nottingham Business School for 17 years.• NBS is now the fourth biggest business school in Britain and a global exemplar for the sustainability of its research and education.• It is also among the one per cent of business schools across the world, recognised by all three international accreditation bodies, EQUIS, the AACSB and the AMBA.• NBS is a global leader in experiential learning and personalisation of education.• NBS is also acknowledged as a major innovator in the delivery of its programmes and in its connectivity to business.NOTESKey takeawaysEric Cornuel is an advocate for business schools to be moral institutions that perpetuate strong values…He said: “We [business schools] have to teach respect for stakeholders. We have to get back to our roots. A business school is an academic institution.”Professor Cornuel believes private business must be “more than just a cash machine”…He said: “Companies have a role in society… in the middle of an eco-system of stakeholders. Everybody has to take care of everybody[else], otherwise the system simply collapses.”And Baback Yazdani agrees…He said: “Companies today are more than just profit-making entities. They need to be guardians of the environment… to respond to societal needs… to play their part…”Flora Hamilton believes business schools should be proud of the prominent role they play in helping to underpin university finances…She said: “UK business schools enjoy a fantastic global reputation… That’s why they have been able to step in and bridge the gap where the absence of funding [for other university departments] has been… let’s celebrate that.”Baback Yazdani highlights how keeping up with technological change is one of the great challenges for universities…He said: “The time that elapses between invention and adoption used to be 30 or 40 years. It is now just months. Business schools need to understand this – and utilise it.”Eric Cornuel says management and leadership research undertaken by business schools is often too hypothetical…He said: “The connection with the reality of management is very doubtful sometimes… Research should be more connected to the current management of organisations.”Flora Hamilton agrees…She said: “We have to have a focus on impact… and ask [researchers], why are you doing this? What is the economic impact of that research?”As does Baback Yazdani…He said: “Research needs to be linked to the reality of what is happening in society… so we see that the ideas make a difference in the real world.”So, what does the future hold for UK business schools?Baback Yazdani said: “We need to be more connected to the world… to our regions… to the people we serve. At the end of the day, we are here to serve society, so our connectivity with it needs to be deeper… so we understand what to produce.”Eric Cornuel said: “We have to produce sense, through research, then disseminate this sense through the population. And that sense has to be much more than simply being profitable. It is about being a citizen that plays a full part in society.”Flora Hamilton said: “The future is bright for our world-leading [UK] business schools… because we are able to show the true societal impact of what they can deliver… Universities are about improving lives – and business schools sit at the heart of that.”Related links:Find out more about Professor Eric Cornuel hereRead more about Flora Hamilton hereThere’s more about Professor Baback Yazdani hereIf you enjoyed this episode of the NBS Business Leaders’ Podcast, listen to previous episodes with…The MD of global financial services company Experian Jose Luiz RossiEntrepreneur and broadcaster Michael Hayman MBEThe Vice Chancellor of Nottingham Trent University Professor Edward PeckNOTESKey takeawaysEric Cornuel is an advocate for business schools to be moral institutions that perpetuate strong values…He said: “We [business schools] have to teach respect for stakeholders. We have to get back to our roots. A business school is an academic institution.”Professor Cornuel believes private business must be “more than just a cash machine”…He said: “Companies have a role in society… in the middle of an eco-system of stakeholders. Everybody has to take care of everybody[else], otherwise the system simply collapses.”And Baback Yazdani agrees…He said: “Companies today are more than just profit-making entities. They need to be guardians of the environment… to respond to societal needs… to play their part…”Flora Hamilton believes business schools should be proud of the prominent role they play in helping to underpin university finances…She said: “UK business schools enjoy a fantastic global reputation… That’s why they have been able to step in and bridge the gap where the absence of funding [for other university departments] has been… let’s celebrate that.”Baback Yazdani highlights how keeping up with technological change is one of the great challenges for universities…He said: “The time that elapses between invention and adoption used to be 30 or 40 years. It is now just months. Business schools need to understand this – and utilise it.”Eric Cornuel says management and leadership research undertaken by business schools is often too hypothetical…He said: “The connection with the reality of management is very doubtful sometimes… Research should be more connected to the current management of organisations.”Flora Hamilton agrees…She said: “We have to have a focus on impact… and ask [researchers], why are you doing this? What is the economic impact of that research?”As does Baback Yazdani…He said: “Research needs to be linked to the reality of what is happening in society… so we see that the ideas make a difference in the real world.”So, what does the future hold for UK business schools?Baback Yazdani said: “We need to be more connected to the world… to our regions… to the people we serve. At the end of the day, we are here to serve society, so our connectivity with it needs to be deeper… so we understand what to produce.”Eric Cornuel said: “We have to produce sense, through research, then disseminate this sense through the population. And that sense has to be much more than simply being profitable. It is about being a citizen that plays a full part in society.”Flora Hamilton said: “The future is bright for our world-leading [UK] business schools… because we are able to show the true societal impact of what they can deliver… Universities are about improving lives – and business schools sit at the heart of that.”Related links:Find out more about Professor Eric CornuelRead more about Flora HamiltonHere’s more about Professor Baback Yazdani If you enjoyed this episode of the NBS Business Leaders’ Podcast, listen to previous episodes with…The MD of global financial services company Experian Jose Luiz RossiEntrepreneur and broadcaster Michael Hayman MBEThe Vice Chancellor of Nottingham Trent University Professor Edward Peck

Nottingham Business School’s Business Leaders’ Podcast. Episode 44Mary Storrie – Turning a tragedy into something positiveIntroduction• Mary Storrie is CEO of international charity The Rosie May Foundation.• She and her husband Graham set up the Foundation after their daughter Rosie May was suffocated at a Christmas party near their home in Bottesford, Lincolnshire, in December 2003.• A 17-year-old boy, who the family knew, was sentenced to life in prison for Rosie’s murder.• In December 2004, Mary and Graham went on holiday to Sri Lanka, to escape memories of the previous year, and were caught up in the Asian Tsunami.• More than 230,000 people died in the tsunami. But the couple survived – as did a tiny palm tree they had planted in Rosie May’s memory the previous day.• In the last 20 years the Rosie May Foundation has raised more than three million pounds to educate children, empower women and help families lift themselves out of poverty. • It established organisations in Sri Lanka after the tsunami and in Nepal after an earthquake there in 2015.• It’s first project was building the Rosie May Home for Girls in Sri Lanka, for orphans who lost their parents in the tsunami.• The Foundarion has also had great success training single-parent mums in Sri Lanka to be tuk-tuk taxi drivers, through its Think Pink campaign.• Its staff rebuilt schools and established clean drinking water in Nepalese villages destroyed by the earthquake.• The Rosie May Foundation has offices in Nottingham; Seenigama, Sri Lanka; and Tennyson, Australia.Key takeaways• On why Mary set up international charity The Rosie May Foundation…“The charity has given me a channel for my grief – to turn something tragic into something positive. It’s given me a sense of purpose.”• On studying for a degree and Masters, while running the Foundation…“On reflection, [going to university] was the best thing I ever did. It gave me confidence. It opened so many doors for me.”• On the Foundation’s work to empower women in Sri Lanka…“We try to get to the root cause of the issue, which is always poverty. We try to get to women before they have no choice but to give their child to an orphanage.”• On helping women in Sri Lanka to become Pink tuk tuk taxi drivers…“We wanted to enable women to earn a man’s wage, in a man’s world.”• On bringing Think Pink taxis to Britain…“It’s always been my vision to bring the concept here. In the UK, less than three per cent of taxi drivers are women – for no good reason.”• On the need for leaders like herself to have a succession strategy:“I had a mentor who said: Tell me, what’s going to happen to your charity if you go under a Number 23 bus tomorrow? I said: Ah…”• Mary’s advice for other leaders and would-be leaders…“Push yourself out of your comfort zone. Every day!”Related links• Read more about Mary Storrie here• Read more about Mary’s story here• Read more about the Rosie May Foundation here

Nottingham Business School’s Business Leaders’ PodcastLorna Holder – How successful leaders reinvent themselvesEpisode 43Introduction…• Lorna Holder is the Managing Director of the Full-Spectrum and Tuareg Productions companies.• She was born in Jamaica, raised in Nottingham, and became the first black fashion graduate of Nottingham Trent University in 1975• Lorna started her career as a designer with Birmingham-based House of Lerose – and in the 1980s, was made Head of Fashion at dressmaker Davies & Fields.• In 2002 she was Executive Producer of the inaugural Black Film and Television Awards.• She has delivered six Heritage Lottery Fund productions, based on research and oral histories of Caribbean people and other communities in Britain.• Her productions have included collaborations with the V&A, British Museum, Rich Mix, BFI, Theatre Royal Nottingham and London Metropolitan Archives.• Lorna’s book, 'Style in My DNA,' chronicles 70 years of British Caribbean fashion.• Lorna has been a member of the Board of Governors at Nottingham Trent University for more than six years.

Nottingham Business School’s Business Leaders’ PodcastCharlotte Henshaw MBE – Learning from your failuresEpisode 42IntroductionCharlotte Henshaw was born and brought up in Mansfield, Nottinghamshire.She was born with the condition bilateral tibial hypopplasia, which meant her lower legs were underdeveloped.When she was 18-months-old, her parents decided to have her legs amputated.Charlotte started swimming at the age of four and at the age of 16 she was picked to represent Britain.She was selected for her first Parlaympic games – in Bejing, China, in 2008 – when she was studying at the University of Sterling.At the London 2012 games, she won a silver medal. Then at Rio 2016, she won a bronze.After Rio, Charlotte retired from swimming and took up paracanoeing.She subsequently became World Champion in the KL2 200m and VL3 200m paracanoeing events and won a gold medal at the Tokyo 2020 Paralympics.In 2020 Charlotte discovered that she had been suffering from the painful condition endometriosis for more than ten years.Charlotte (now aged 37 and still World Champion) will compete for Paralympic GB again this summer at the Paris 2024 games.Key takeaways – What Charlotte told the NBS podcastOn having her legs amputated, at the age of 18 months…“I feel fortunate having never known any different from my disability… I don’t remember any time before I had my amputations. The earliest memories I have are of using my prosthetics.”On meeting Paralympic swimmer Emily Jennings – who won gold at the Atlanta games – at the age of ten…“It absolutely inspired me. Now I’m that person who people ask for a picture – and I know how powerful it can be.”On coming fourth (and missing out on a medal) as a swimmer in her first Paralympics, in Bejing 2008…“Maybe I wouldn’t have had the drive to carry on if I had achieved everything at that first Games. The thought I’d still got things to prove was the catalyst that set me off on a very successful, ten-year swimming career.”On transforming from a world class paralympic swimmer to a world class paralympic canoeist…“I had to put myself in a position I really wasn’t comfortable with… to try new sports. It was a real learning curve… but it has led me to a whole new career that I never anticipated.”On struggling to deal with nerves and the anxiety of expectation…“I’m a naturally anxious person. I’ve had to learn to be more rational… I find going into the gym and embracing the challenge of [physical] pain relatively easy. But working on the psychology of sport has been a real difficulty for me.”On having a ‘melt-down’ early in her paracanoe career…“I had all kind of thoughts and feelings… I went to counselling and off-loaded all those feelings to someone else who helped me learn the tools to deal with them. Now I feel more able to… navigate tricky situations. Learning to tackle my mental state has been one of the most impactful pieces of work in my career.”On managing to overcome every hurdle she encounters…“I have an in-built tenacity, stubbornness, whatever you want to call it… I have the will to see the positives and take the learnings from every situation.”On what she has learned looking back on her career (so far) …“It’s important to recognise that ‘failure’ isn’t always a bad thing – but you can always learn something from it.”Her advice for fellow leaders…“The most inspiring leaders have a willingness to collaborate, to be open… Being a good leader is about being part of a bigger picture; about recognising that it’s not just you driving – it’s actually a collaborative thing.”Related links:There are more details about Charlotte Henshaw hereAnd her glittering career, on the Paralympic GB website hereAnd on Instagram, hereAnd her endometriosis diagnosis, on the BBC hereIf you enjoyed this episode of the NBS Business Leaders’ Podcast, listen to previous episodes with…Women’s Rugby World Cup winner Maggie Alphonsi MBEParalympics GB Chef De Mission Penny Briscoe OBEChair of the English Football Association Debbie Hewitt MBE

Nottingham Business School’s Business Leaders’ PodcastRob Swann – From trainee to MD, leadership in an SMEEpisode 41IntroductionRob Swann joined SME Termate as an engineering apprentice in 1989, when he was 16.Termate manufactures electrical insulating products at its factory in Nottingham, for customers all over the world.Rob graduated from Nottingham Trent Polytechnic (now Nottingham Trent University) after studying engineering, business and finance. He is now an Alumni Fellow of Nottingham Business School.Rob lead a management buy-out of Termate in 2007. Company growth since then has largely been based on international sales.Key takeaways: What Rob Swann said…On the benefits of starting his career as an apprentice engineer…“Engineering is very precise. It puts a discipline into your work process. Engineers tend to like a bit of order.”On leading a management buy-out – when his dad owned the company…“I saw an opportunity for the business to diverge from where it was. My dad was happy with where the business was. There was an element of disagreement. So, I bought him out.”On taking over the company while still in his early 30s…“I was young. I had young kids. There was a lot of risk involved. It was a scary amount of debt… and I felt the burden.”On his biggest leadership challenges…“Covid was the biggest challenge I’ve ever faced. It was so unknown. There was no-one you could talk to… not a mentor, not anyone. No-one had any experience.”One being a leader who wears his heart on his sleeve…“I like opening cans of worms. I like turning over stones. I’m curious. And curiosity is a hugely valuable thing [for leaders and everyone in business].”On the importance of staff in small businesses having a variety of skills…“As an SME we often can’t afford to employ specialists. We need capable generalists. We can’t afford to have an SEO specialist, a content developer and someone who can do a podcast. One person has to try to do all of that!”On working himself to the verge of a nervous breakdown…“Just before I turned 40, I realised I was going to break if I didn’t give myself something outside of work. I tried rock-climbing and found it cleared my mind. It took every ounce of my mental capacity.”On persuading his wife to start rock-climbing…“My wife joined in – and now she is as passionate about climbing as I am. It’s a great shared experience.”His one piece of advice for leaders…“Look after yourself. You are a key asset of the business. So, don’t forget about looking after you!”Related links:There are more details about Rob Swann here.Termate’s company website is here.If you enjoyed this episode of the NBS Business Leaders’ Podcast, listen to previous episodes with…The former Chairman and Chief Exec of Experian Sir John PeaceThe CEO of Capital One UK Lucy HaguesTwo Michelin starred chef Sat BainsThe CEO of 200 Degrees coffee Rob Darby

Nottingham Business School’s Business Leaders’ PodcastJosé Luiz Rossi: Staying relevant in a rapidly changing worldEpisode 40IntroductionJosé Luiz Rossi was born and raised in Rio de Janeiro in the 1960s and started his career as a mechanical engineer.He is currently MD of Experian in Britain and Ireland – and previously ran the company’s operations in Latin America.In 1986 he created a consultancy called Result Systems, in Brazil, that pioneered information systems based on microcomputer networks.The company was bought by PriceWaterhouseCoopers, where he subsequently became a partner for 13 years.José went on to be CEO of Brazil’s biggest IT services company CPM Braxis.He joined Experian UK at the start of Covid lockdown, in April 2020. During his first months in post, he was forced to run the Nottingham-based operation from Brazil.Key takeaways: What José Luiz Rossi said…On the importance of winning…“I like to win in the marketplace. The adrenaline of running a successful company is something very nice. I’m a competitive person. Winning by doing the right thing is something that motivates me.”On the changing face of leadership…“When I started [40 years ago] management was all about hierarchy… command and control. There was no appreciation of softer skills. Today you need to think about being inclusive… giving autonomy to people.”On the need for leaders to adapt to stay relevant…“A lot of my colleagues have left the market because they couldn’t adapt… more have become obsolete [as a result] of management change, than technology change.”On self-promotion…“It took me years to realise the importance of networking… and building your personal brand. I wish I had understood that earlier.”On knowing the right time to change career – and leaving one job before you have another…“If you have a good job, it’s difficult to [force yourself] to move. You have a good salary; you are in a comfortable position you don’t move. Leaving gives you a compelling reason to change!”On what he may do differently if he had his time again…“I would invest in mastering public speaking, earlier in my career. [Leaders] need the skills to talk to bigger audiences.”On working in different cultures…“If we a do a good presentation to Americans, they say: That’s awesome… fantastic! The Brits will just say: That’s not too bad!”On the importance of showing leadership on global, social issues…“You need to show you care. I come from a very humble background. My great grandparents were peasants… they were illiterate. I know how important it is for people to be given opportunities. Being open and inclusive is the right thing to do.”On the lack of economic stability around the world…“The time of cheap money, cheap energy and cheap logistics is gone. There is no stability. Continuous change is the norm now. Leaders need to adapt to stay relevant.”Advice for leaders and would-be leaders…“Jobs end at 5pm – but careers don’t! You need to do more than the average person if you want to differentiate yourself.”Related links:There are more details about José Luiz Rossi hereHis biography on the Experian UK website is hereJosé Luiz Rossi’s blog posts are hereIf you enjoyed this episode of the NBS Business Leaders’ Podcast, listen to previous episodes with…The former Chairman and Chief Exec of Experian Sir John PeaceThe CEO of Capital One UK Lucy HaguesInternational business executive Sir Ken Olisa OBE

Nottingham Business School’s Business Leaders’ Podcast. Episode 39.Brendan Donnelly: Manufacturing on the side of a mountain – small business leadership in a remote corner of England. IntroductionBrendan Donnelly and his wife Cherry own the Coniston Stonecraft slate-carving company, based in Victorian workshops, in the foothills of Coniston Old Man.The mountain stretches 2,600ft above them. They look down on Cumbria’s Coniston Water, where Donald Campbell crashed his Bluebird at 300mph, trying to break the world speed record in 1964.Brendan and Cherry bought Coniston Stonecraft out of administration in February 2020 – just weeks before Britain’s first Covid lockdown.The company’s staff craft slate signs, door numbers, rolling pins, clocks, wine coolers and other kitchenware for retail and private customers all over Britain. They also collaborate with other Cumbrian heritage craftsmen and women to make bespoke art pieces.Coniston Stonecraft was founded in 1976 and uses only Cumbrian slate or stone – including Westmorland Green and Brathay Blue-Grey – quarried on fells around the Lake District.Key takeawaysOn running a manufacturing business on the side of a mountain…Brendan said: “It’s incredibly difficult up here [on Coniston Old Man]. Not least because there are no roads. We drive our slate up and down a track.”On turning locally-quarried Cumbrian slate into high-quality kitchenware…Brendan said: “The courier comes to the bottom of the hill… picks them [our pieces] up and takes them off to London. Our rolling pins sell very well in Fortnum and Masons!”On the difficulties, for small businesses, of dealing with Covid…Brendan said: “Nowhere in my business plan did I write, Close for four months due to worldwide pandemic – and almost go bankrupt!”On the importance of leaders being able to sell…Brendan said: “If you’re in business, you need sales. If you have a factory... and it's not producing anything, you’ll soon go out of business.” On why good planning is at the heart of any successful business…Brendan said: “We know, to the final pound, how much we should be producing every week.”On running a traditional English craft manufacturer… Brendan said: “We’re one of the last five or six slate masons in England. This business, this way of life, is too important for me to allow it to vanish.”On cheap Chinese imports with a carbon footprint 14 times that of Cumbrian slate… Brendan said: “It’s very, very difficult to compete. We all want to reduce our carbon footprint. Let’s start by buying products made of slate from English quarries.”On advice for leaders running small businesses…Brendan said: “Every day, go an extra inch, not an extra mile. Make sure you’re better than everyone else. But remember, you only need to win the race by a nose!”Related linksThere are more details about Brendan Donnelly, here.Details of Brendan's book, Slow Selling, are here.The website of his Coniston Stonecraft company is here.

Nottingham Business School Business Leaders’ PodcastPenny Briscoe OBE – Paralympics GB team leaderEpisode 38IntroductionPenny Briscoe will lead Paralympics GB at this summer’s Paris 2024 games, as the team’s Chef de Mission.She was previously Chef de Mission at the Tokyo 2020 and Rio 2016 games, when the team finished second in the overall medals table.Early in her career, Penny represented GB as a canoeist. She then trained as secondary school teacher, before coaching the GB canoe team.She was appointed Director of Sport at the British Paralympic Association in 2002 – and has been Chef de Mission for every Paralympic Games – five, summer and winter – since 2014.In that time, the British team has won 108 gold medals, 85 silvers, and 97 bronze, across 23 sports.Key takeawaysOn starting to prepare for each Paralympics, five years in advance...Penny said: “The leadership journey is a long one. Once the host city is announced we try to embed ourselves in its culture… make the important relationships.”On the importance of a leader’s vision…Penny said: “I have a very clear vision of how I think Paralympics GB should compete… engage… behave. We’re a world leading nation on the field of play. I want us to lead the world off it too.” On the importance, for a leader, of staying positive...Penny said: “I never dwell on the negatives. We have to create an environment where 23 different sport teams can thrive.”On being driven to achieve coaching success by ‘unfinished business’...Penny said: “I competed [as a canoeist] for GB but never made the Olympics... I had regrets.”On being appointed Director of Sport (2002) when Paralympians competed in the shadow of Olympians...Penny said: “I worried I wasn’t going to be able to have an impact. I thought, well I can either moan and groan or roll my sleeves up and try to make a difference.”On dealing with the disappointment of not being chosen as Chef de Mission (team manager) for London 2012…Penny said: “I was absolutely gutted. But I reflected on what a hypocrite I would be if I walked away. When you’re a leader it’s not about you – it’s about the team.”On the emotion of being appointed Chef de Mission for Rio 2016…Penny said: “The guy who didn’t appoint me in 2012 did appoint me in 2014. I remember it to this day. I was offered the job in Starbucks, in Birmingham New Street… I had a little cry!”On the most important part of being a leader…Penny said: “Ultimately, leadership is about inspiring and developing others. Never lose site of the privilege of being a leader.”Her advice for other leaders and would-be leaders?Penny said: “Leaders evolve… learn from your experiences. But be authentic. And treat others as you would like to be treated yourself.”On her hopes for the Paris 2024 Paralympics…Penny said: “It was a very quiet games in Tokyo 2020, behind closed doors [because of Covid]. We’re hoping there will be lots and lots of Brits in Paris this summer, cheering us all on.”Related links:You can read…More about Penny Briscoe OBEMore about the British Paralympics AssociationMore about Paralympics GBMore about Paris 2024If you enjoyed this episode of the NBS Business Leaders’ Podcast, listen to previous episodes with…The Chairman of the English Football Association, Debbie Hewitt MBEEngland Women’s Rugby World Cup winner, Maggie Alphonsi MBEThe Vice Chancellor of Nottingham Trent University, Professor Edward Peck CBE

Nottingham Business School Business Leaders PodcastKathryn Wasteney - Leadership, fraud and the importance of being nosey| Episode 37IntroductionFraud now accounts for 40 per cent of all crime in Britain, making forensic accountancy an increasingly important business.Forensic accountants have played a crucial role in exposing hundreds of financial frauds - including the Enron Scandal and Bernie Madoff's Ponzi scheme in America, plus the collapse of British Home Stores and demise of Patisserie Valerie in Britain.Kathryn Wasteney is a Director of the Forensic Investigations team at accountancy firm KPMG. She started her career as an auditor, but has spent the last decade in forensic accounting - investigating accounts, identifying risk, and uncovering fraud. Key takeawaysKathryn believes businesses underestimate the power of fraudsters. She says: "People committing these crimes are incredibly intelligent, incredibly well resourced and spend lots of time researching targets. You might think, 'I wouldn't fall for that!' But that's not what we see."Confidence is a key skill for forensic investigators, says Kathryn. And a leader has to be able to inspire it in their team. She adds: "Some people have [great] quantities of confidence. For other people, it's there - they just need a bit of a push. That's the job of the leader."Kathryn is certain a background in accountancy is good for business leaders. She says: "So many leaders come through accountancy. It gives you a really good skill set. If you want to run a business, what better way of starting [as an accountant] and visiting 20-plus businesses a year to find out how they work?"She also believes it's important for leaders to be nosey. "Having an interest outside of your own small world is crucial. For leaders, you have to be able to see what's out there - the wider picture. You've got to be able to see the wood, not just the individual trees."Kathryn has a very specific reason for accepting the responsibilities of a directorship. She says: "I wanted to own the conversation - to have the primary relationship with clients. The buck now stops with me. That gives me ownership."And as a director, Kathryn believes her role is to create the next generation of leaders. "It's important to have good role models. You can't be what you can't see.... And I get a real sense of achievement from seeing people grow; building their confidence and their abilities."Her advice to fellow leaders is simple. "Develop empathy. Appreciate when something is not working... and what you need to do to make it work really well. That's the most important leadership skill. Everything else cascades from that."Related linksKathryn Wasteney, Director, Forensic investigations, KPMGIf you enjoyed this episode of the NBS Business Leaders' Podcast, listen to this previous pod with England World Cup winner Maggie Alphonsi.More about Nottingham Business SchoolVisit the Nottingham Business School websiteFollow Nottingham Business School on LinkedIn

Nottingham Business School Business Leaders PodcastMaggie Alphonsi MBE - Leadership insights from a World Cup winner | Episode 36Introduction:Maggie Alphonsi MBE is the First Lady of English Women's Rugby and a pioneer and leader in the international game.She was World Rugby Personality of the Year in 2011 - then won the World Cup with England in 2014. Her tough tackling, all-action style made her popular with both fans and fellow team members.In 2016 Maggie made history by becoming the first woman player to be elected a member of the English Rugby Union's Council. Her ambition is to become President of the RFU.Earlier this year, Maggie was a key part of ITV's coverage of the 2023 World Cup, in France. Eight years ago, she was the first woman player to commentate on a men's international game (in the 2015 World Cup).Earlier this month, Maggie was part of three-person independent panel called in to investigate a toxic culture of bullying and misogyny at the Welsh Rugby Union. Key takeaways:Maggie says successful leaders need resilience. She says: "I grew up in a deprived area, in a single-parent family, on a [London] council estate. I had a club foot that needed an operation to correct it when I was young. I learned to be resilient."Maggie doesn't like to spend too long reflecting on her successes. She says: "If I look back, I stop moving forward. [Instead] I'm always asking myself, what's the next job? what's my next goal?"Leaders should always be looking out for mentors, says Maggie. "Olympic gold medallist Denise Lewis was someone who inspired me [while growing up]. I've subsequently met her. She's a brilliant person who has become a bit of an adviser to me. Leaders need mentors."Maggie has a BSc, an MSc and an MBA - and is a huge advocate for lifelong learning. She says: "Education is incredibly important... it's also anti-ageing. You're consistently learning, challenging yourself... keeping your mind alive."And she knows what drives her. "I have a great fear of failure - a fear of poverty... I don't want to go back there." Maggie's advice to fellow leaders? "Learn to be comfortable being uncomfortable. Challenge yourself every day... just say, yes! You may feel uncomfortable at the time... but when you do it, you'll be so pleased you did."Related links:Maggie Alphonsi's autobiography, Winning the FightMaggie Alphonsi, her websiteMaggie Alphonsi, member of the England RFU CouncilMaggie Alphonsi, LGBT speakerMaggie Alphonsi, ambassador for the STEPS WORLDWIDE charityMore about Nottingham Business SchoolVisit the Nottingham Business School websiteFollow Nottingham Business School on LinkedIn

Nottingham Business School Business Leaders PodcastMichael Hayman – Why our business leaders need purpose | Episode 35IntroductionEntrepreneur and broadcaster Michael Hayman MBE founded London-based Seven Hills, one of the best-known corporate communications consultancies in the countryWith a reputation as a thinker and a leader, he has also been described as one of the best-connected men in BritainIn his role as Chair of Seven Hills and the Small Business Charter, and adviser to the Chartered Association of Business Schools, he advises fellow entrepreneurs and helps companies access support from university business schoolsHe passionately believes entrepreneurs can (and should) help change society for the betterKey takeawaysMichael talks about the benefits of 'purposeful business'. He says: "We need business to be a force for good in the world, because that’s where our biggest opportunity for growth and progress is going to come from." Michael believes a leader’s key skill is their emotional intelligence. He says: “Understanding the people around you is the most important leadership skill of all. The ability to be empathetic, reasonable and see another person’s point of view is vital.” Interestingly, Michael has an issue with some entrepreneurs. He says: “The great problem with entrepreneurs is that they often turn up with answers even before they know what the questions are. When I talk to people I think: What can I learn from you?” He is also convinced it is crucial for leaders to have a relentlessly positive attitude. He says: “If you wake up every morning with a feeling of dread… if you’re doing too many things you don’t want to do, then pretty soon you’ll run out of energy.” Related linksMichael Hayman's book, Mission: How the Best in Business Break ThroughMichael Hayman's corporate communications agency, Seven HillsMichael Hayman's Change Makers podcastMichael Hayman is Chair of the Small Business CharterIf you liked this episode, listen to David Lloyd – Leadership Lessons from 40 years in RadioMore about Nottingham Business SchoolVisit the Nottingham Business School websiteFollow Nottingham Business School on LinkedIn

Nottingham Business School Business Leaders' PodcastRoundtable: From engineering graduates to business leaders. Reflections on leadership | Episode 34Key takeawaysBuilding your business network is important, even while still at uni. Colin says: “Networks are a bit like pensions – it’s never too early to start.” What is the most important skill for business leadership? Chris says: “How to make money! If you don’t make a bit of money, you’re not going to be in business long.” Emotional intelligence is important for leaders. Neil says: "You want people to come to the business and stay in the business. If you haven’t got those [EQ] skills, people will leave.” There is a value in doing business face to face. Colin says: “Remote working is exactly that… remote!Progressing your leadership career is often about knowing what is required. Neil says: "Always try to do your boss's job [for them]. They are never going to say no!"NTU engineering graduates - their leadership careersChris Evans is Managing Director of the Civil Engineering Division at VolkerFitzpatrick. He previously had leadership roles at Balfour Beatty and John Laing Construction.Neil Gibson is a Project Technical Lead Engineer for Laing O'Rourke. He has had leadership positions with John Laing International and Laing Civil Engineering Colin Collier is head of mergers and acquisitions at a private equity-backed accountancy practice. He previously had senior leadership roles at PwC and, before that, set up and ran his own IT business.Related linksIf you liked this episode, listen to David Lloyd – Leadership Lessons from 40 years in Independent RadioMore about Nottingham Business SchoolVisit the Nottingham Business School websiteFollow Nottingham Business School on LinkedIn

Nottingham Business School Business Leaders PodcastLeading across borders at Fujitsu | Episode 33Key takeawaysInternational leaders need to be curious, to collaborate, and to understand cultural differences.Wherever leadership decisions are being made, it is important that there is a diversity of inputs.If you’re trying to create a team to deliver, having different viewpoints and experiences on that team is vital. Getting diversity into a group will drive a better outcome.Be open to advice from people who have more experience. Take all the advice you can get. As soon as you realise you don’t know everything, you are more open to learning.About Tim MoodyInternational IT strategist Tim Moody has worked in 18 different countries. As a Head of Global Hybrid IT Strategy at Fujitsu, he has more experience than most of the opportunities and challenges of working for a worldwide business.He currently leads a team spread across at least five countries and multiple time zones.Related linksHow to write a Haiku.If you liked this episode, listen to Errol Gardner – Why modern leadership is as much about EQ as IQ, at EY.More about Nottingham Business SchoolVisit the Nottingham Business School websiteFollow Nottingham Business School on LinkedIn

Nottingham Business School Business Leaders PodcastNeil Benson – A life in journalism | Episode 32Key takeawaysNeil Benson emphasises the need for leaders to adopt a more humble and wise approach, akin to Yoda from Star Wars, rather than the brash and assertive style of Han Solo.He asserts that there is no natural leader and successful leaders must invest time in learning and developing their leadership skills.Neil highlights the importance of gender diversity in leadership positions and believes that women generally possess qualities like approachability, communication, empathy, and emotional intelligence, which are highly valued by employees.His best advice to young leaders starting out on their own leadership career, is straightforward: “Learn the value of humility.”Neil Benson’s career in local newspapersDuring Neil's 40-year career in local newspapers, he witnessed the heyday of the industry, characterised by high circulations and male-dominated newsrooms.Neil began his career at the Sheffield Star at the age of 19 before eventually becoming the Editorial Director of Trinity Mirror, overseeing newspapers in Liverpool, Glasgow, Newcastle, and Birmingham.He experienced the brash and macho culture of newsrooms in the 1980s and 1990s, where newspaper editors were often portrayed as mavericks.Related linksNeil Benson’s memoir, You Can’t Libel the Dead: A Life in JournalismIf you liked this episode, listen to David Lloyd – Leadership Lessons from 40 years in RadioMore about Nottingham Business SchoolVisit the Nottingham Business School websiteFollow Nottingham Business School on LinkedIn

Nottingham Business School Business Leaders PodcastDavid Lloyd - Leadership Lessons from 40 years in radio | Episode 31Broadcaster David Lloyd may now be best known for founding a national radio station Boom Radio. But during a 40-year career he has had executive roles with LBC, Century, Galaxy and Virgin, As he tells Visiting Honorary Professor Mike Sassi in this episode of the Nottingham Business School Business Leaders’ Podcast, those four decades in commercial radio have given him a wealth of leadership insight. David says: “Somebody very wise told me: You don’t need to do it at pace – you can sit and think and watch. Leadership is about creating the right environment to get the best out of your people.” And there are many more leadership takeaways: On the importance of finding leaders to learn from… David says: “So many people who become leaders and managers today have never been lead or managed well. So how can you expect them to become good leaders or managers? You don’t realise what great leadership is until you’ve felt it and witnessed it.” On the need for leaders to look after themselves… David says: “You have to make sure you do the bits [of your job] you enjoy, as well as everything else. Make sure there’s enough in your day to fire you up and make you feel positive.” On the day the pressure became too much… David says: “I just couldn’t cope. I got to the meeting and resigned. I went in with a wonderful company car – I came out with a battered old Ford Fiesta! Leadership can be lonely. Mental health is talked about a lot now. It wasn’t then."On why leaders must take time out to think…David says: “The things that really make a difference to a business are the bright ideas, the changes in direction, the different perspectives. Leaders need time to sit and think about that.”More about Nottingham Business School:Visit the Nottingham Business School websiteFollow us on LinkedIn