Andrew was born and raised not far from Woburn Abbey in Buckinghamshire. He was an enthusiast for sport and a West Ham United fan and always appreciated the great outdoors. Later on, this would lead him to a love of cycling and running which he still does on a disciplined and regular basis.
He read Geography at Liverpool University but more because it was a subject that he enjoyed than as part of a blueprint for his time thereafter. He had very little clear idea about what he wanted to do once he had finished, but toyed with town planning but at the time there were no vacancies. In the absence of anything else, he enlisted to be a trainee chartered accountant with Milne Ross. He “hated it”. His escape (other than running away to sea or joining the circus) was to become the manager of an Off-Licence. This involved working is some very dubious corners of London (being held up with a weapon was an occupational hazard) but he really enjoyed it. It was the start of a long relationship with the retail sector in various forms.
After a brief spell at Jet Petrol, Andrew got his crucial big break when he was recruited by Boots the Chemist. This was a brand totally in its prime in the early 1990s.
The world of the Off-Licence had its constraints and limits. He had become a manager at a young age and out of the 400 or so people who held that position, he was literally the only one with a degree so the prospects of rapid promotion were starkly finite. He moved over to the toy shop Hamleys. It had introduced a graduate training scheme (Andrew was the oldest of that first cohort). This was in part because it was then owned by Debenhams at that stage under the control of the then Philip (now Lord) Harris, who wanted to roll the brand out to the provinces. Andrew was assigned to that project, had a “great time” and acquired a lot of experience swiftly. Alas, Hamleys was sold on, and the new owners had no commitment to the Harris vision. It was time to move on.
After a brief spell at Jet Petrol, Andrew got his crucial big break when he was recruited by Boots the Chemist. This was a brand totally in its prime in the early 1990s. He moved through the ranks and settled into the international division (Boots having nowhere left to expand to in the UK). He worked on and in The Netherlands, but his real specialism was Thailand and South East Asia more broadly. At this stage he had no children and could be a free spirit. He almost went to run the entire Boots show in Italy.
He had been with Boots for almost a decade when another retail giant, WH Smith, approached him to take on the business development role in their senior management team. Within three months, the Marketing Director had left, and he absorbed that role as well. With a young family now but of an age when they could be moved, he was on the verge of heading WH Smith Australia in Melbourne.
Except that he was convinced by Mothercare that he should move over to them and live in Watford. The appeal was that he would be responsible not only for marketing and their international divisions but also their on-line presence. His timing was less than optimal. The store had moved its key warehouse, and this had been a “total disaster”. It would swiftly go through three chief executives and five profit warnings. He needed to find an exit.
It came in the surprising form of The Body Shop. He was interviewed by the inspiring Anita Roddick and was “amazed that I got the job” after a highly idiosyncratic discussion. He liked the ethical dimension of the business and the fact that it had 2,500 stores (including 300 in the UK) which were spread across 55 countries, which meant a lot of travelling.
My familiarity with both physical stores and on-line selling has been an asset. Even my short-lived career as an accountant has been of some assistance to me as a Chair and NXD.
The Body Shop was acquired by L’Oreal which was the catalyst after four years for new pastures. He also really wanted to run his own show. So, he became the CEO of Notcutts Garden Centres, which was a family-run entity that he expanded to become the third largest in the country. He had a “great time” and a very strong sense of achievement. He was then approached by Tesco to be at the helm of Dobbies Garden Centres, the second biggest such company in the sector. This meant that he had to spend a fair amount of time travelling to and from Edinburgh, where the firm was based, but it was again a very pleasing period. He knew, though, that Tesco were likely to sell the firm at some point and when they did it, it would be the moment to leave the potted plants and compost behind.
His last port of call as a “conventional” full-time leader of a single company was with Evans Cycles. He took on what he conceived to be his “dream job” because of his zeal for cycling. Alas, the chain had fallen off even before he was in the saddle; the sector had too many competitors within it and cash was tight. He managed to get out before its demise. By then, in any case, the world of a portfolio of interests, Chairs and NXDs, had opened for him.
“What Chair/NXD positions do you currently hold?”
“Only one right now. That of Chair of Nkuku an ethical eco-friendly furniture and homewares business based in Devon. I am the acting CEO there as well at the moment. Once a CEO is in place, I would like to take on a further role.”
“What prompted you to explore non-exec roles?”
“There was no great plan. The first was a pro-bono relationship which a head-hunter had sought me out for as the organisation concerned wanted a commercial marketeer and I had the right skill-set.”
First, do not try to be the CEO. You have to remain an independent and impartial actor and seek to have an impact on key aspects of strategy – strong financials, risk and governance, succession – but you are not the Chief Executive.
“How did you get your first such role and what attracted you to the organisation?”
“I basically fell into it. It was as an NXD of the Chadwick House Group, the commercial arm of the Chartered Institute of Environmental Health. It ran lots of safety-related courses. I was interested in participating in the not-for-profit space as I had never done so before it. I felt that I was “giving back” but also that I would gain some useful insights that I could take back to the Body Shop day-job.” It was also located in Southwark and my main office was at London Bridge so it was very convenient.”
“In non-exec roles what has been the most useful part of your prior career?”
“It has been less about specific functions than my all-round retail experience. At Topps Tiles for instance, I could contribute to most debates. That was largely the case at The Bannatyne Gym Group as well. My familiarity with both physical stores and on-line selling has been an asset. Even my short-lived career as an accountant has been of some assistance to me as a Chair and NXD.”
“What makes a business appealing to you as an NXD or Chair?”
“I must be interested in the sector and be confident that I will make a difference. I need to know that the business concerned will listen to me. Growth opportunities are exciting. A distinct ethical dimension is important. I am far less concerned about issues such as the ownership structure. I have worked in PE, family-owned, founder-led and PLC businesses.”
“What are the three biggest lessons that you have learnt from being an NXD/Chair?”
“First, do not try to be the CEO. You have to remain an independent and impartial actor and seek to have an impact on key aspects of strategy – strong financials, risk and governance, succession – but you are not the Chief Executive. Second, take the time to understand the business. At Topps Tiles I would visit shops, attend the two annual roadshows and talk to the senior team. Finally, be willing if absolutely necessary to step up to the plate and offer more time than you initially pledged to do.”
“What is the best experience that you have had as an NXD/Chair?”
“I have enjoyed most of it. If forced to choose then it would be the change that I was associated with at Topps Tiles. Recruiting, as Head of the Nominations Committee the new Chair, Darren Shapland and new NED Keith Downs. Both of whom added huge value to the Topps board.”
“What was the biggest problem that you faced as an NXD and did you resolve it?”
“It was Covid. I was an NXD at one business, Bannatyne Gyms, that simply had to shut up shop, and another, Topps Tiles, which was allowed to remain open but under very constrained circumstances. In particular, navigating a path without a blueprint and accessing financial support from the government for the company and individuals.”
“What are the biggest challenges that boards will have to deal with over the medium term?”
“In the immediate term it is the macro-economic conditions that we are facing. The impact of the cost-of-living crisis on demand, the rising cost base, not least wage bills, and the pressure there is on margins – can you pass on your increased costs to customers? On a wider sweep, it is climate change and ESG. I was Chair of Keelham Farm Shop which I believe was a real innovator in ESG but there is a lot of greenwashing out there. The conscious consumer will eventually spot what is phoney ESG.”
“What advice would you give anyone starting out on a portfolio career?”
“Know why you want to do it, go in with your eyes open and be selective. Make sure that you have enough time to do it properly. Enjoy it. It should be great. If it is not, then you should not be there. The more that I can do now, the better.”
