#21 Kurt Geiger CEO: Education System Isn't Fit For Purpose

Britain's education system stands accused of failing to prepare young people for careers by Neil Clifford, Chief Executive of Kurt Geiger. He tells Will Bain in this episode of BBI that the current education system is "not really fit for purpose" in preparing people for life after education. His own school journey saw him leave with a single O-level in art, achieved by drawing a Dunlop Green Flash trainer that he now keeps displayed in his office. The spurred him on to create the Kurt Geiger Academy, a government-recognised educational institution built within the company's London HQ.Clifford questions the usefulness of teaching history in school and wonders if the emphasis on mathematics - championed by former Prime Minister Rishi Sunak - is wise, seeing as "we can't out mathematics India or China". Instead he says the UK should focus on sectors where it maintains global leadership, pointing to creative industries as areas where Britain would be World Champions. Clifford describes how the company has moved from a struggling British shoe retailer into an international fashion company. The brand has undergone a dramatic shift, with American operations now generating 70% of sales from handbags rather than shoes and individual stores producing twice the profit per square foot compared to UK locations. This was a move that saved the company as he says the COVID-19 pandemic brought the company within weeks of bankruptcy, with profits collapsing from £41 million in 2019 to just £6 million.Presenter: Will Bain Producer: Olie D'Albertanson Editor: Henry Jones00:00 Fliss Hannah and Will Bain introduces the episode 01:31 Neil Clifford interview begins 02:46 Kurt Geiger's transformation from shoes to handbags 05:18 ADHD and dyslexia impact 07:52 Failed attempts at handbags and US expansion 09:30 Strategy acceleration during pandemic 11:29 Trump tariffs discussion 15:34 UK vs international growth 20:03 50% higher conversion in US stores 23:21 Russell and Bromley discussion 24:05 One O-level in art 27:26 Academy origins from COVID 29:45 Education system "not fit for purpose" 35:37 UK hasn't grown in 10 years 35:54 - Brexit: "wasted 10 years"

John Vincent, founder and chief executive of Leon, joins the Big Boss Interview to explore how the rapid rise of weight-loss medications could reshape the food industry—and how Leon intends to position itself to benefit.Vincent returned to the business in October 2025, four years after selling it, having grown disillusioned as a minority shareholder. He says he lacked the board control needed to run the company how he wanted.Following its sale to the Issa Brothers and subsequent ownership by Asda, Vincent argues Leon became an “orphan child” inside a larger corporate structure, losing what he describes as its “chutzpah, leadership and confidence” and drifting away from its original sense of purpose. So, Vincent has returned, and immediately put the company into administration, but says all suppliers have been protected and will be paid in full, though admits landlords are “probably less happy”. His strategy now involves scaling the business back initially, before rebuilding to around 100–200 restaurants focused largely on London, alongside expansion through franchise partnerships at service stations, airports and train stations, and growth in grocery and direct-to-consumer channels.He also delivers a blistering critique of government policy towards hospitality, describing what he calls an “incredibly toxic tax regime”. His warning is stark: only restaurants “selling crap food” will survive, because quality ingredients are no longer economically viable, and further chain failures are inevitable.Presenter: Will Bain Producer: Olie D'Albertanson Editor: Henry Jones01:40 John Vincent joins the pod 03:00 Establishing Leon in 2004 11:20 Selling Leon to Issa brothers 15:00 Repurchasing Leon and taking it into administration 19:00 "Toxic tax regime" impacting industry 23:30 Expanding to direct to consumer model 24:40 Winner and losers of going into administration 25:50 Impact of weight loss medications on industry 32:00 Vincent's love of music and impact of ADHD

Tom Beahon, co-founder and co-chief executive of premium sportswear firm Castore, joins Sean Farrington on this week’s BBI to tackle some of the most contested questions facing sport, retail and work—including a debate that many families and fans discuss: why replica football kits now cost what they do, and whether supporters are being priced out of the game.Beahon pushes back against the idea that brands are inflating prices arbitrarily, arguing that higher costs reflect inflation, rising material prices and unprecedented global investment in elite sport. He maintains that if consumers genuinely could not afford official merchandise, the market would force prices down. He also outlines how Castore is responding to affordability concerns through entry-level product ranges designed to keep official kits within reach, while defending the idea that premium pricing reflects economic reality rather than corporate opportunism.The conversation then turns to how technology could reshape fan engagement and brand loyalty. Beahon explores the potential for embedded chips in official merchandise—technology that could unlock exclusive digital access to teams and events, while also helping brands combat the growing problem of counterfeit kits. He suggests this convergence of physical products and digital experiences may become increasingly central to how sports brands connect with supporters.Beahon also describes a striking shift in consumer behaviour: the resurgence of physical retail at a time when many brands are retreating from the high street. Castore has seen bricks-and-mortar stores outperform its e-commerce channels in recent months, reversing a trend that dominated much of the past decade. Rising footfall and in-store spending have prompted significant investment in the company’s retail estate.Founded in 2016, Castore is approaching its tenth anniversary as a billion-pound business, following its acquisition of heritage brand Belstaff. Beahon reflects on the balance between legacy and agility, explaining how established brands bring credibility and depth, while Castore’s rapid ascent demonstrates the value of entrepreneurial speed and a willingness to challenge convention. Positioning itself against global giants such as Nike and Adidas, Castore sees its challenger status as an advantage.On the future of work, Beahon delivers one of the starkest warnings of the interview arguing that artificial intelligence and automation are already reshaping how businesses think about staffing, predicting that 2026 could mark a tipping point for job losses in the UK. He says that as many as 80% of the chief executives he speaks to are planning for leaner workforces. These decisions, he suggests, are being driven by rapid advances in AI alongside rising employment costs, including national insurance—raising difficult questions about how workers, businesses and policymakers adapt to a rapidly changing economy.Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones00:00 Pod start 02:04 Tom Beahon joins the pod & discusses Xmas performance 07:12 Physical stores outperforming e-commerce 08:46 Technology, AI, and the future of retail 13:43 CEOs are preparing for AI-Driven Job Losses in 2026 23:57 The Northwest as a hub for innovation 35:37 The challenger brand mindset 39:47 The cost of replica kits and counterfeits

Mark Constantine, founder and chief executive of Lush, discusses the Christmas rush, family run businesses, being "woke" and his love of birdsong in an amazing interview for Big Boss. He offers a festive perspective on the realities of retail during the Christmas season and describes the intense preparations for the holiday rush as akin to “preparing for war,” highlighting the logistical challenges and the need for resilience as customers descend on shops in the final days before Christmas.He also discusses the importance of personal support in business, revealing that he works with a psychologist who helps him navigate the complexities of leadership and decision-making. He explains how regular sessions provide accountability and clarity, underscoring the value of ongoing self-development for business leaders.Mark founded Lush with his wife, Mo, and their children have all been involved in the company in various ways. He reflects on the significance of family businesses in the British economy, outlining the strengths and challenges of running a family enterprise and considering succession, longevity, and the unique dynamics that shape these organisations.Mark has followed in the footsteps of his business mentor and confidante Anita Roddick (Body Shop founder) and decided early on that you can run a business and be outspoken about the issues you care about. As well as shutting his shops in the UK for 24 hours to protest against the war in Gaza, Lush has also been vehemently opposed to animal testing from the outset, and even closed down its social media presence—despite costing the company £9 million annually in lost revenue. He explains the reasoning behind this move, citing concerns about the impact of social media on young people and the company’s commitment to ethical responsibility.He also reveals a deep personal interest in both poetry and birdsong, describing the former as a source of wisdom and a means of distilling complex thoughts into concise, memorable lines, noting its value for those in business. He is a self-confessed nerd who loves learning and maintains one of the world’s largest private collections of birdsong recordings

Rupert Soames speaks to Felicity Hannah for his final interview before he stands down as Chair of the Confederation of British Industry (CBI). He describes his surprise at the limited understanding many ministers and policymakers have of the realities faced by business leaders, particularly when it comes to employment, investment, and economic growth. With the Employment Rights Bills ping-ponging its way between the House of Lords and the House of Commons, Soames expresses concern over measures that have increased the cost and risk of employing people, particularly younger workers. He points to the Bill as a source of uncertainty, saying that while compromise was reached on some aspects, the overall effect may be to discourage job creation and make it harder for those with gaps in their employment history to find work, especially post-covid. Brexit and its economic consequences are explored with Soames describing the outcome as “really, really, really bad" for the UK’s economic prospects. However, he acknowledged the need to move forward and reset the UK’s relationship with the European Union, but expresses concern about the slow pace of doing so, and the persistence of unproductive patterns in UK-EU relations, calling this "Code Red".Soames does credit the Labour government with progress in areas such as global trade agreements and regulatory reform, insisting they've done better in this regard than many before, but highlights a persistent gap between rhetoric and action. The interview also covers the challenges faced by Soames when he joined the CBI in 2024, following allegations of sexual abuse that were reported April 2023 in the Guardian. He reflects on restoring the reputation of the organisation and convincing swathes of major organisation to re-join, after many quit or suspended their memberships.Presenter: Felicity Hannah Producer: Olie D'Albertanson Editor: Henry Jones00:00 Sean Farrington and Fliss set up interview 02:40 Rupert Soames joins pod and discusses CBI scandal 13:40 Budget impact on business 20:00 Employment Rights Bill 23:55 Is government creating climate for growth? 25:00 Civil service has grown too large 27:15 Shocking how little government understands business 29:00 Government doing better than EU and US on AI adoption 30:00 Some people were seduced by then opposition govt; It was performative 32:53 Brexit has played out really, really, really badly 38:00 What is Rupert optimistic about?

Dame Emma Walmsley, Chief Executive one of Britain's biggest pharmaceutical companies GSK (GlaxoSmithKline), says the company is prioritising the United States for product launches and investment, citing its scale, commercial opportunities and favourable business environment. She confirms GSK will invest four times more in the US than in the UK over the coming years, making America the company’s primary growth and innovation focus.Explaining GSK’s investment strategy, Dame Emma Walmsley points to the US market’s scale and competitiveness, boosted by recent government policy. She welcomes a new UK-US agreement removing tariffs and recognising pharmaceutical innovation, but warns of challenges for Britain’s life sciences sector. Despite the UK’s strong scientific heritage, she notes it accounts for just 2% of GSK’s sales, compared with more than half in the US.Dame Emma Walmsley stresses the UK must stay competitive to attract foreign investment, warning that other countries increasingly treat life sciences as a strategic industry. She confirms the UK will pay more for medicines under the new agreement, with NHS costs for new drugs expected to rise by 25%. While medicines make up only 9% of NHS spending—lower than in many countries—she acknowledges budget pressures and the need for careful prioritisation.Dame Emma Walmsley also reveals GSK is close to winning approval for the world’s first six-monthly asthma drug, expected to cut the most severe attacks requiring hospitalisation by more than 70%. She calls the breakthrough a major advance for patients and healthcare systems, with the potential to deliver significant cost savings and improve quality of life for millions worldwide. She also comments on the surge in obesity and weight-loss treatments, noting GSK is not a major player but admires the scientific progress. Instead, the company is focusing on high-burden diseases such as liver disease and chronic obstructive pulmonary disease (COPD), with trials under way and hopes for further breakthroughs.Finally, Dame Emma Walmsley reflects on a turbulent period when activist investors questioned her leadership and forced her to reapply for her own job, amid concerns over GSK’s share price performance versus rivals.Presenter: Simon Jack Producer: Ollie Smith/ Olie D'Albertanson00:00 Sean Farrington and BBC Business Editor Simon Jack intro pod 03:00 Dame Emma Walmsley joins the pod 03:53 Change agenda & US market focus and investment 07:18 New asthma drug approval on the horizon 08:19 GSK’s scale and global impact 12:03 GSK to invest four times more in the US than the UK 14:54 UK to pay more for drugs after UK-US deal 16:56 GSK new asthma drug breakthrough 19:48 GSK’s approach to obesity and weight loss drugs 28:23 Women in leadership at GSK 32:47 Shareholder revolt and leadership challenges

James Daunt, CEO of Waterstones and Barnes & Noble, offers his take on the evolving landscape of bookselling in the United Kingdom and United States. Whilst he has a "natural and instinctive disdain" for literature generated by AI, he says that if they are clearly labelled as such he would sell them, if people wanted them. The conversation also examines the economic environment for bookshops, with Daunt commenting on Chancellor Rachel Reeves' budget and its implications for the high street. He acknowledges what he see's as the positive impact of government policy on business rates and retail sustainability, suggesting that these measures could contribute to a more vibrant and resilient high street.Daunt also covers the reading habits of young people, noting a sustained interest in books among younger generations, despite the proliferation of digital media. He says young readers continue to engage with literature, supporting the ongoing relevance of physical bookshops, but he bemoans the closure of libraries as this has stopped some younger people being able to access free books.And as a self proclaimed "professional reader" also tells us what books he's currently reading, and flags up some to be aware of in 2026; but also admits he has a terrible habit of not finishing books he's started. Presenter: Fliss Hannah Producer: Olie D'Albertanson Editor: Henry Jones

Speculation surrounding the UK budget hurt the UK pension industry, that's according to Mark Fitzpatrick, Chief Executive of St. James’s Place, the UK's biggest wealth management company. He highlights how uncertainty in government policy has led to premature pension withdrawals, with many individuals acting on speculation rather than long-term strategy. Fitzpatrick also delivers a comparison between the UK and the USA investors saying there's a marked difference in cultural attitudes towards investing. He observes that Americans are more likely to discuss and celebrate investment, viewing wealth as a sign of progress and success, while in the UK, there is a greater tendency towards risk aversion and reluctance to talk about money. This cultural divide is reflected in the proportion of adults investing in stocks, with the US showing much higher participation rates. The conversation also turns to the role of technology and the potential for an artificial intelligence bubble and its impact on the investment world. He considers whether current enthusiasm for AI could lead to overvaluation and what measures they've taken to soften the impact of any AI bubble bursting. The interview explores the impact of AI on personal finance, the importance of human relationships in financial advice, and the need for balanced perspectives as technology continues to shape the future of investing and pensions.0:00 – Fliss and Sean welcome 2:30 – Mark Fitzpatrick joins the pod & discuss UK attitudes toward investing 10:00 – Growth of female investment 14:00 – Crypto investing & generational wealth 18:00 – Budget impact on pensions 27:00 – SJP fees issue and cultural changes 36:00 – Ai bubblePresenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones

Vodafone’s chief executive, Margherita Della Valle, highlights the growing risks to Europe’s submarine cables, and calls for international cooperation to ensure the security and resilience of digital infrastructure. Addressing the recent threats posed by Russia, she calls for cross-border collaboration, and the implications for national and European security. Discussing the impact of the merger with Three, Della Valle examines the UK’s persistent “not spots”—areas with little or no mobile coverage—and the company’s commitment to eliminating these gaps through an £11billion pound investment. Della Valle also notes that Vodafone is set to launch a rival to Elon Musk's Starlink in 2026, providing total broadband coverage to the UK via satellite to standard mobile phones. Launching this first in the UK, she says you will even be able to get the internet at sea and in the most remote parts of the UK.The demands of artificial intelligence on telecoms infrastructure are also addressed, with Della Valle acknowledging that while progress has been made, the UK’s mobile networks are not yet fully prepared to support the scale and speed required for widespread AI adoption.The interview also addresses the reduction in the number of female chief executives in the FTSE 100, and the ongoing challenges faced by women in senior roles, with 00:00 Sean Farrington and Will Bain introduce BBI 02:04 Start of Interview with Margherita & early days at Vodafone 07:56 Impact of the UK merger with Three 09:29 Eliminating Not Spots in the UK 11:12 Satellite Technology & competition to Elon Musk's Starlink 19:00 Infrastructure for mobile use of AI is not there yet. 26 - Female FTSE CEOs 34 - the need to work closer with Europe on sea-cable/telecoms security co-operationPresenter: Will Bain Producer: Olie D'Albertanson Editor: Henry Jones

The UK automotive sector is navigating a period of significant change, with government policy, economic pressures, and international competition shaping the landscape. Ford UK boss Lisa Brankin outlines the risks posed by reported government measures, including a “pay per mile” on EVs, one of the measures the Chancellor is supposedly looking to address. Brankin tells Sean Farrington that these changes could further suppress demand for electric vehicles at a time when the market is already fragile. She also draws attention to the role of employee car benefit schemes, explaining that any reduction in these incentives could have a substantial impact on the auto industry.Ambitious climate targets set by the government are juxtaposed with the realities of consumer demand, as Brankin describes a market where regulatory ambition outpaces public appetite for electric vehicles. She calls for a coordinated and consistent approach to policy, stressing that ongoing government support is essential for the industry to meet net zero objectives. The interview also addresses the effects of economic uncertainty and the increasing influence of Chinese car manufacturers, which present additional challenges for established brands like Ford.Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones00:00 Introduction and welcome from Fliss and Sean 02:39 Lisa Brankin joins pod discusses tough UK car industry 06:36 Electric vehicle targets and government policy impact 15:29 Chinese car manufacturers and competition 21:21 Brand loyalty and UK manufacturing footprint 26:16 Northern Ireland’s economy and opportunities