Big Boss Interview

Nathan Coe, CEO of Autotrader, joins Sean Farrington for this episode of Big Boss Interview to discuss how rising fuel prices, the rapid growth of Chinese carmakers and advances in AI are reshaping the UK car market. Coe says the recent spike in petrol prices has triggered an immediate shift towards electric vehicles, with enquiries on Autotrader up 30% month-on-month. He says higher fuel costs are pushing more buyers to reconsider the total cost of ownership, accelerating interest in EVs. He also highlights the rapid rise of Chinese manufacturers in the UK market, describing their growth as “mind-boggling”. Firms such as BYD, he says, have scaled in a year what took Tesla six to seven, helped by competitive pricing and a shift in consumer behaviour - with EV buyers showing less loyalty to traditional brands. Coe is also asked about the Competition and Markets Authority investigation into online reviews, stressing the company’s focus on acting with integrity. On AI, Coe says Autotrader is working with firms including OpenAI, Google Gemini and Meta, and argues that while investor concerns about AI have weighed on the company’s share price, it has not seen a fall in traffic and believes the technology will strengthen its offering rather than disrupt it. Presenter: Sean Farrington Producer: Jeevan Nerwan Editor: Henry Jones 00:12 Fliss and Sean set up interview 01:47 Nathan Coe joins the pod/Iran war impact on EV demand 09:10 Chinese car sales in the UK growing faster than expected 16:08 The UK's EV transition 18:42 CMA investigation 23:53 AI

Wholesale gas prices have roughly doubled in three weeks amid instability in the Middle East, and Greg Jackson, co-founder and Chief Executive of Octopus Energy, the UK's biggest household energy supplier, says it is "very likely" that energy bills will rise from July. The energy price cap is set to fall in April due to government tax cuts on electricity, but Jackson warns that fixed tariffs and business tariffs are expected to climb in the summer quarter. He compares the situation to Groundhog Day — just three years after Russia's invasion of Ukraine triggered a fossil fuel crisis. Consumer behaviour has shifted sharply in the three weeks since the crisis began. Octopus has recorded a 50% increase in rooftop solar sales, a 30% rise in heat pump sales, a 40% jump in heat pump orders, and a 30% increase in demand for electric vehicle charging points. He says a dramatic shift is needed in the UK. China's approach to energy offers a stark contrast. Some 75% of all renewables being built globally are in China, more than half the cars sold there last year were electric, and the Chinese state oil company is planning for no petrol stations by 2040. He describes China's energy investment as "breathtaking" and sees "a lot of talk and no action" in Europe. Octopus has raised around $3 billion in investment, but Jackson reveals that roughly $2.9 billion of that came from outside the UK. He blames pension and fund management regulations introduced around 2000, which he says have caused UK pension funds to cut their allocation to UK equities from about 40% to roughly 3%. The result, he argues, is that British pensioners receive lower returns while overseas investors capture the growth of British companies. Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones 00:13 Fliss and Sean set up interview 02:01 Greg Jackson joins the pod/ Iran war impact on energy. 05:07 Bills likely rising from July. 08:42 Consumer response. 50% solar surge, heat pumps. 14:40 Tesla & Musk's business entering the UK energy market. 16:07 Future of energy and cars. 19:18 Europe "torturing ourselves" over electrification.. 24:33 Overseas investment and UK consequences 27:57 Next election. Reform, Greens, and the future of energy policy 31:22 The entrepreneur. How Jackson became passionate about energy 36:45 AI and the next generation. Impact on young people's prospects 41:39 End of pod

Larry Fink, is Chairman and CEO of BlackRock - the world’s largest asset manager, overseeing more than $14 trillion in investments on behalf of governments, pension funds and individual investors globally. He tells BBC Business Editor Simon Jack that oil prices could remain above $100 a barrel for years — and rise to $150 — if the Iranian conflict is not resolved, a scenario he says would trigger a “stark and steep recession”. Higher energy costs would ripple through agriculture, fertiliser, and global supply chains, acting as a regressive tax that disproportionately affects the poorest. Fink calls for “energy pragmatism”, arguing countries should use all available energy sources — from oil and gas to renewables and nuclear — to build resilience. He highlights Europe’s fragmented power systems as a structural weakness, particularly as energy demand rises with the expansion of AI infrastructure. On trade, Fink says globalisation is being recalibrated rather than reversed. Post-war trading systems that favoured certain economies are shifting towards greater symmetry, though he acknowledges tariffs are inflationary. He dismisses comparisons to the 2008 financial crisis, arguing the $2.2 trillion private credit market is transparent, with clearly defined liquidity limits. Artificial intelligence, he says, will be transformational — driving demand for massive infrastructure investment while creating large numbers of skilled blue-collar jobs. Fink argues societies have overemphasised university education and must reassess the value of skilled trades in the AI economy. Presenter: Simon Jack Producer: Olie D'Albertanson & Ollie Smith 00:15 Will Bain and Simon Jack set out who BlackRock/Larry Fink is 03:30 Larry Fink joins the podcast - discuss oil price scenarios 12:04 Globalisation and tariff impact 19:07 Are we reliving the Financial Crisis of 2008? 22:53 AI Investment: Bubble or necessity? 30:28 The case for blue-collar careers 32:58 AI, demographics, and the future of taxation

Mark Neale, founder and chief executive of Mountain Warehouse - the outdoor clothing company - joins Will Bain for this episode of Big Boss Interview to discuss how conflict in the Middle East, tariff volatility and UK economic policy are affecting retailers and the wider economy. Disruption to global shipping routes is already pushing up costs for businesses importing goods from Asia. Prior to the latest US/Isarael war against Iran ,attacks on commercial vessels in the Red Sea had effectively closed the Suez Canal to many freight ships for nearly a year, forcing cargo to travel around the Horn of Africa instead. That detour adds roughly two weeks to delivery times and significantly increases freight costs. Neale says companies have built greater resilience into supply chains since the pandemic, but sustained disruption in from the latest conflict will eventually feed through into higher prices if the situation continues. Trade policy is creating further uncertainty due to the impact of American tariffs. Neale questions what such tariff policies are designed to achieve, arguing that no realistic trade regime is going to bring garment manufacturing back to the United States. He also says they've tried diversify away from Chinese made clothes as a result. The interview also examines the state of the UK economy. Neale argues the country has lost “the best part of a year of growth” because the government repeatedly emphasised how broken parts of the country were — from the NHS to the economy — without setting out a clear positive vision for growth. When the new administration arrived, he says, inflation and interest rates were already beginning to fall and there were early signs of recovery emerging. Neale compares the situation to a new chief executive taking over a struggling company: you acknowledge the problems, but you also need to rally the workforce with a plan. Hiring and labour regulation are another concern. Neale describes the government’s proposed Employment Rights Bill as “the let’s make it more difficult for people to get a job Bill”, warning that additional regulation may make businesses more cautious when recruiting. With around a million people in the UK currently out of work due to long-term sickness, he argues that policies which increase perceived hiring risk could make it harder for people trying to re-enter the workforce to get an opportunity. Competition for jobs is already intense. When Mountain Warehouse opened a new store in Wigan, 493 people applied for just ten roles, including more than 100 applicants for the store manager position alone. Neale says that when employers face such large applicant pools alongside stricter employment rules, they are more likely to choose the safest candidate — potentially shutting out those who most need a chance. Presenter: Will Bain Producer: Olie D'Albertanson Editor: Henry Jones 00:00 Sean and Will start the show 01:45 Mark Neale joins BBI 02:28 From rollerblades to Mountain Warehouse 08:17 Freight concerns & Middle East disruption 11:38 Diversifying supply chain away from China 17:44 Government stamping out green shoots of recovery & lost year of growth 25:39 Employment Rights Bill impact & unintended consequences for hiring 29:33 De minimis, ideal high street & long-term confidence

Marco Amitrano, European boss of PwC, joins the Big Boss Interview to discuss the UK economy, artificial intelligence, business confidence and the case for loosening the government’s fiscal rules to unlock infrastructure investment. Amitrano makes a direct appeal to Chancellor Rachel Reeves to reconsider the government’s borrowing limits, arguing that strict fiscal rules risk preventing the investment needed for long-term economic growth. He says the UK faces what has been described to him as a £2 trillion infrastructure gap, spanning transport, digital networks and the energy grid. Relaxing borrowing restrictions, he argues, could allow government to invest alongside business in the technology, talent and infrastructure needed to make the UK globally competitive. Amitrano acknowledges that markets may initially react with higher borrowing costs, but says a transparent plan showing how spending would drive growth could reassure bond investors. Artificial intelligence is already reshaping the professional services sector, with Amitrano revealing that more than 80% of chief executives globally are making material investments in AI, and around 60% now see it as critical to their organisation’s survival. He discusses how the technology is transforming how businesses operate, while pushing back against claims that AI is already replacing large numbers of graduate jobs. PwC recently reduced its graduate intake from around 1,500 to 1,300, but Amitrano says that decision was driven by a slowdown in demand following the November 2024 Budget, not automation. The firm still receives roughly 400,000 applications each year and uses AI only in the early stages of screening before human interviews. Before the recent escalation in the Middle East, Amitrano says business confidence had been showing signs of recovery. Falling finance costs, strong corporate balance sheets and wage inflation running ahead of cost inflation had created conditions for what he describes as potential economic “lift-off”. However, geopolitical tensions have reintroduced uncertainty, particularly around energy prices, where the UK remains the most expensive country in Europe for energy. He also reflects on the impact of the November 2024 Budget, which he describes as a miscalculation that combined several policies — workers’ rights reforms, minimum wage increases and higher employer National Insurance contributions — in a way that made hiring feel riskier for businesses. Amitrano says that damaged the relationship between government and business, although dialogue has begun to improve through initiatives such as Keep Britain Working, which aims to bring economically inactive people back into the labour market. Presenter: Simon Jack Producer: Ollie Smith & Olie D'Albertanson 02:32 AI transformation imperative for business survival 06:15 Graduate recruitment cut due to economic slowdown, not AI 10:07 AI in recruitment: screening 400,000 applications for 4,000 jobs 14:07 Value of university education beyond qualifications 19:37 November 2024 budget damaged business confidence 21:57 Middle East conflict derails UK economic recovery 26:32 Call for Rachel Reeves to relax fiscal rules for infrastructure 28:07 £2 trillion infrastructure gap: technology, talent and infrastructure spending needed

Charles Stewart, chief executive of Sotheby's, joins the Big Boss Interview and discusses the scrutiny facing the art market over money laundering, the growth of digital art and NFTs, the expansion of sports collectibles, and how the conflict in the Middle East could affect the industry. Stewart, who previously served as chief executive of a small bank before joining Sotheby’s, describes the characterisation of the industry as working with illicit money as a “misjudged notion”. He argues the company’s client base consists largely of established collectors, museum trustees and philanthropists who buy works to live with them rather than to obscure wealth. Russian buyers — often cited in discussions about opaque art transactions — represented less than 1% of Sotheby’s global business when sanctions were imposed following the invasion of Ukraine, he says, challenging assumptions about the role of Russian money in the market. Geopolitics is also shaping the art market. The Middle East has become an increasingly important region for Sotheby’s, with auctions in Riyadh and Abu Dhabi reflecting years of market development across the Gulf. Stewart says the company’s immediate priority amid escalating regional tensions is the safety of staff working there, though he notes market reaction to the latest conflict has so far been “somewhat muted”. Stewart notes that countries including the United Arab Emirates, Qatar and Saudi Arabia are investing heavily in cultural infrastructure as part of longer-term economic diversification strategies. Institutions such as the Louvre Abu Dhabi — open for nearly a decade — and the forthcoming Guggenheim Abu Dhabi form part of plans to establish new global cultural destinations. Despite these shifts, London remains central to Sotheby’s global operations. The company’s New Bond Street headquarters reflects more than 280 years of British heritage and the city continues to function as Sotheby’s second-largest sales centre after New York. A recent London auction achieved a 100% sell-through rate with bidders from 40 countries, demonstrating sustained international participation despite post-Brexit complications around import and export logistics. The conversation also examines how technology is changing the art market. Stewart argues digital art represents a natural evolution in artistic practice rather than simply a speculative phenomenon linked to the boom and collapse of NFTs. He distinguishes between cryptocurrency speculation, the blockchain technology underlying NFTs, and the broader creative shift as artists adopt digital tools. Sports memorabilia has also become a growing category for Sotheby’s. The market now extends beyond historic trophies and medals to include game-worn shirts and collectibles authenticated through technology that can match items to specific moments in matches. Stewart attributes the expansion partly to generational wealth transfer and to younger collectors’ interest in pre-owned objects with personal and cultural significance. Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones 02:12 - Middle East conflict impact 15:30 - Anti-Money laundering regulations 17:29 - Russian sanctions 19:30 - "Misguided Notion" of art world bad behaviour 23:34 - Digital Art as natural evolution 29:30 - Sports memorabilia growth

Anthony Houghton, Chief Executive of Holland & Barrett, joins the Big Boss Interview as social media and online self-diagnosis reshape how consumers approach health and wellness. He describes a retail landscape where customers increasingly arrive in store — or online — having already decided what they need based on influencer content or digital health advice, not all of which is accurate or appropriate to their individual circumstances. In a £110 billion global health and wellness industry, the challenge for established retailers is navigating the gap between what customers believe products do and what they are legally permitted to claim. Holland & Barrett’s response has been a major internal reset. Three years ago, the company invested in a dedicated science team to review its entire range. Of approximately 4,500 core products, 2,700 have since been reformulated or upgraded. More than 1,000 own-brand products have been completely overhauled in the past 18 months alone. Labelling presents particular complexity. Products marketed for perimenopause, for example, may feature the term prominently on packaging to help customers find relevant items. Yet detailed ingredient information states that vitamin B6 contributes to hormonal regulation and iron supports normal cognitive function — without referencing perimenopause directly. Strict Advertising Standards Authority rules limit what retailers can claim about specific conditions, creating a disconnect between searchable labels and regulated ingredient statements. Houghton acknowledges many customers may not understand this distinction. The transformation has coincided with strong financial performance. Holland & Barrett reported 11% sales growth — its third consecutive year of double-digit increases — with digital sales up 20% overall and accounting for 21% of total revenue. However, £300 million invested over three years in store refits, supply chain upgrades and internal capability building has weighed on profit margins. Houghton describes the investment as “fixing the foundations”, with efficiency gains expected to restore profitability as the transformation programme matures. Despite digital growth, physical retail remains central to the strategy. The company operates 809 stores across the UK and Ireland, opened nine new sites this year and has completed a major refit programme. Houghton rejects suggestions that the High Street is dead, arguing that physical and digital channels are complementary rather than competitive. Stores now offer personal consultations, experiential elements such as yoga studios in selected locations, and partnerships with diagnostic provider Randox to deliver health MOT blood testing in a growing number of sites. Cost pressures remain acute. Minimum wage increases affect the majority of staff across hundreds of stores. Holland & Barrett pays above the statutory National Living Wage and plans to announce another rise shortly. Rather than passing those costs directly to customers through price increases, the strategy focuses on driving operational efficiencies elsewhere. At the same time, the company has increased investment in colleague training — requiring staff to complete health and wellness training before advising customers — even as many retailers are cutting back. Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones 00:16 Will and Sean intro pod 01:40 Anthony Houghton joins BBI 02:00 The growth of H&B 03:30 Self-diagnosing via social media 05:17 Decision to invest in dedicated science team 05:56 2,700 products reformulated in last couple of years 08:42 Which? found supplement doses higher than recommended intake 12:31 Product & label concerns 18:40 Growth in magnesium, creatine and fibre. 23:40 Loyalty schemes 29:31 The High St isn't dead 34:00 Impact of National Living Wage 41:00 Retail as a career choice

Nicole Melillo Shaw, Managing Director of Volvo UK, joins Big Boss Interview at a pivotal moment for the electric vehicle market, as the company recalls 10,500 EX30 electric cars following four battery fires globally. “It’s against everything we stand for,” she says, reflecting on a situation that challenges a brand built on nearly a century of safety leadership. Despite a global failure rate of just 0.02% and no fatalities, Volvo identified the root cause in late December and immediately instructed owners not to charge beyond 70% while a fix is implemented. Repairs are scheduled to begin in late March. For Volvo, the response reflects what she describes as a precautionary, safety-first culture, even when the commercial implications are uncomfortable. Melillo Shaw examines what the recall means for consumer confidence in electric vehicles — a technology already under heightened scrutiny — even though petrol vehicles statistically present a greater inherent fire risk due to flammable fuel systems. The recall comes as electric vehicle adoption remains slower than manufacturers once anticipated, despite annual growth exceeding 20%. Volvo’s UK electric sales peaked at 28% following the EX30 launch but have since stabilised at just over 22 per cent as more than 160 additional models enter the market and buyers opt for “one more petrol” or hybrid before fully switching. Range anxiety, she argues, is no longer the central issue, but infrastructure concerns persist. Confusing government messaging — pairing incentives with discussions of pay-per-mile charges and benefit-in-kind changes — continues to add to consumer hesitation. Global instability adds further complexity. Volvo has been regionalising production, partly in response to tariff pressures, building vehicles closer to the markets in which they are sold. That turbulence elevates the UK’s importance as Volvo’s third-largest market, where a direct-to-consumer model has delivered 40% growth and lifted market share from 2.5% to 3.5%. Government Zero Emission Vehicle mandates now require manufacturers to meet steep electrification quotas or face fines of £12,000 per non-compliant vehicle from November. Volvo discontinued diesel models in the UK in 2023 and says it could sell 100% electric vehicles tomorrow if demand existed. However, meeting regulatory targets while absorbing development costs and discounting pressures presents a commercial balancing act. Finally, Melillo Shaw reflects on her own trajectory — from Scunthorpe through healthcare brands to automotive leadership. Volvo deliberately recruited her because she had never bought a car, valuing the perspective of someone who understood the anxiety of a major purchase. She argues the industry must broaden access and challenge assumptions about who belongs in automotive careers, creating clearer pathways for talent from working-class communities.

Mark Allan, CEO of FTSE 100 property giant Landsec, tells Will Bain that much of the narrative around the UK’s commercial property market isn’t quite right. Demand for office space is robust: businesses are signing 15 to 20 year leases, and firms that downsized after COVID are reversing course. Even the fear that artificial intelligence will trigger mass job losses isn’t materialising just yet in leasing behaviour. He is bullish on the future of retail. Allan believes the shopping centre is firmly “back”, with sales and rents climbing again at major destinations such as Liverpool ONE and Bluewater. Retailers, he says, have become more selective - closing weaker sites while doubling down on the biggest and strongest locations. And with no new centres being built, the most successful ones are only becoming more valuable. But Allan is blunt about the challenges facing large scale development in the UK. The affordable housing market won’t improve until private development becomes financially viable again. Rising construction costs, slow and unpredictable planning processes and persistently high interest rates are making major projects far harder to get off the ground. His sharpest criticism, though, is for Westminster. Allan argues that political instability is damaging investor confidence and making long term planning extremely difficult. Allan says the business rates system is "crazily out of date". He welcomes the government’s ambition for planning reform, but says the UK keeps being dragged back into cycles of “permanent drama” that undermine efforts to fix the system. Presenter: Will Bain Producer: Jeevan Nerwan Editor: Henry Jones 00:00 Sean and Will start pod 01:35 Mark Allan joins BBI 03:09 What does Landsec do? 04:56 Diversification into residential property 10:02 Gentrification 13:15 Investment outside of London and the South East 16:15 Affordable housing & planning 22:39 Demand for office space & AI 32:48 Shopping centres & the future of retail 39:43 Business rates 41:09: Government decision making & political instability 50:16 End of pod

Clive Chesser, chief executive of PureGym, says surviving cancer fundamentally changed him as a leader — deepening his empathy and reshaping how he approached life, including changing career.. His diagnosis came during an extraordinarily difficult period in December 2021. While leading his then pub business through a complex private equity transaction, he was experiencing persistent breathlessness and fatigue he initially attributed to long COVID. After noticing swollen lymph nodes in his neck, members of his family — several of whom are senior doctors — urged him to undergo further tests. He completed them just before finalising the business deal. Christmas brought what he describes as an unimaginable sequence of events. On Christmas Day, his father-in-law died while his wife isolated at home with COVID. Shortly afterwards, Chesser received confirmation that he had cancer in his lymph nodes. The following day, he says, he faced the hardest moment of his life: telling his three teenage children he had cancer. At the time, Chesser was marathon-fit, training regularly and running annually. That physical condition proved critical during treatment. His fitness enabled him to tolerate more aggressive radiotherapy and additional chemotherapy rounds, improving his chances of full recovery — which he ultimately achieved. The experience, he says, transformed his sense of purpose and made his subsequent appointment as PureGym’s chief executive feel profoundly aligned with his personal journey. That personal conviction underpins what he describes as a broader fitness revolution reshaping the UK gym industry. Nearly half — 47% — of PureGym’s January 2025 joiners were aged 25 or under, reflecting what Chesser sees as a generational shift in attitudes to health. Younger members, particularly Gen Z and Gen Alpha, are integrating fitness into their social identity. Gyms are becoming social hubs, not simply places to exercise, where mental wellbeing and community sit alongside physical strength. He describes a trend he calls “fitness snacking” — members moving fluidly between gyms, boutique studios and fitness events before returning to a core membership. Despite this apparent transience, average tenure stands at 19 months and is rising. Most new joiners are returning members, a notable fact given PureGym’s no-contract, month-to-month model, where members actively choose to stay. Women are driving another significant shift in the market, moving away from cardio-dominated routines towards strength and conditioning. In response, PureGym has introduced more than 50 women-only workout spaces across the UK after research showed many women prefer environments where they feel more comfortable and less exposed. These areas exist nationwide and sit alongside screened lighter-weight zones designed to reduce intimidation for first-time users. While the majority of PureGym’s 456 UK sites remain mixed-gender spaces, Chesser argues that offering choice has been critical to growth and inclusion. Chesser also delivers a critique of the Labour government’s economic performance, arguing it has failed to deliver the long-term growth strategy promised before taking office. He points to National Insurance rises and the continued burden of business rates on bricks-and-mortar operators — including gyms and pubs — while online businesses face comparatively lighter structural costs. He draws a stark comparison between government and business leadership, noting that the UK has had six Prime Ministers in ten years — instability he likens to running a football club rather than a company built on rolling five-year strategies and careful succession planning. In his view, the government remains trapped in short-term crisis management rather than long-term economic planning. Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones 00:00 Fliss and Sean intro pod 01:50 Clive joins BBI 03:30 Growth on Gen Z gym users 10:20 Women only spaces and...

Timo Boldt, founder and chief executive of Gousto, believes Britain’s food system is broken. He points to the growing economic burden of diet-related disease with Government figures suggesting obesity alone costs the NHS more than £11 billion a year, while broader estimates put the total economic cost of overweight and obesity at more than £100 billion annually once lost productivity and reduced quality of life are included. Boldt argues the problem begins with what Britons eat. Research suggests more than half of the calories consumed in the UK come from ultra-processed foods, rising to around two-thirds among children and adolescents. He says these products are often engineered for what the industry calls the “bliss point” — the combination of salt, sugar and fat that keeps people coming back for more — and that the result is rising levels of obesity and diet-related illness. He defends Gousto’s typical price point of about £3.20 per meal per person, arguing that it compares favourably with supermarket shopping once household food waste, time spent planning meals and convenience are taken into account. The company cannot compete with the very lowest-cost diets, he admits, but says it is targeting the large proportion of households already spending similar amounts on evening meals. Boldt also argues that farmers sit at the weakest point in the food chain, squeezed by large manufacturers and retailers who dominate what ends up on supermarket shelves. He says the system would look very different if incentives favoured fresh produce rather than heavily processed foods. Government action so far — including the sugar tax and restrictions on junk-food advertising — is, in his view, only a start. He calls for a broader approach combining taxes on unhealthy products with subsidies for more nutritious farming, alongside tighter rules on product placement in supermarkets. If diet-related disease could be reduced, he argues, the savings for the NHS and the wider economy would be enormous. The long-term solution, he says, is to “go upstream” and change what people eat by reshaping the food system itself. Gousto grew rapidly through the 2010s, with annual growth of around 90% in its first decade. But the business faced a very different environment in 2022, as interest rates rose sharply and household budgets tightened. Boldt responded by expanding the range of recipes and focusing on value, while pushing the company towards profitability and self-funding. He started the business fifteen years ago after long hours in the finance industry left him eating poorly. In the early days he delivered boxes himself, handing out his personal mobile number to customers. Today, after expansion into Ireland, he says the next phase will be international — once the company has fully cracked customer retention in its home market. Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones 00:00 Fliss and Sean start pod 01:39 Timo Boldt joins BBI 02:25 Obesity caused by ultra processed food and its impact 03:50 The cost of Gousto and whether it's too expensive 11:15 Farmer not paid enough. 19:56 Discount model in the industry 23:17 Setting up Gousto and hand delivering food 27:24 Tougher times and how they were navigated 32:20 Why is Gousto only in the UK and Ireland? 39:40 End of pod

Brian Niccol took over at Starbucks in 2024. He became CEO at a time profits had been falling and customers going elsewhere. He says Starbucks had got too distracted on efficiency and technology and lost focus on customers and experience. Starbucks has re-introduced things like handwriting on cups and ceramic mugs in a bid to win back customers, and has also given the menu and stores a makeover. It's already seen sales improve but Brian Niccol says they still need to do more.. Technology is playing a big part in Starbucks plans to improve efficiency. It's using AI to take orders and allowing people to schedule their orders. It's also using technology to simplify the ordering process and stock. Niccol says this is allowing staff to spend more time to chat with customers. Presenter - Michelle Fleury Producers - John Mervin and Justin Bones Editor - Henry Jones 01:40 Getting customers back to Starbucks. Says had lost focus and got distracted 07:22 Using technology such as AI taking orders and scheduling orders for customers 15:30 Partnering with 2028 LA Olympics 19:16 Should investors expect a slow rebuild or will the pace pick up this year 22:20 Giving power back to the store Picture: Reuters

As CEO of financial services giant Legal & General, António Simões plays a huge role in the UK economy, not to mention in the financial wellbeing of tens of millions of people. From managing pension funds to massive infrastructure spending around the country, he oversees well over a trillion dollars’ worth of UK assets. Simões took the top job at the beginning of 2024, and he tells Will Bain how from the start he has been dedicated to maintaining a corporate culture with a healthy work-life balance. Bullish on the UK economy, Simões says the country sometimes spends too much time ‘talking itself down’ and that with its fundamental strengths the UK is one of the most stable economies in the world. But, he says, there are still big worries for young Britons’ futures. He tells Will he’s concerned about the low levels of pension enrolment around the country and says more financial education is needed for people to understand the “eighth wonder of the world”: compound interest. He also tells Will about L&G’s massive investments around the country, from digital infrastructure and energy storage to affordable homes. And he says that despite a backlash against ESG and diversity programmes in recent years, he believes those are essential to ensuring returns for investors, and the country, far into the future. Presenter: Will Bain Producer: Olie D'Albertanson Editor: Henry Jones 00:00 Sean Farrington and Will Bain introduce the episode 02:00 António Simões interview begins 02:21 Maintaining work-life balance and corporate culture 05:30 Britons not saving enough into their pensions and the need for more financial literacy 08:40 Addressing low pensions auto-enrollment, challenges for employees and SMEs alike 20:30 UK Growth - how to get there? 24:30 AI investments and 'bubble' fears 26:30 Government and private investments in new infrastructure around the UK 40:00 The continued value of diversity schemes and ESG amid backlash 41:30 The politicisation of the economy 42:30 Low gender and LGBT representation in the C-suite

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 Jones 00:00 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 Jones 01:40 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 Jones 00:00 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 Jones 00:00 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'Albertanson 00:00 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