Career History
I joined The Channel Islands Co-operative Society (the Society) in November 1990 as a Management Trainee. I was 20 years old. Over the next twenty years I progressed through a variety of roles before being appointed Chief Executive Officer (CEO) in 2010. The first locally born CEO in the history of the Society. I was also appointed a director of the Society in 2018, adding to my directorship roles in the British and European Co-operative sectors.
It is important to understand that Co-operative Societies are not run in the same way as other commercial enterprises. There is a cultural and moral aspect to them which requires them to be operated on principles which are not the same as other businesses are run. The Channel Islands Co-operative Society is a member-owned retail business dedicated to the principles of co-operative trade. Profit is returned to shareholders in respect to their purchases and all members have an equal vote on policies at the AMM (Annual Meeting of Members). Members exercise control through electing a predominantly lay Board and through the Society Rules, which can only be amended with member approval. The Society is therefore owned by and run for the benefit of its members.
The Board set and uphold the values of the co-operative. In May 2019, these values were:
· Co-operation: Embracing the ICA Values and Principles in everything we do.
· Openness: Honesty and trustworthiness in what we say and how we behave – being prepared to listen
· Passion: Pride in our business, determination to succeed, radiating positive energy.
· Empowerment: Providing opportunity, encouraging contribution and involvement, believing in our people.
· Recognition: Ensuring our colleagues are appreciated, valued, and rewarded for their achievements.
I took the reins at The Society at an unprecedented time. The credit crunch had slowed the economy, consumers were being much more careful with their spending, traditional non-food stores were struggling to compete with more efficient and agile online alternatives and Waitrose, the fastest growing multiple retailer in the UK at that time had literally just announced that it had acquired five of the largest stores in the Channel Islands. At the other end of the grocery market, discounters and value brands were more becoming more and more relevant and locally the Iceland brand was rapidly expanding its footprint. Fuel forecourt pricing was under considerable scrutiny too.
I started in this role by conducting the largest piece of strategy work in the history of the Society, and presented recommendations to the Board, which were unanimously approved, and set about delivering the most dynamic change programme The Society had ever undertaken. Within five years we had transformed what had been a pedestrian business. We had exited legacy brands in Homemaker and Total Sport, redesigned our supply chain to a much more efficient and economical one, simultaneously releasing capital to fund assertive expansion plans into neighbourhood Locale stores and the Care sector. By early 2019 we had virtually doubled store numbers in only nine years, redeveloped the Charing Cross site, established a presence in end-of-life care with a funeral business in each island, opened seven pharmacies and had three medical centres in Jersey.
As can be seen from my longevity and track record with the Society, I spent my entire adult working life with the Society in one role or another, working my way up from a trainee store manager to the most senior executive position within the Society. I was a devoted and committed servant of the Society and a passionate believer in, and advocate for Co-operative Principles.
During my tenure as CEO the Society’s turnover grew from £158m to £210m (+33%) and net assets grew from £94m to £127m (+35%). Both dividend (at 4%) and double dividend were paid in full each year. In Year Ending January 2019, the Society recorded an operating profit of £9.3m.
Shortly before I left the Society, I led the creation of a new strategic campaign that resulted in the introduction of the brand line ‘Belonging is Everything’ to the Society. To me, belonging actually was everything. I felt I belonged there.
On 28th May 2019, my eldest son’s birthday, I was signed off with work-related stress and my contract of employment was terminated by a letter sent to me dated 27th March 2020.