In this captivating episode of PJ Tips Podcast, I sit down with Mark Preston, Motorsport Director at Lola, to discuss his triumphant return to the world of Formula E. Mark's storied career spans decades, from leading the Super Aguri F1 Team and launching it in record time, to winning the Formula E World Championship as Team Principal at DS Techeetah.

Now, as MotorSport Director, he is leading Lola's revival under the ownership of American-based English businessman, Till Bechtolsheimer, returning to Formula E and eyeing a re-entry to Le Mans.

Mark shares insights into the dynamic world of motorsports, where leadership, innovation and the pursuit of marginal gains are critical to success. We delve into what makes Mark’s leadership special and his approach to making "winning a science." His return to the Formula E stage is not just a comeback; it’s a masterclass in strategic thinking and execution under the pressure of fast-paced change. What sets Mark apart as a leader is his ability to foster a culture of continuous improvement, making small yet impactful adjustments that drive performance, both on the track and in the boardroom.

We also explore the challenges of budget caps in motorsports, drawing parallels to the world of business. Mark provides thought-provoking perspectives on how constraints can foster creativity, making a compelling case for businesses to reframe their mindset around limited resources. Instead of seeing budget limits as a hindrance, Mark emphasizes the importance of maximising resources and finding efficiencies in unexpected areas—whether it’s a procurement strategy or team management.

Throughout our conversation, Mark offers valuable lessons in how to lead through ambiguity, adapt to rapid change, and balance risk-taking with reward. He shares stories from his time at McLaren and Arrows, underscoring the fine line between success and failure. His reflections on complacency, risk and strategic intent are must-hear advice for leaders navigating today’s fast-changing and ambiguous business landscape.

Tune in for an inspiring and practical look into the mind of a championship winning leader and discover how motorsport lessons can be applied to business success.

Welcome to the Podcast on Leading Business Change, focusing on Intentional Culture Change. This series brings together top business minds to share their real-world experiences in driving meaningful change. This episode is a must-listen for anyone serious about transforming their organisation’s culture.

Our guest, Robert Rigby-Hall, offers a genuinely global perspective on culture change, speaking from New York. With over 30 mergers and acquisitions under his belt, and a career that spans industries and continents, Robert has faced—and overcome—the complex challenges of culture change in high-stakes environments.

In this episode, Robert shares insights rooted not in theory but in practical experience. If you’re seeking actionable strategies to lead change in your organisation, this is the conversation you need to hear.

What is intentional culture change?

For many, culture seems like a vague concept, a "black art." But as Robert reveals, culture is a measurable driver of business success. It goes far beyond casual Friday policies or team-building exercises. In fact, Robert walks us through a case study where deliberate culture change resulted in tangible improvements in key business metrics like Net Promoter Score (NPS), employee engagement, and profitability. Culture isn’t just an afterthought—it’s a strategic necessity.

The difference between business culture and country culture.

Global leaders often struggle to balance these two, especially when expanding into new markets or managing diverse teams. Robert’s experience across dozens of countries gives him unique insights into how companies can build a brand culture that respects local differences without sacrificing core values. For leaders steering complex mergers or global operations, this episode offers invaluable lessons on unifying teams across borders.

Aligning culture with strategy

One of the most critical takeaways is how to intentionally shape company culture to align with business strategy. A misaligned culture leads to disengaged employees, poor customer experiences, and stalled growth. Robert’s insights are highly actionable, whether you’re leading a start-up or managing a multinational.

Employee engagement and profitability

There’s a direct link between engaged employees and profitable business outcomes. Research shows that engaged employees lead to happier customers, which translates to better financial performance. Yet, many leaders struggle to create environments where employees feel motivated and empowered. Robert shares clear, data-driven strategies for building a culture that fosters this kind of engagement, leading to better performance across the board.

Intentionality is key

Culture change doesn’t happen by accident. It needs to be deliberate and planned. Leaders must define the desired culture, communicate it, and most importantly, act in ways that reflect it. Robert emphasises that alignment between leadership behaviour and cultural values is crucial for sustained change. It’s not enough to talk about culture—you have to live it.

Leadership’s role

As Robert points out, the CEO and senior leadership team play a pivotal role in setting the tone for the entire organisation. If leadership doesn’t live the culture, employees won’t either. Consistency from the top is essential for sustaining a strong, positive culture over the long term. This episode drives home the point that cultural transformation starts at the top.

The PJ Tips podcast is designed to give today’s leaders the tools they need to drive effective change—whether that’s cultural, digital, or organisational. Leading change is never easy. It’s often expensive, risky, and full of obstacles. But as Robert demonstrates, with the right approach, culture can become a powerful asset rather than a stumbling block.

Join us to discover how intentional culture change can transform your organisation’s performance, people, and profit. And if you’re looking for further help, do get in touch.

An inspiring and insightful conversation with MDL Marina's Managing Director, Michael Glanville.

Michael was Voted one of the MOST AMBITIOUS LEADERS in the UK by LDC, and he's certainly one to watch.

In this episode of PJ Tips 'Leading Business Change' podcast, Michael and I talk about the Marine Industry, clients, boats, services, property and expectations.

So is MDL a marina company, a property investment company, a building business, a landlord or an hotel business - indeed I ask Michael if they have plans to run hotels?

Did you know they even have an award winning car park?! I kid you not.

With all this going on, how does Michael lead the business. We discuss his top tips for leading and leadership, and he shares openly about his rise through the business to become Managing Director and how he managed those changing relationships.

MDL has 18 Marinas in the UK and one in Spain. It has a number of Marinas on the South Coast, including the flagship Ocean Village in Southampton, a number on inland waterways. Whilst they strive to offer an aligned MDL service, the difference in geographies, clients, boats and expectations offers up some interesting challenges which Michael talks us through.

Given the significant interest in the environment and sustainability, MDL have a number of projects as part of their Greener Marinas promise, including a greener gym that uses energy from gym bikes to store power in batteries and a project and a native oyster project to clean water in marinas. You can find out more on the MDL website.

Because MDL is owned by a family trust, investment is in long term results, sustainability and customer service. Michael talks through some of the differences between PE and family ownership, and praises the company strategy in its forward thinking.

Both Michael and I very much hope you enjoy this podcast.

#Sustainability

#LeadingBuisinessChange

#leadership

#Culture

#MarineIndustry

#Investment

#BusinessStrategy

#CustomerFocus

#Oyster

#Marinas

In this episode, Emma Straughan hijacks my PJ Tips podcast to interview me.

Emma decided it was time, I opened up, and shared more about me, and why we started these podcasts.

I confess to being nervous!! And its not easy opening up about deeper emotions, purpose and family matters.

In the first half we talk business, change and podcasts. In the second half she asks some quick fire - more personal questions - to open me up! Some of it was quite emotional for me.

So you get the science side of me and my work, and the intuitive and emotional connection.

My beliefs and passion about helping build better businesses and business is well shared.

But there's plenty in here you wont know.

Huge thanks to Emma Straughan for suggesting it and making me do it. Now you owe me a ride in the Aston Martin DB12 as promised.....

By means of a late introduction, Emma totally rocks in the high end and luxury brand world of automotive and change. A specialist in communication, EVP and culture she now helps all manner of businesses and leaders to accelerate change and performance, for good.

Love Emma's insight and feedback on me!!! Talk about speaking honestly..... Have a listen, and give us your assessment.

#seaswimming

#adoption

#leadingbusinesschange

#purpose

#family

#fatherandson

#culturechange

#astonmartin

#bentley

#premierleaguefootball

#financialservices

#executivecoach

#changemanagement

#cancer

#heartattack

#family

#wellbeing

#leadingbusinesschange

As it's National Apprenticeship Week in the UK, we have recorded a podcast to discuss and promote the value of Apprentices and Apprenticeships, with particular regard to Leading Business Change and bridging the Skills Gap in Digital Transformation.

Unlocking the Potential of Apprenticeships: A Journey with

Embark on a transformative voyage as we delve into the world

Recent reports from Forbes highlight a staggering 93% of UK

Against this backdrop, apprenticeships emerge as a powerful

Alison's active engagement in the Government's South East

Tune in to my PJ Tips Podcast to discover Alison's

Is engaging apprentices a sound business decision? According

#NationalApprenticeWeek

#NationalApprenticeshipWeek2024

#ApprenticeshipScheme

#BuildBetterBusiness

#LeadingBusinessChange

#DigitalTransformation

#Technology

#SkillsGap

#Education

#TalentPool

#SuccessionPlanning

#Coaching

#Culture

#Leadership

#Strategy

#GrowthStrategy

In this PJ Tips Podcast on Leading Business Change, our guest Gwen Stirling Wilkie shares insights, stories and top tips on Beyond Hybrid Working.

Gwen has recently published a book Omni-Working, which talks a lot about the need and value of flexibility in work. Not just where we work, but how we work.

If you think Omni or Flexible working is tough to achieve in your world, imagine integrating Omni working into a Construction Firm on the building sites.

Over the last few years, I have worked with and spoken to many leaders and bosses who (excuse the expression) have their proverbial 'knickers in a twist' over whats right and wrong when it comes to flexible working.

Clients such as a Dubai Bank to UK Rail Co are wrestling with this topic. A Top Tip from Gwen is to 'experiment'. You'll hear her use this term a number of times in the conversation.

But, as we discuss, do you - and the business - have the leadership skills and underlying culture to encourage and support experimentation.

We usefully discuss two levels of Leadership :

The strategic level of leadership that vision and strategy for omni working, and

The second tier of leaders who have to try and implement the strategy.

One could argue there's a third level, and that's leadership of self to live the strategy honestly and effectively, not just in service of self, but in service of the project, team and overall purpose.

Given that, in the UK, figures for Performance and Productivity are (relatively) low, we need to upskill (or re-skill) leaders to Lead Business Change. Unfortunately change is most often difficult, expensive , emotional, time consuming .... and failure intensive.

How can Omni Working impact on Performance and Productivity? Listen in to hear Gwen's insights and practical tips for Leaders, leading this change.

For more insights on Omni Working, connect with Gwen Stirling-Wilkie on LinkedIn and Twitter, and her book is available online : Omni-Working: Work effectively in all ways, from all places.

For more insights and top tips on Leading Business Challenge, connect with me PJ Stevens #PJTips

#leadingbusinesschange

#omniworking

#beyondhybridworking

#performance

#productivity

#culture

In this PJ Tips podcast on Leading Business Change, Neil Barrie talks us through the new playbook for 21st century brand building, and shares his purpose to 'challenge leaders to create a positive cultural legacy’.

Its a high energy ride, so hang on. It so worth it!

Neil was CSO of Chiat Day Los Angeles from 2014-2018, and spent most of his time working on Airbnb. Here he met up with Jonathan Mildenhall and they worked together when Airbnb was just a squiggly logo and helped grow it to the global travel brand we know it as today.  

Having left in 2018, they decided to create a business together. A business that would utilise their incredible knowledge of Brand Building for good. TwentyFirstCenturyBrand was born with the mission to launch, build and scale the most influence brands of our time.

After 5 years growing their business and helping others do the same, they joined up with Common Interest who now have a 51% stake in the business.  

Neil openly discusses why they created 21stCenturyBrand, the good work its done and will do as part of the Common Interest collective.

When talking with Neil on this PJ Tips Podcast I got the overwhelming sense of Human, of being Human and Human interest. Indeed, Neil tells us about their core value ‘Ambush with Humanity’, meaning they go out of our way to create a safe space for people to be vulnerable, creative and challenging, both internally and with clients. Neil says it’s so important that people are themselves, not who they think they ‘should’ be.

This bears out in his views on ‘discuss the undiscussable’ and how to create a safe space for leaders to do this.

Purpose flows through the conversation. When asked about TwentyFirstCenturyPurpose, Neil offers surprising insights. He talks about seeking a deeper purpose above that of

I had heard people use the term ‘explosion of creativity’ and I was buzzing with energy talking to Neil, which makes more sense when you hear why sold shares to Common Interest and join the collective. Its all about partnering with other businesses with a common interest and services that combined can add more value.

The term collective brilliance springs to mind. By working with Common Interest they can expand services whilst remaining true to themselves, their skills and brand.  

I referred to it as a merger in the conversation, and it’s not that. It’s more of a purposeful coming together.

Given the successes Neil and the team have enjoyed to date, one can only imagine the good they can do in the next period.

Here’s some of the questions that Neil answers in this podcast:

#LeadingBusinessChange

#PurposeLedBrands

#BusinessForGood

#Failure

#GrowthStrategy

#CollectiveBrilliance

#Brand

#BrandBuilding

#21stCenturyBrands

#Culture

#CultureChange

#Legacy

In this PJ Tips podcast, I talk Sport, Leadership and Sustainability with the World's Greenest CEO, Henry Staelens.

Having sold a couple of businesses, Henry became the youngest football club CEO when he took over at Forest Green Rovers.

Henry has very clear views on leadership and sustainability, and since recording this, has started a new challenging role as CEO at Ice Hockey UK - why, because of the massive potential he sees.

Forest Green Rovers were once described as the hippie club everybody hated, but the world has moved on and Forest Green Rovers are a global phenomenon leading the way in sustainability in football, and are 'everyone's second favourite club'. Hundreds of Clubs and Businesses have been to see FGR, ho are a model for change, even Wimbledon has been to visit the tiny Gloucester Club. In the conversation Henry talks about Wimbledon's famous Strawberries and Cream, and their trial of Strawberries and Vegan Cream. The results might surprise you. Check out their Green Code work.

Henry believes in leadership and accountability, not micromanagement and establishes a 'belief system that’s bigger than just on the pitch'. He's highly motivated, purpose led and had a very clear mission & strategy at FGR. It was about being the Worlds First where they could, such as having the worlds first vegan/organic pitch. They believe in the notion of do it first, then tell people you’ve done it! Rather than tell them about ideas or plans you have to XYZ in 2030 and then fail to execute.

You can feel the innovation and intention in Henry's comments and insights.  So does this mean other Football Clubs are typically lazy or slow to change?

FGR does more with less – they are over achievers by their own admittance and in the nicest possible sense.  They have bigger audience than any club of its size. Indeed they have 120 international fan clubs. Made profit every year including Covid; Hospitality has grown 300%  and fan numbers grown by 400%. This impacts on the fan experience, income, sponsors and merchandise.

FGR have some amazing sponsors. Henry talks about Quorn who were their biggest sponsors and who are now middle tier as new sponsors have come onboard. This has happened as sponsors have bought into the vision and purpose.

There's no greenwashing at FGR. And they have been careful with new sponsors, checking their green behaviours and governance. So with this in mind, I ask about their relationship with Innocent Smoothies, owned by Coca Cola. The response might surprise you.

So what does sustainability mean and does it make good business sense.  Sustainability takes a culture, decisions and investment. But it seems that at FGR it does indeed make great business sense. People (fans) buy into consistency and authenticity. So dont just have one Carbon Neutral Game and then revert to BAU, make sustainability BAU.

Is Forest Green Rovers a Football Club or Small business? The main product is still football. They have a green stadium, but its still about football. However they are nimble, agile and able to make fast decisions. When Henry joined there was great potential to do more with what they had. The combination of Leadership and Change , was brought about in 2010 when FGR nearly went bust, and Dale Vince invested. He realised it needed more than money, it needed leadership and to be run properly and sustainably.

Culture plays an important part in any committed change. And the overall role of Culture, on and off the pitch is key in FGR. So if FGR can change and become 'green', why cant the likes of Newcastle? Henry talk about football have a wonderful opportunity to lead sustainability in Sport.

We talk about Culture, how to build and create and we talk about managing people, personalities and roles, including the relationships with Owners and Managers and how that helps or hinders Clubs.   

“As a leader, it’s about the actions you take, not the words you use.”

This was one of the references that Emma Hardaker-Jones makes in the podcast. Its big and brave as are many of the other insights and information she shares about herself as leader, the business and the changing face of leadership today.

Emma is Group HR Director at Legal & General, though her title might better be described as Chief of Stuff. Since joining Legal & General in 2017, her role has expanded to include internal communications, sustainability, real estate investments as well as sitting on the board of the housing business that L&G bought in 2018. 

How does she manage all the projects whilst keeping her health, sanity and effectiveness high - she reveals all in our chat.

In the podcast, Emma talks to us about the bravery of leaders today, the changes required in leaders and leadership, and gives some insights into the changing leadership at the top at L&G as Chief Executive of Legal & General, Nigel Wilson, is to retire after more than a decade leading Britain’s largest asset manager and insurance group. L&G, which manages £1.5tn worth of assets for clients, including workplace pension schemes, is now on the hunt for a successor. Will Emma be that successor - I ask the question.

Presumably there's a bunch of in-fighting from people in the business who want that CEO job? And how will the business manage if an 'outsider' is recruited into the most senior leadership role. Imagine trying to follow Nigel Wilson. Emma gives an authentic overview of this situation, how to manage the business, protect people's investments and lead Changing Leadership.

Emma offers some wonderfully personal and professional insights, such as why she joined L&G, how its purpose from 1836 of creating a better society lives in todays culture, and where they are today and why they will exist in the future? Today L&G are a leading financial services group and major global investor, safeguarding people's financial futures around the world with over 10,000 staff and £1.5TRN AUM

So what does leadership and the Bravery of a Leader mean to Emma - and how does she live it. 2021 was a tough year for Emma and she talks through the realisation and changes that had to be made, and how well she and the business maturely embraced this. Her insights include how to and why to make space for self and the importance of self maintenance. This level of leadership has proved a benefit to L&G and had a positive impact on her family.

It takes courage to change and one of Emma's top tips, which she heard elsewhere is that Leaders need to ‘’watch the feet, not the lips’’. What are people doing, not just saying - are they staying in the business or exiting to pastures new? She is clear on what did leaders do well in pandemic,  what behaviours do we want to preserve and will this help. The notion of 'we may not get it right' is inspiring.

Emma talks openly about the ebb and flow of Engagement, and lessons hey learned about to treat people and importance or power of listening.

As a result of extensive listening - and an increase in staff engagement - Emma and the team at three key points to work on: 

The first two may be more obvious in this day and sage, but what about the third? Getting things more easily is perhaps common sense, but then again, does it happen, or are too many of us making things more complicated, more difficult than needs be. I can name some businesses where people thrive on making things tough, to look important and valuable for their own purposes. Emma shares what this means to L&G and broader community.

Finally we look at how not only do Leaders need to drive and lead change in organisation, but how to create and maintain shifts in culture and behaviours. The landscape is constantly shifting

 Thanks to Emma and Legal & General.

#Leadership #LeadingBusinessChange #Bravery #Change #Culture #ChangingLeadership

The topic for this podcast is the Value of Boards, and more specifically about value and impact of Non Executive Directors ( NEDs).

Are NEDs a waste of money or an essential part of the business?

And to help us unpick and better understand it, is Ian Shepherd.

Ian is Chairman of the PE-backed retailer Bensons for Beds. Over the last 25 years, Ian has served as CEO, COO and in a number of senior commercial roles for a variety of leading retail, hospitality and media brands including Odeon, Vodafone, Sky and Game where we met 10-12 years ago.

Ian is also the author of 2 books on retailing - Reinventing Retail and The Average Is Always Wrong - and writes a weekly newsletter on retail and business topics at Moving Tribes ( movingtribes @ substack.com )

So it is with great pleasure I introduce Ian to you and thank him for his valuable insights and information, and more over his desire to help build better business and businesses.

More specifically, if you are thinking about whether you need a board, the good and bad of having a board, the ups and downs, want to understand the difference between a Chair of a Private Co, Plc or PE backed organisation, or are thinking about being a NED, this podcast is for you. You may be a shareholder wondering what a board is doing for you, and Ian will help.

Ian and I discuss how the world is changing in unprecedented ways: Climate change, Covid, war close to home, financial instability, food costs, high street store closures and energy prices, and in UK we had three Prime ministers in 6 weeks! One might aptly refer to this as #PolyCrisis.  I was fascinated to hear how Ian leads against this backdrop, and given the situation, what part do boards play, or should play in navigating this period?

Boards and DEI (Diversity, Equity and Inclusion) is a topic close to my heart, but more importantly its one I see businesses and boards wrestling with. Ian talks very openly about his thoughts, experiences and suggestions on this matter. As he points out, he doesn't know all the answers, but certainly has some challenging views and sets high standards for himself and the broader NED community.

What does a diverse board look and feel like. When is a diverse board not a diverse board? Listen in to Ian's thoughts or send us your views.

Topics and questions discussed include:

Two questions from listeners:

I very much hope you found the views and ideas in this conversation of value.  If you have any questions, views or feed back on this podcast, or want to suggest a guest, please get in touch with me pj @ pjstevens.co.uk

#leadingbusinesschange

#culturechange

#Board

#Chairman

#PrivateEquity

#BusinessGrowth

#EDI

#NonExecutiveDirectors

#BoardBehaviours

#ESG

#Governance

#Shareholders