In this captivating episode of Leaders in Business, host Marlene Lowe discovers an unexpected connection with guest Hamish Taylor—both with roots in Zambia's Copper Belt, setting the stage for a conversation filled with personal insights and professional wisdom. Hamish's remarkable career journey spans from Procter & Gamble's rigorous brand management training to transforming customer experience across British Airways, Eurostar, and Sainsbury's Bank.

Hamish's story begins with his education at St Andrews University and an MBA in America during the early days when MBAs weren't popular in Europe. His first claim to fame was becoming "the UK's leading expert on housewives' toilet cleaning habits" at Procter & Gamble—an experience that taught him the fundamental principle that would define his career: it's not about your product, it's about the customer benefit.

The conversation reveals how Hamish thrived as "the outsider"—the non-banker running a bank, the non-railwayman running a railway. His philosophy centres on the Procter & Gamble principle of customer benefit over product features, which he brilliantly demonstrated at British Airways with the "arrive ready for business" promise that revolutionised business class travel with innovations like arrival lounges and pre-flight dining.

Hamish candidly discusses his career transitions, admitting he "gets bored easily" and explaining how each move taught him that technical brilliance isn't enough—the missing piece is always putting the customer at the centre. His turnaround experiences at Eurostar (starting with a £206 million loss, no service due to Channel Tunnel fire, and striking French workers) and Sainsbury's Bank showcase his ability to transform product-led organisations into customer-centric businesses.

The episode explores three levels of customer experience: product quality, customer experience, and emotional connection. Hamish argues that whilst product competence is essential, true differentiation comes from how you make customers feel—citing Disney's "magical surprises" and Starbucks' experience-driven success.

Personal insights emerge as Hamish reveals his biggest weaknesses: not being tough enough and struggling with managing upwards, which ultimately led him to leave corporate life for consulting and speaking. 

The discussion touches on recruitment philosophy, the importance of passion in work, and the challenge of institutional memory loss when experienced leaders leave organisations. Hamish advocates for thinking beyond job titles to focus on the benefits others receive from your expertise, embodying his core principle that "everything we ever do is about somebody else's success.