Season 3, Episode 090: Paul Hargreaves
Cotswold Fayre | Wholesaler | June, 6th 2020 | 44:02
Paul Hargreaves works at Cotswold Fayre, a wholesaler of artists on food and drinks who buys lots of nice food and drink products from producers all over, mainly the UK but also from outside. They sell those products to independent retailers in the UK, such as farm shops, delis, food halls, convenience stores, department stores, as well as some larger grocers. They are the connection point between small producers and small retailers, which are vital parts of the community.
Highlights of Paul Hargreaves
- They are in the middle of small independent producers and small independent retailers.
- They sell products mainly from the UK, but also from outside.
- They deliver throughout the whole UK, primarily and some products all over the world.
- Paul had a strong sense of justice by which he knew he wanted to make people's lives better.
- He has a Zoology Degree and experience in sales.
- They are a B Corp certified business.
Links mentioned on the podcast
Forces for Good by Paul Hargreaves.
"Business shouldn't be just about making money, it should be about making a difference"
Will - 00:00
This is the start of Paul Hargreaves from Cotswolds fair.
Paul, welcome to the green element podcast. Thank you so much for joining today. And you're from console fair. Can you tell us a bit more about who cuts welfare are and yeah, a bit more about the company?
Yeah, pleasure to be here well, so console fair is a wholesaler of artists on food and drink, so we buy lots of nice food and drink products from producers all over. Mainly the UK a few things come in from outside and we sell those products to mainly independent retailers in the UK, so there'd be farm shops, delis, food halls, convenience stores, department stores, we do a bit with the larger grocers but generates independent retailers. So it's where the middle person between lots and lots and lots of small producers and lots and lots of Lots of small retailers, which I really come into their own at the moment, because they're a vital parts of the community. So, it's been really good to see some of them doing really well in the current pandemic supplying lots of old people with provisions that they couldn't, they couldn't get themselves at the moment,
Will - 01:23
Of course, because not everyone can buy online, so you do really need to go to your local grocer in order to be able to get stuff.
Paul - 01:30
So, some of them have actually started for the first time ever home delivery boxes, set up phone numbers, turn the cafes and two parking areas because obviously the cafe has a shot. And it's been really good actually to see the adaptability of some of these places kind of come into coming to the fore.
Will - 01:48
A friend of mine runs a zero-waste shop in Fife, and they don't have things online. But you can now email them and Ask them for a PDF version of their shopping list. You know, go through it, and then they'll deliver it to it's brilliant. It's kind of like a pseudo online stroke not online.
Paul - 02:10
Yeah, same there's a there's a number of customers who've done the hell this halfway house which is probably an absolute logistical nightmare for them, but they're, you know, they know it's a good thing to do. So they're, they're cracking on In fact, it's been interesting to see huge amounts of adaptability at one end and then some places just seem to have Okay, well, we'll shut up then they don't need to shut their food shops, but some of our shops have actually shut almost put it in the too difficult box and packed up and gone home. Yeah, so it's extraordinary. Really.
Yes, yeah. Yes. It's at times like this. You do know and I guess we should probably talk about the fact that this is during the Coronavirus it's third of April the recording this because this podcast will probably go out in about six weeks time. And hopefully, I will have forgotten about the crowd. Well, it's not going to happen.
It's gone about it. Slowly, some things may have changed by then. I really hope so.
Will - 03:13
So, you bring small produce and smaller producers, then they nice boutique smaller shops, and you are the middleman for it. So, you deliver throughout the whole of the UK.
Yes, Yes, we do. We do actually export some stuff all over the world, but it's primarily UK and Ireland as are where most of our customers are.
And what got you What got you into this? Is this an industry that you were in before or?
Okay, this is a slightly long story, but I'll keep it brief. So, I was I've always I've always had this thing I mean this, some of the understanding what I'm going to say Now is only from now looking back. I didn't get this at the time, but I've always had this this thing about justice. So after I did a very useful degree in zoology, which was the only thing you could do was teach the subjects or learn more about it after you'd finished which Okay, so that wasn't much help. So, I got a sales job for three years I can talk so therefore I can sell so I sold office furniture and drinks machines did quite well actually, but it wasn't really where I was at. So, what I really wanted to do was to go into inner city and try and change stuff make life better for people. And a group of my friends were doing a project in in southeast London, a place called Deptford. So, I ended up working, doing that for about 12 or 15 years in a team doing community staff good stuff you stuff in and out of presence. Visiting. That wasn't Not about myself. I'm just trying to sort out people's mess. And it was appalling. So, this was in the early 90s rows, I started so running right through the 90s. It was completed that semester with the estates we were working on, the police actually never went on them. Because they were too scared basically. In fact, they are half our time we were trying to convince people we weren't the police because of these two or three middle class blokes walking around. Anyway, and so I it was great, we did stuff things, people's lives got changed, but what I realised was a lot of that was just patching up and it wasn't really changing anything of the foundation of society. Again, all from hindsight, but I ended up running out of money. So, I had to do something different. So, I thought, what can I do? anything I've actually ever been paid to do with for three years was sell. So I thought I'd tell you what I'll do I'll buy a new some food producers in the Cotswolds and bought some products from the Cotswolds and sell them to delis in London right initially and then Kenton and sorry. Again, it was very initially very part time just to support what I was doing. But as time moved on, that got bigger, I got less money coming in for the charity stuff. So long story short but ended up setting up a proper business in reading being a food wholesaler that was in 1999 21 years old today.
And then hence Scots welfare being Yes. So initially, it was all Cotswold products selling to shops in London. That's all it costs all fair seem like a good name at the time. It then became a very bad thing. Name Of course because people then thought we're in the Cotswolds. I and it said reading, which isn't the Cotswolds...
didn't work. Yeah.
But so, I teamed up with a guy and actually have our first five employees. We had one guy just come out of prison. We've had one guy; it was an ex heroin addict. And we had a guy who was an alcoholic, basically. And we thought, well, let's take these guys on, give them a bit routine and discipline the life and try and try and change the lives and also make some money as well. The making money but didn't really happen very well though, for a long time. And after a couple of years, the guy I was dealing with who lived in Redding, I still lived in London. He's he had enough and disappeared. So, it left me with a business in reading and I lived in the wrong parts of the country. Have a house.
But you're still going today and you're a vehicle. And what I'd be really interested to understand is, I mean, that initial story of who you worked with, to start off with kind of sets the scene really does. And I'm just interested to know how you heard of B Corp. And what you thought of that being a purpose social purpose driven business yourself anyway, and how easy you found the transition into it and be interesting just to explore that journey.
So, I'll just to fill in a bit of the gap. So, it started out, you know, good intentions with the business. We grew very rapidly the industry was growing, you know, specialty food was growing, so we just grew with it. Farm shops went from being sheds and fields. To purpose built, as you know, buildings with 50 hundred 50 car parking spaces. So, I'll be totally honest with you. I lost my way probably and just you know what it's like with a small startup you firefighting the whole time getting sucked into Have you actually got enough money to pay the wages at the end of the month? Some months we didn't. And I got sucked into, in effect running the business as if it was a single bottom line business which is not what it started out as so put my hands out there. I kind of failed on that front.
When you say single bottom line as a mock
just looking at money. Yeah, all about the money. Yeah, because it is tough. I mean, I'm not kidding. It's when you're growing also, you're running out of cash regularly anyway. So, it's not even if you are making profit quite often, you're running out of cash. So, I'm not making excuses for myself. But we had Last time away, I think probably after 10 years, I thought this is we've got to be better than this. So, we did, we got involved in a project in in Kenya as a business, which I thought maybe talk about later. But we'd come to a point where we were outwardly successful, but we haven't really got that purpose embedded in the business. And in 2014, we've put in a new computer system went badly, badly wrong, and almost lost the whole business. We had lots of customers weren't getting their orders, we're getting the lights or getting part of them. It was a complete and utter shamble. In fact, I was only talking to someone the other day and who was in the office and during that horrible time and she said she got downloaded the voicemails at the end of the day in the in the office. It was mine 96 I think she said, messages from customers basically complaining about to say that was one day's messages. It's not good. So what happened is the people that kind of weren't with us if you like, all left, so we lost, we lost about half our people, the ones that kind of believed in what we, we said we were doing stayed and that in effect was the best thing that happened to us as a business. So painful, really difficult. But it was the foundation of where we are now. So, it was a it was about it was probably soon after that time. One of our customers was cook the frozen food shops. Yes. And add was always been a friend of mine that we supply cut when they had two shops. They've now got over 90 of their own shops that is, and he mentioned Biechele to me. This was either product but end of 2014 I'll begin of 2015. And I thought to myself, that sounds far too American for me to be involved in being a good English man. It's a no. Yeah, I had the same problem, but have a look into it. So, I did and started to understand more. And honestly, it was a huge relief it for me, it's a bit of a cliché, probably, but it would it felt like coming home. Suddenly, I thought, oh my god, there's, you know, there's other people in the world who believe what I believe about business that it shouldn't just be making, about making money should be about making a difference. So, it was fantastic. And we were fortunate in that. This was before the B Corp. UK launched in 2015. So, I had some nice people in America helping us certify get us over the line. So, we could be one of the initial cohorts of companies in the UK. So that Yeah, it was so much aligned with what we believed not saying I was doing it or we weren't but it was totally aligned with what I've always believed that that business should be so it was, it was a great homecoming thing.
Would you mind if we just backtrack slightly to your bad time? And half people leaving I'm really curious to know how you got around that and what the sort of things that you put in place, because you won't be the only company to go through something like that. And it'll be interesting to know how and whether you still have customers from those days that are still with you. Even though
Yeah, Yeah, we do. I mean, that the It's a small world, the world we live in specialty food. So, there's loads of customers who earth who almost didn't become customers at that point, left but a state like Gods stuck with us and they're still with us today. It was, it was more when we had a lot of people in the business then that were friends of each other and related to each other. And it was, there was all sorts of stuff going on, I'd lost in a fat loss control of my own business. The warehouse manager, just prior to that installation that went wrong was basically nicking pallets of stock at the weekend and selling it on a at a car boot sale. He was meant to be on the management team. So, things went wrong at a fairly significant level. So in terms of how we sorted that it really was just a case of with some of the people that I knew weren't with me, we found a way of encouraging them to leave or legal Of course, but the Rest just left because it was too difficult to be there. So then obviously recruited a lot more of the right kind of people that were going to help us take the business forward. I can't say that it was a great, we would fight still very much in firefighting mode. It really it took the business at least two years to a point where we weren't systemized enough. We got in I got in experienced, and the stroke, who helped us put a lot more systems into the business. And that's the trouble when you're an entrepreneur like me, you see, it's all passion and vision and actually sometimes you need to put a bit more structure in so that's where I needed help.
What would you say your business superpower was?
I think you're going to think now that Why? Why did it go wrong, but I would say its intuition? Right? It's been really I mean, obviously the example I just kept it's like sample. Generally, I have known what to do when to do it. I've never ever we have now we got a proper finance person, but for probably 15 years, we I never had a cash flow forecast. All right, bank managers nightmare I am that. I just kind of know Oh, yeah, that you've taken an extra salesperson that that will work. Put in now the couple of people in marketing, that'll work. So, it's all very much gut feeling. And yeah, I would say if, if I've got one superpower, that would be it.
For friends, I think there's probably quite a few people that we can relate to relate to what you've just said. And it is only when you get bigger that you start to realise you have to have that kind of structure in place. Isn't it? Yeah, and I think
one of the I think as you get older, which I am now and hopefully wiser you, you've got a much better idea of what you're not good at. Yeah. And actually, I'm not very good at much to be to be honest, I can sell but not much else. But what I am good at is getting lots of good people who are much better at things than I am to do stuff. Hmm. So, I don't really, I don't do that much. I just find other people to do the stuff.
And if they are the right people, it all works.
Yeah. Can you tell us a bit about how you engage your staff and suppliers and suppliers and customers with your mission and purpose?
Yeah, so that is some
that is probably what's changed most in the last two to three years. So initially, the B Corp certification and for some people, Pico is initially I don't think it is now because the world moved on. But at the time it was, it was not that easy for people to understand what it was. I mean, they still don't know what the B stands for, do they, but it's just not a but it's not benefit either, which some people think. But the, the nice thing that's happened over the last two to three years is our kind of B Corp energy and mission is embedded in people. So a lot of the good ideas now come from within rather than being come from me or even the management team. So that's been the best thing that's happened we did that by realizing that doing this stuff top down doesn't work. So, we created five different change groups within the company. And they're tacked on their new rule was no one on the management team was allowed in one of those groups. So, each group had a certain target. We had a couple of environmental ones. People won
governance is one.
No, we didn't actually have that as one of our groups. I mean, that is one of the things but we had we had, we had to, we basically had to for environment, because we felt we were less strong on the on the community one. So that's a governance culture. Yeah, we kind of had that in many ways. We scored highest on that list in the first assessment. So that's and then that's what is what created the ideas then started being generated from within the company, which is far, far more healthy than, you know, it coming from out of management meetings. So, they, they basically tell the management team, what we should be doing. We know obviously, there's some things that come out, you wouldn't want to do, or we would go out of business. If we spent that much money on that. You know, the whole team sales team having Tesla's from Example
no, it wasn't but it could
have been brilliant.
Yeah When I've got one though but
only the three out of four I couldn't afford the s but yeah, so that's really helped. So probably for half our time is a B Corp. The first half was trying to get people to understand what it was and now it's a lot more organic and comes from comes from within the company. terms of suppliers. A lot of I mean food and drink is the biggest sector within beagles in the UK. Yeah, maybe over 30 now food and drink companies in the UK out of 247 I think it is. So, it's a lot of our producers are quite well aligned. Anyway. We had a wonderful supply conference last year. purely focusing on the environment. And honestly, it was one of the best events when I was hosting it. So, it was a fluke, that it was a good event because it just, I got in a load of people who were good at their particular area here, someone from innocence. I'm from orange and green and Ireland. And the whole thing flowed beautifully. And at the end, literally, half the room were in tears. And this is a business event. These things don't normally Why don't they don't happen in my family. I mean, it was not allowed to cry and business things anyway till recently, but some of the timing was perfect. It was after Blue Planet extinction rebellion, just, you know, launched the protests in London in May, May 2019. And it was a profoundly moving experience and it changed our Lot of people's businesses, we made people write pledges at the end of the day, if they could see the bit of paper through their tears, they wrote stuff down. We still got on post it notes in our office actually made them signer, an inflatable globe. And it was, yeah, I'm still getting emails from people who did stuff or planned to do stuff on that day that they've put into their business. A year later, nearly a year later now. To the customers, that's the disappointing one because retailers haven't been aligned at all. They only care about generally only care about the bottom line. It's all about margin. Very little interest in doing the right thing in my experience. It is slowly starting to change. And I've seen a few encouraging signs we won one contract last year, first time ever where they said they were moving business to us. Because of ethical standpoint, went to a couple of meetings of different Co Op groups last year one with Waitrose at the end of the year. And normally you have to go into those and explain what the call was and what triple bottom line businesses were. But they knew that that wasn't happening a year ago. You know, trade shows. We've had the B Corp logo and R stands for since 2015 2016. No one's no more that is it within the last year now. At least 10 people per event, come and say that please, we're before you know it. So, the awareness is growing. I think it will move the current pandemic that we're in, hopefully will change things another step change in the right direction, one would hope. So yes, I'm encouraged about the future but so far, being a backup really has had various missile commercial advantage, but that's not why we did it anyway, we did it because it's the right thing to do. Or you
would have been asked this question. Because I know we were. We became big open to 2015. And they often said, So how? How has become a B Corp? Has it helped your business? I always felt quite bad but gay? No, it hasn't. In fact, I probably have to say I spend more time in sales meetings because I'm explaining what it is, rather than actually explaining what we do. So, I'm almost promoting you rather than promoting us. Is that right? Yeah, I know. But I would say that has definitely shifted. Now. I think that we've even got a we vet all our customers and we've actually got thing doesn't help the vehicle. and nine times out of 10 they say yes, yeah. They said no, don't care.
Yeah. And I'm a big Ambassador with along with various other people. Since probably September, I think, a big shift in September 2019. Since then, I've probably had four or five emails a week from people wanting to find out more about B Corp. Right? And before that it was like one or two a month. So big, big shift, second half of last year. Yeah.
That's brilliant. That's brilliant. And it's and it's only we get stronger again. And see, when it comes to running an ethical and sustainable business, what would you say has been your biggest struggle so far? And can you tell us a bit about how you've overcome it?
What is probably the
the fact that it's disappointment that that retailers aren't buying into this stuff. That's and obviously the sales team. You know, they you get them excited about what we're doing. They are excited about what we're doing. But then they expect their customers to take an interest in it. And they don't at all. So, it's keeping everyone committed saying this is, this is actually the right thing to do. We don't care if other people are taking notice. But I'm convinced, and I think you are too. This is the right thing to be doing. So let's stick with it and stay resilient, and it will make a difference one day and I do see, as I just mentioned, the signs of chutes that actually this this current year, I think could be the year that it does make a difference and the sales team are getting almost welcomed with open arms because of what we're standing for. I think a lot of the poor retailers may go out of business through this current pandemic anyway, which we'll leave the ones that are more aligned Yeah, so this purpose?
Yeah, yeah. Yeah, yeah, I can see, I can see that. It's, you've got to really think on your feet, haven't you? and think outside the box. And just, yeah. It's interesting. I'm just now thinking about the conversations that we're having in our team. And what we're doing. We're coming out with a plan to help kids, two different age groups, pre 10 and post 10 years old environments management teaching courses, so that it gives them something to do at home working with teachers to deliver those. So, we've got we're kind of it won't be within the curriculum, but at least it'll be something that parents can do. Yeah. And it wasn't certainly wasn't my idea. That was the team that came up with it. Yeah, yeah, teacher and bear. Well, why don't we use that skill set to help mums and dads around the country and potentially the world
Some people should probably put kids on their management teams, some companies did them a lot of good.
In Germany, Siemens didn't did a VW I think they did try to one of them did and succeeded failing at the Siemens. And yeah, they've got a teenager, I think
episode Yeah, Google office.
And what if you could offer one piece of advice to our listeners? What did you what could you help them with their purpose? And what would that be?
I think the best thing we did on this was starting those change groups.
And putting the,
the direction of the company in in the people who work for the company. So pretty much every single person we're not that big. There's only 30 of us so nearly everyone was in one of those groups and not only are they better come up with better ideas than I do. But obviously they feel empowered by having a sense of direction to the company. And whilst not everyone probably totally gets be caught, they all get a part of it, you know, they get environmental bits all the people bits, so, which is absolutely fine. So, delegation of the change to the team and getting people to feel involved with change is vital. There's nothing worse than change being imposed upon people with a clue what's going on, which I think is probably the early days of Beco, it was a bit like that when I was saying I was getting all excited about it, and they've a war was going on. But now it's totally turned around and it's almost the other way around if anything.
So, just to recap on your business. You supply smaller shops and companies from boutique mesh, smaller producers, no middleman. So, from an environmental management point of view, what sort of environmental impact have you and have you been able to reduce it?
Yes. So we are fortunate actually, totally unknowingly being a wholesale business is by its very nature is a carbon reducing business because people are buying retailers are buying 50 plus brands, and it's all arriving on one truck rather than 50 fans coming in small vans coming in from 50 different producers. So, the consolidation model, totally coincidentally, is a carbon reducing model, but we want to go further than that. So actually, we had a big change in our business. Last year that the main reason for doing this was to reduce our carbon. It's to almost become not a logistics person. So very simply put, it's less of our stuff goes to hubs in the Midlands now, and more of it goes straight from the warehouse to customers in the south of England. The northern stuff still goes to the Midlands hub. By doing that, and moving the warehouse, closer to the M 25. We reduced it we took off and this is an extraordinary figure and we actually reduce the miles our stuff travels by 1.7 million miles, which is 46% carbon reduction last year, so yes, I'm it's a great start. I didn't know our stuff travelled that far. But now again, it is not it again that it was a tough year last year because that move not for the carbon reserves you know absolutely the right thing to do. And as it happens, this new logistic partner also much better on the people side as well. So, they've just yeah, that's very much more aligned. But we went and horribly wrong I mean, it's a big deal and we had probably 36 double level artists moving the stock from one location to another. It went badly pear shaped we had another two months of hell. This time though. Everyone was totally committed to it. Loads of resilience. tough time we got through it and come out to the other end stronger and the main reason for that we knew we were doing the right thing. Yeah. And you know with quite often you people make the right decision and there is a certain degree of sacrifice and pain that comes with it. When this this is true on a personal level and the business level. But everyone knew why we were doing this thing they absolutely stuck to it work ridiculous hours and got us through the other side. And yeah, we've just have a year end and we're 12 despite August being almost a complete write off because of this Carnage where 12% up for the year in terms of turnover. So, it's we came to the other side and have come out of it. Well,
great. And, and I'm curious to understand, I would imagine you would have run models of what your carbon footprint will be or invite before you did the transition. And then after you did it, are they kind of equal is, are those models do they work? And, yeah, it's
a year and two days ago, so we're actually I've got someone working on data at the moment sound got those fingers. But they've actually joined the six months or, so we've been with them with, they've actually moved more of it from going from the warehouse to the customer. So that there's actually less now going to the hub than there was in August due to some internal changes there. And so, it will be a we expect when we've got the numbers, that it'll be a bigger number than the 40. We're, it's really nice to have.
That's actually really nice to hear. Because Yeah,
and the main, this is a, this is a big, it's a big French company called Joe does, partly owned by SNCF, actually, which is the French mail, but they, the previous partner we wish there was, you know, nothing much smaller business but the main problem we had with them is no blinking data. And you can only do this stuff with some decent data going on, as you know, so it was impossible to measure anything previously is all back of a back of the backpack. Whereas them being a much bigger company have all the good data we need to, to know what we're doing. And now it's making a difference.
Could you share any advice or learning with anyone listening to this podcast that you think that would be a good takeaway for them?
my main thing, and a lot of people
are doing something, but actually secretly wishing they were doing something else. This is a lovely bit. I'm sure you may have heard of this before, but there's a lovely bit of Japanese philosophy called Iki. Guy.
And it's about happiness. And it comes from the it comes to the island of Okinawa which is where there's more people Living to over 100 than anywhere else in the world. So, it's difficult to argue with these guys in terms of the longevity so they say people are at their happiest when they're doing four things and kind of roughly equal measure. One is doing something they love.
Hmm. Secondly doing something they're good at.
And I think a lot of people are probably in that area. Third is doing something getting paid for, which is always helpful. The kids pay the mortgage. But fourth, and this is the one that some people miss out. It's doing something the world needs. And the great thing about being a purpose driven company and a B Corp is we do love what we do with it. We're quite good at it and we get paid but we're doing something the world needs and people think when they think we're doing something for other people is somehow hurts us. Somewhere it's a sacrifice and it's painful. And maybe I'll have less and if I'm giving more stuff away, but actually, the more you give away, the happier you are, the more fulfilled you are. And the better business you have anyway,
its once people understand giving away isn't, that isn't going to make you unhappy. It's actually a good thing to do, and you'll be happier. And you have better people working for you. they'll enjoy it more. And actually, companies that do all this stuff quite often make more profit anyway. Yeah. So that's the joy of it really, isn't it? Giving away more actually means that you have more yourself? Yeah, but some people do to fear probably more than anything else find that very, very difficult to do. And they're the ones that get stuck and end up being miserable people and fear going anywhere, I'm sure There aren't any of those listening.
No. And if there are bets because they want to change, absolutely.
Now you've written you've written a book. Yes. And it'd be great to understand where we could buy that where we could understand more about cots welfare. Obviously, all these links will be on our website.
Yeah. Okay. So first of all, the book is called forces for good.
I wanted to write a book that helped people understand what's being a purpose driven business was, was about and something that all businesses could get stuff from. They didn't have to be a particularly clever business that could be a gardening company or a cleaning company. So, there's lots of examples in there of stuff that businesses are doing to change the world. So, it's broken into the kind of, well initially it was broken into the three sections. Have Biechele people, planet and profit. But then as I was writing it, actually we can't do this unless we change ourselves too. So, the fourth section so actually is I've did chat to john Elkington about this, he came up with a triple bottom line thing anyway. So actually, john, I've changed it. And he wrote the foreword, thank God, but I've actually got four bottom lines, is that okay? The fourth bottom line is yourself. It's that icky guy stuff I've just been told. Yeah. So, the more I go on this journey, the more is actually I need to change I need to get more compassion in my life and humility and all that stuff. And then I can make a bigger difference in the world. So, it's available in on all online booksellers.
Yeah, they've all got it
on Audible as well, which I recorded on my own time, so that was a tough, that was a tough job. That was
really interesting. But you've done that, because I've heard a few people that have and big like, I'm not saying that you're not a big author, but the multimillion panel authors, you've heard some of them say, Yeah, I kind of regret doing it myself. I kind of should have got someone. And I thought that was an interesting thing to hear. And I just have, like, do you do you feel that, or do you feel actually knows all right?
No, I suppose I probably couldn't afford to get an actor to do it. But now, by the time I did that, I finished a book quite a while ago, this printing process is to take a while publishing process. So, it was quite a because it was then I did it quite soon before I launched the book. So, it was quite a good crack. Yeah, right. That did I yeah. So yeah, it was it was a good challenge. But I think I think it adds authenticity, actually. Yeah. It's the author doing Yeah.
Yeah. From a listener’s point of view. Thought it didn't make any difference that not caring what book I was reading, but I was thinking it doesn't matter to me whether you did it or not they think that he couldn't have done it and yeah,
I've had a few emails from people my friends have chosen to listen in that way rather than read the book. One of them was a go on a transatlantic flight is very weird flying over the clouds. Listen to you, Paul.
I can imagine
you Yeah, I got literally got to the runway, we're just taking off or falling asleep.
that's I mean, I wrote the book.
Because it was a good thing to do, but also it to open up other speaking opportunities. So, all stops now due to this current panel. But I do some talking into other businesses and conferences and stuff on the on the back of the book, which is really, really why I wrote it. So, I've got my own website there, Paul Hargreaves, co.uk, and then Cotswold website is Cotswold hyphen, fair FA wire a. co.uk. And if there's any food retailers listening, then obviously we're very happy to supply you.
Brilliant. Brilliant, thank you so much for today. It's been an absolute pleasure having you on and really enjoyable to understand more about you and causal fair.
Thanks for having me.
How's that? Get? Yes.
What's the time? Yeah, you're about right.
42:46Today we've got Paul Hargreaves on from console fair. He is a renowned author. He has been running his business for the last 50 years plus 20 years, I have to do maths on concession we just had. But absolutely fascinating individual running a purpose driven business. There'll be cool. And we got some really good insights into how his business runs and what his business does and the problems that they've had and how they've overcome them. Which I personally think is a really good takeaway. And it's nice to be able to learn from other people's mistakes. Sorry, Paul. That's, yeah, that was brilliant. It was really, really interesting. I hope you enjoy it.