It is often said that people end up in the travel industry more by accident than design and I am no exception.
In 1980 having completed my solicitor finals I was looking for a holiday job prior to starting my articles. Travel sounded like fun, so I applied and was offered a position as a reservations clerk with a package Tour Operator.
After four weeks I was summoned to the MD’s office. That normally meant only one thing – you were fired. To my amazement however, he told me how pleased he was and to show his appreciation he was sending me to Malta for the weekend. But the real reason for my trip was to meet 40 passengers due to travel from Gatwick on Saturday at 11.30am and tell them the flight was now from Luton at 11.30pm.
On the promotion trail
Even in my naivety I realised this was hardly going to go down well with the holidaymakers. I was however assured that the £1.50 compensation (to buy a cup of tea and a cake) would ease the blow.
Well I did meet the passengers and yes, I very nearly got lynched. As stressful as the incident was, it was strangely inspirational. I realised I could still operate professionally outside my comfort zone. I also believed (a belief I still hold true) that a short-term commercial gain at the expense of a company’s good reputation could never be justified in the long term.
Learning to operate outside of my comfort zone proved to be an invaluable lesson and no more so than when my most significant career opportunity presented itself.
Making the right move
In 1991, I had been working at GPT as sales manager in their travel reservations department for four years. GPT was a leading supplier of tour operator reservation systems and the job was one I was really enjoying. Then the Gulf War struck. There was talk of redundancy and of the closure of non-core businesses. There was a general air of uncertainty and depression. I considered my options – look for a new job, or stick it out and see what happened. Neither option felt right. And then it occurred to me why not take this opportunity to approach GPT about a management buyout.
I would like to be able to say that before proceeding I did a comprehensive feasibility study and business plan, but I didn’t. I relied upon my gut feeling and an understanding of the business and its marketplace.
Once the wheels started in motion they moved very quickly. The buyout took just four weeks from start to finish.
Taking risks
At no stage did I have time to worry about the potential risks. I clearly remember all those well meaning people (including my bank manager) who told me that I was mad to start a business in a recession.
That was nearly nine years ago. The business has flourished and the bank manager has now taken to calling me.
I couldn’t write an article such as this without making some reference to the consequences of being female and a mother of two children. Not because I am a feminist (which I am not) but because these two fundamental facts have unquestionably had a very significant influence on my business approach and on my management style.
While I have had very few negative reactions in business to my gender, like most women there have been some.
At the start of my career, I believed I had to act and behave like a man in order make a success of myself.
Using the right management style
I tried to be one of the lads and demonstrated an aggression and single-mindedness that the most hard-bitten misogynist would be proud of. After having children my attitudes changed and my whole style became softer and collaborative rather than confrontational.
And in doing so I found I was becoming more successful, not less. This has given me the confidence to be different which I now believe is an essential ingredient in being successful.
People often say to me that I am lucky (being in the right place at the right time, having a successful business and a wonderful family).
But in the words of Gary Player I find, the harder I practise the luckier I get.
CURRICULUM VITAE
1980: Belle Air Holidays as a reservations clerk taking promotion to administration manager, then to operations manager and finally to assistant general manager.
1986: Operations director for Burnham Marketing, a sales promotion and handling and fulfilment company.
1987: Sales manager for GEC/Plessy Telecommunications, GPT, as product manager in its travel reservations business. Promoted to sales manager then moved into the GPT video-conferencing division as sales manager for southern Europe.
1991: Headed management buyout of GPT and formed the Chauntry Corporation, assuming the position of MD.
1995: Acquisition of viewdata support business from GPT.
1997: Acquisition of the McDonnell Information System Hornet hotels business.
My Top Tips
Be interested in what is happening in your company outside your particular job.
Take risks – learn to operate outside your comfort zone.
Dress smartly – first impressions really do count.
Adopt a positive “can do” approach – after all, nothing is impossible.
Keep work in perspective – it’s only one aspect of your life.