BEING born into the travel industry I suppose you could say that I was destined to take a similar career path to my father.
However, as well as the respect for my father’s achievements, the other driving force behind my career and Bridge the World’s inception was my relentless desire to succeed in business and be my own boss.
As a child I remember my father telephoning the office every morning while we were on holiday, to find out how many bookings had been taken the day before.
Meanwhile the rest of the family would go down to the beach but he always managed to join us in time for pre-lunchtime drinks! From the start, this instilled a very strong work ethic in me.
There are some particular memories from the early days of Bridge the World, when Brian Barton and myself started out in 1989. It was just the two of us plus a secretary in a cramped office in Camden. Every time the number 24 bus went by the window we would dive to pick up the phone to look really busy!
We made sure that there wasn’t a pub in north London where we didn’t leave our business cards. I even got some business from British Gas staff by including my business card in the envelope when I paid the gas bill!
This complete passion to succeed helped us through those early days, despite the recession and the Gulf War, as we scrambled to convert every opportunity into a sale.
Just because you have reached the top of the company you should never stop learning. I’m a member of the TEC organisation which puts managing directors and chief executive officers in touch with each other to discuss topics and issues which affect them and to think strategically about the future development of our companies. Let’s face it, life is one long-learning curve.
I know it is an old cliche but a company’s greatest assets are the people, which is something all managing directors should be constantly reminding themselves. I’m always looking for different ways in which to communicate this throughout the company.
We reward staff who make good suggestions as part of the overall desire to make everyone feel part of the success of Bridge the World. Even the smallest things count.
We’ve recently achieved Investor in People accreditation which means a great deal to me, especially as few of our competitors have it.
Providing a working environment that gets the best out of people and encourages staff to develop themselves is particularly important. I firmly believe that people work much better if they feel that they are making personal progress.
For example, our current IT/Systems Manager started off his career at Bridge the World as a travel consultant and showed a particular aptitude for technology. It became clear that this was important to him and it was how he saw his career developing, so we enabled him to receive training so that moving into his current role was a natural progression.
And from the company’s point of view, we have someone in this very important role who knows the company inside and out, including what it’s like to work on the ‘front line’. It’s a win-win situation all round.
To get the best out of people they must be able to work in a fun, energetic, yet professional environment. If you don’t get this balance right things can start to go wrong.
I remember before I worked in travel I was temping for an agency, shifting furniture, but the company culture was very much nine to five. It was a sterile environment which made people want to get out of the door as soon as possible. This felt very alien to me, and I vowed that any company of mine would be run differently.
At Bridge the World we all make a point of getting together at the end of a long day for a chat over a drink in the Man and the Moon pub down the road. Some say it’s our second office, which I don’t see as a bad thing.
These discussions are invaluable as people relax more out of the office environment and are prepared to give you a totally honest point of view.
1984: Trailfinders. Positions include, trainee travel consultant, senior travel consultant, supervisor, assistant sales manager.
1989: Set up Bridge the World with Brian Barton.
1990: By the end of its first year, Bridge the World had eight staff and a turnover of £1.4m. The next two years saw the operation expand to 24 staff and the company published its first brochure offering worldwide flights, hotels and tours. Turnover grew to £8m.
1999: Today Bridge the World offers the full spectrum of services from discounted flights and adventure travel to tailor-made holidays and now carries over 60,000 passengers a year.
Bridge the World has offices in Camden and the West End, 130 staff and a turnover last financial year of £35m plus.
TABLE: 1984: Trailfinders. Positions include, trainee travel consultant, senior travel consultant, supervisor, assistant sales manager.
1989: Set up Bridge the World with Brian Barton.
1990: By the end of its first year, Bridge the World had eight staff and a turnover of £1.4m. The next two years saw the operation expand to 24 staff and the company published its first brochure offering worldwide flights, hotels and tours. Turnover grew to £8m.
1999: Today Bridge the World offers the full spectrum of services from discounted flights and adventure travel to tailor-made holidays and now carries over 60,000 passengers a year.
Bridge the World has offices in Camden and the West End, 130 staff and a turnover last financial year of £35m plus.
1984: Trailfinders. Positions include, trainee travel consultant, senior travel consultant, supervisor, assistant sales manager.
1989: Set up Bridge the World with Brian Barton.
1990: By the end of its first year, Bridge the World had eight staff and a turnover of £1.4m. The next two years saw the operation expand to 24 staff and the company published its first brochure offering worldwide flights, hotels and tours. Turnover grew to £8m.
1999: Today Bridge the World offers the full spectrum of services from discounted flights and adventure travel to tailor-made holidays and now carries over 60,000 passengers a year.
Bridge the World has offices in Camden and the West End, 130 staff and a turnover last financial year of £35m plus.
l Always make sure that you and your staff attend trade events, there is nothing worse than no-shows.
l Always keep a bowl of Smarties on your desk.
l Never go to a business meeting without your sense of humour (and your business cards).
l Make sure that you share out the perks of the job among your staff.
l Personally thank your staff for a job well done.