News & Events

​​​​​Name: Emma WhightRole: Consultant, Garden CentresJoined MorePeople: April 2025​​​​​​1.Describe your job in three words: Challenging, rewarding and motivating2.What’s the coolest thing you’re working on right now? A fashion department manager role3.Which famous person would you love to meet? Jennifer Anniston4.Favourite drink? Schweppes lemonade5.Best holiday destination so far? Marrakesh6.What are you currently reading? Heartless by Elsie Silver7.Current favourite song? Silver Springs by Fleetwood Mac8.If you weren’t a recruiter, what would you be? In retail9.If you had to watch only one TV show/film over and over forever, which one would it be? The Mask - Jim Carrey10.What’s your biggest claim to fame? I was in a magazine and on a TV show once11.Where were you born? Peterborough12.What’s your proudest moment? Buying my first house at 2213.Dogs or Cats? Both! I can't decide14.Which football team do you support? Manchester City just like my dad15.What skill do you wish you possess? To speak another language16.What’s your guilty pleasure? Binge watching reality TV17.What did you want to be when you were a kid? A vet18.What three things are you taking to a deserted island? Food, water....a boat?19.Do you have any phobias? Large crowds and public speaking20.Where are you next going on holiday? Morocco, Agadir21.What’s your least favourite household chore? Hanging up washing22.Describe MorePeople in three words: Supportive, motivating and fun23.What do you love most about your sector? The lovely people I get to speak with every day24.Who inspires you? My family, all of them!25.What is the worst job you ever had? Working at Halfords... on the plus side I learnt how to fit my car battery, bulbs and wiper blades and can confidently build a bike from parts in a box!

​At MorePeople, we’ve always believed that the best conversations happen when people come together in the right environment — and our recent Garden Retail Dinner, part of the MorePeople Executive Networking Club, was a great example of that. Held in a relaxed and informal setting, the dinner brought together senior leaders, directors, and decision-makers from across the garden retail sector. From large national retailers to independent centres, it was a really good mix of people who all share a genuine passion for the industry and a desire to see it thrive. It wasn’t about speeches or presentations — just good food, a great atmosphere, and space for real conversations. ​Real Conversations, Real ValueThe value of the evening really came through in the conversations that took place. People were open, honest, and willing to share — not just about what’s going well, but about the challenges too. Topics ranged from trading performance and shifting customer expectations to bigger-picture themes like recruitment, sustainability, and succession planning. One part of the discussion that stood out focused on how senior teams manage internal disagreements and stay aligned during periods of change — something a lot of attendees recognised in their own businesses. It sparked some really thoughtful discussion around communication, leadership styles, and how to build trust within a team. There was also a strong theme around leadership development and planning for the future. Many businesses are going through transition or thinking ahead to the next generation, and there was clear agreement that investing in people — at all levels — is essential. ​Why We Host These DinnersWhat really made the evening special was the openness in the room. There’s huge value in being able to talk with peers in a non-competitive, supportive setting — especially when the challenges are shared across the sector. As one guest put it: “It’s rare to have the chance to talk so freely with peers in a non-competitive, supportive environment — it makes a real difference.” That sense of openness, honesty and mutual respect is what the Executive Networking Club is all about. ​Looking AheadWe’re already planning the next dinner, and we’re keen to keep these conversations going. If you’re in a senior role in garden retail (or in the wider horticulture or retail space) and would like to come along to a future event, we’d love to hear from you. Thanks again to everyone who joined us — we’re proud to be helping grow not just careers, but real connections across the industry. ​

​As a recruiter specialising in the horticulture and garden products sector, I’ve seen my fair share of “no” from clients.One of the most common and frustrating objections I get is, “We need a salesperson, not a buyer,” after I’ve submitted a candidate with a background in buying for a sales-focused role. But here is my argument: buyers can make exceptional salespeople. And in many cases, they are exactly what your business needs.Here’s why it’s time to rethink how we view transferable skills between buying and sales, especially in the horticulture and garden retail sectors.1. Buyers Understand the Customer, Because They Are the CustomerBuyers know exactly what it's like to sit across the table from a salesperson. They’ve seen the good, the bad, and the irrelevant pitches. That means they know what messages resonate, what makes someone trustworthy and what turns a maybe into a yes. They’ve been on the receiving end of countless sales calls and presentations. So, when they step into a sales role themselves, they already understand what a buyer wants to hear, because they've lived it.2. They’re Natural NegotiatorsNegotiation is a core part of a buyer’s role. Pricing, delivery terms, volume deals, margins, and rebates. If someone has successfully managed supplier relationships, dealt with price increases, and fought for the best deal on behalf of their business, they’ve got the sales muscle you’re looking for. The only difference is which side of the table they’re on.3. Deep Industry Knowledge​Especially in horticulture, garden retail, and seasonal products, understanding the market is everything. Trends shift with the seasons, timing is critical, and relationships matter. A buyer already knows what sells and when. They have a solid understanding of what the end consumer expects and which products work across different channels and regions. This kind of embedded market insight can take years for someone from outside the industry to learn. A buyer brings it on day one.4. They Think Like the CustomerMany salespeople are trained to sell products. Buyers think in categories. That difference can be transformational when it comes to account management and long-term client partnerships. A buyer-turned-salesperson is more likely to approach clients with solutions, not just numbers. They’re strategic, not transactional.The biggest barrier for most clients is mindset, not skillset. Sales hiring has traditionally been shaped by titles and linear career paths. But as talent shortages grow and customer expectations evolve, businesses need to start hiring for potential and perspective, not just past job descriptions.When companies are open-minded enough to give a buyer a shot in a sales role, the results are often surprising. We see quicker ramp-up times due to industry familiarity, stronger customer relationships due to years of insight and empathy, and there is an already established trust from retailers who respect the buyer’s background.If you're struggling to find great sales talent in the garden and horticulture space, it may be time to look sideways in the supply chain, not backwards. Buyers bring strategic thinking, product expertise, and real-world customer insight and experience to the table. And when they make the leap to sales, they tend to do extremely well. So next time a recruiter (like me!) puts a buyer forward for a sales role, don't say no too fast. You might be looking at your next Sales Person of the Year. If you are in the market for salespeople or buyers, get in touch!Rae Goss | Senior Recruitment Consultant

​From Fresh Produce to Boardrooms: Mark Harpham’s Journey and the Rise of the Non-Exec DirectorIn this episode of TheMorePeople Podcast, Managing Director Richard Hanwell sits down with Mark Harpham, a seasoned leader in the fresh produce sector, to explore his remarkable career, the evolution of the food supply chain, and why stepping into a non-executive director (NED) role after retirement was one of the best decisions he’s made. From Spalding to Spitalfields – A Career BeginsBorn and bred in Spalding, Mark Harpham’s career began with a simple connection: his father, a farmer who later worked at Geest. After completing a French and Business degree, Mark reached out directly to the MD of Geest’s London office, expressing interest in a role that would allow him to use his language skills.A spontaneous interview (conducted entirely in French over drinks!) led to a job offer and the start of a career that would span multiple decades, businesses, and boardrooms.“It was as simple as that, really – it’s like falling off a stone,” Mark recalled. A Golden Era of Collaboration – And Then a ShiftMark spent several decades in the produce industry, witnessing first-hand a "sweet spot" between the 1980s and early 2000s where collaboration between importers, retailers, growers, and exporters flourished. Margins were healthy, partnerships were productive, and the entire supply chain seemed to thrive.But things changed. Following the 2008 financial crash, the rise of discounters like Aldi and Lidl shook up consumer behaviour and intensified pressure on suppliers. Retailers responded by tightening margins and becoming more aggressive with pricing.“Margins reduced dramatically, and that pressure went all the way down the chain,” Mark explained.Yet, he believes this shift had a silver lining - it forced businesses to become leaner, more efficient, and more focused on delivering genuine value. Partnerships, Not Just ProductsDespite the tougher commercial landscape, Mark believes strong relationships with retailers are still possible, but only for those who understand how to add value rather than cost.The real opportunity, he says, lies in vertical integration: controlling more of the supply chain, from varietal development and breeding all the way through to final delivery into supermarket depots. This not only differentiates businesses but also makes them more appealing to retailers and consumers alike.“It’s about having a USP, a unique selling point, and proving that what you do genuinely adds value, not cost.” Life After Exec: Becoming a Non-Exec DirectorAfter selling his business and stepping away from full-time work in 2018, Mark didn’t anticipate returning to the boardroom, but a call from a former colleague changed that.He was invited by a private equity firm to conduct commercial due diligence on a business in their portfolio. That soon led to a formal NED appointment, representing the investors on the board.Since then, Mark has embraced the unique value that NEDs bring: offering calm, strategic guidance without getting caught up in day-to-day operations.“It’s a massive change from being an exec. As a non-exec, you’re not involved in the daily noise. You get to step back, see the big picture, and offer insight with less emotion and more objectivity.” Why Non-Exec Directors Matter More Than EverIn today’s fast-moving, cost-sensitive environment, the right non-exec can help guide a business through challenges, growth phases, or structural changes. Mark works around four days a month in his NED role, with flexibility depending on business needs. Remote meetings, mentoring, and regular touchpoints keep him closely involved without the stress of operational leadership.“If we’d had a non-exec when I was running the business, knowing what I know now I’d absolutely have brought one in.” The Takeaway: Experience Has Lasting ValueMark’s journey highlights the enduring value of experience, not just in strategy and supply chain management, but in the calm, steady leadership that experienced professionals can bring post-retirement. Whether you're a business looking to bring in a NED, or a leader considering the next chapter of your career, his story shows the potential for a win-win.“There’s no shortcut to experience. But if you’ve got it, there’s still huge value you can offer.”​

Let me introduce myself as a 25-year-old marketing assistant who spends far too much time on TikTok. Yet all of this scrolling, combined with being immersed in a recruitment business operating within the food and drink industry, has got me thinking. What is it that makes food brands go viral?Whether it's ‘my eyes eat first’ or just the creative appreciation of food advertising, lunchtime strolls into Marks and Spencer have slowly formed an addiction to picking up trending items and giving them a review myself. It started over Easter with the launch of their themed hot cross buns and speckled egg cookies, with the retailer selling 142,000 packs of cookies over easter weekend. Whilst both of these sweet treats scored high on my ranking, we know it is more than good taste.Is this just good luck? Or smart branding?But what makes the food go viral before people have even tasted it? And how can brands consistently capture that kind of attention on social media? It starts with building the hype. A couple of weeks before the launch drop, we see sneak peeks from M&S bakery, using trending audio with coming soon clips. They leave us with just enough information to get excited and keep our eyes and noses out in the store. Consumers then learn about location drops, limited edition features and seasonal launches. “I don’t know how long they will be in store for!” “Every time I visit my local branch, they are not there!”. Soon enough, you’re faced with the lime green sticker saying, ‘We will be back soon!”… just enough teasing to make you return one more time. The pre-launch exposure on social media is a clever tactic. Consumers are already familiar with the packaging and appearance, we know what we are looking for and where to find it. M&S branches have already shown us on TikTok what section of the supermarket the item will be located in, all we need to do is find it.With over 1 billion active users, TikTok has become the number one influencer platform, successfully turning a desirable product into a must-have item. It has produced so much hype and demand that as soon as we see the item, we are ready to pounce. Having watched video after video about the viral food products, and learning about how it tastes, smells, and (if you are into ASMR, sounds), we’ve actually experienced the product through the eyes or screen of somebody else.Millions of likes and views are spread across food review videos, from What I Eat in a Day (WIEIAD) or wacky food combinations. It’s clever, by partnering with brands to promote certain products, food brands will target the most successful content creators to review their products, and influence others to see why it is a must-have.  Packaging as clickbaitPackaging design is a key component of viral trends, as we touched on earlier. But when you think about it, packaging is evolving to be “social first”. M&S hit the nail on the head with appealing to the influencer generation in terms of design. From hip typography and Gen Z language, to bold and playful packaging, they’ve tuned into their audience (arguably a shift from an older target audience to a younger one) and it is proving once again why every item from its food hall is desirable. It seems to be a recipe of strategic hype-building, FYP competition and a sprinkle of the fear of missing out (FOMO). We’ve learnt that products need to be influencer-ready before shelf-ready. Retailers are no longer just selling products; they are selling experiences that can go viral, or instantly flop. It’s a tough game. Getting the balance right is crucial, which is something that M&S have absolutely nailed. Product and content go hand in hand, and whilst taste is super important, it is the desire and psychological tricks, originating from social media platforms, that are the real revenue generators. Colin the Caterpillar and The Big Daddy may be taking a back seat, but for now, I’ll keep scrolling and running to the M&S food hall, every other day.  

​Having worked in recruitment for a few years now, I’ve witnessed some significant shifts in the employment market, particularly across food, fresh produce, agriculture, and horticulture. Trends in retention, work-life balance and culture are evolving rapidly, and these changes are influencing how people think about their career movements.From countless conversations with candidates and clients, alongside insights from our previous MorePeople Salary Surveys, it’s clear that work-life balance and company culture are becoming top motivators and sometimes even more important than salary when people consider a career move. Earlier this year, I attended an Employment Law briefing that outlined some of the key recruitment challenges employers are facing today. One trend stands out: flexibility has overtaken salary as the top motivator. In fact:66% of candidates say they would choose flexibility or work-life balance over a pay rise.In our 2023 Salary Survey, one of the top-voted benefits across these sectors was: Flexible Working at 35%Flexible working expectations are a daily topic of conversation, even in sectors traditionally rooted in full-time, on-site roles. This is especially true in seasonal environments like food and fresh produce, where the pressure is relentless. To retain talent, businesses are having to adapt and provide more than just a competitive salary. A culture that supports and understands work-life balance can foster far more than just happier employees."Hybrid working and other perks are as important as salary increases to buffer against inflation. Trust from employees to work remotely is very important” (MorePeople Salary Survey 2023)One of the most meaningful conversations I’ve had recently was with a candidate who I asked:"If you could change one thing about your current job, what would it be and why?" On paper, they had no obvious reason to leave their job. There was no major conflict, and things were going well. But they shared a growing realisation that work was on their mind almost 24/7, often interfering with their personal life. They didn’t feel comfortable speaking up in case it made them seem uncommitted or not a team player.This question opened up an honest and revealing conversation. It was a reminder that sometimes, people don’t leave for purely negative reasons, but they leave because, in high-pressure jobs, people often go into survival mode, where they just keep going out of habit. It’s only when something tips them over (health issues, family strain, burnout) that they consider pushing back or leaving.That’s why asking, "If you could change one thing about your current job..." is such a powerful tool for leaders and managers. It creates space for honest reflection, uncovers silent frustrations, and gives both sides the chance to act before things escalate. It's a simple question, but it opens the door to understanding what’s really going on beneath the surface. In fast-paced, margin-tight industries like fresh produce and FMCG, it’s easy for both employers and employees to get caught in the cycle of just getting things done. But long tenure and solid performance don’t always equal long-term engagement.So, what can employers do?Check in and identify what might be missing in someone’s current roleStart honest conversations before people feel stuck and their only option is to leaveAsk questions that go beyond performance reviews like: “If you could change one thing…”Create a culture where it’s safe to speak upReview and refresh optionsEmployers who take the time to listen, support flexibility, and build a culture where people feel safe to speak up will be the ones who keep their best talent. Sometimes, all it takes is a simple question to keep someone engaged and committed.

​From Garden Passion to Seed Innovation: David Coop's Journey into Horticultural ExcellenceAt MorePeople, we love sharing stories that inspire, inform, and showcase the real people behind the food and horticulture sectors. In a recent episode of TheMorePeople Podcast, our host Andrew Fitzmaurice caught up with David Coop, Managing Director at Elsoms, for a fascinating dive into his career journey - from a love of gardening to leading one of the most impactful businesses in the seed world. From Baby Bio to Bayer – An Unusual StartDavid’s story is a brilliant example of curiosity and initiative opening unexpected doors. After studying biology at Bangor University and beginning a PhD at Lancaster, David quickly realised that lab research wasn’t where his passion lay. It was in explaining the science, not conducting it.So, what next? With no connections in horticulture, David simply picked up a bottle of Baby Bio in his parents’ DIY shop and called the customer service number on the label. That bold move led him to a role at PBI, the makers of Baby Bio, answering consumer queries. It was a moment of serendipity that would shape his career. A Career Rooted in Horticulture and Technical ExpertiseThat first step led to roles with Bayer, where he spent 13 years and even worked in the U.S. as a portfolio manager. On returning to the UK, David joined Westland as Head of Technical before finally moving to Elsoms, where MorePeople helped place him eight years ago.Since then, he’s taken on a variety of roles at Elsoms, including Director of R&D, Sales, and Marketing, gaining a unique perspective across the business. Unsung Heroes of the Food ChainAs Andrew highlighted during the podcast, many of the businesses we work with are the unsung heroes of the food industry. Most people don’t think about where their carrots, onions, or beetroot come from, but Elsoms plays a central role in that journey. From seed to shelf, Elsoms supplies high-quality seed to UK growers, delivering reliable, consistent performance year after year.David explained that this success isn’t just luck - it’s the result of decades of breeding, selecting, and refining. Take "Nairobi", a carrot variety that has been the market leader for 30 years. Behind that success is meticulous work, advanced breeding programmes, and a commitment to quality. The Long Game of Plant BreedingOne of the most eye-opening parts of the conversation was the scale and time involved in creating new plant varieties.Elsoms produces over 100,000 new individual varieties annually and only a tiny fraction make it to trial. From those trials, even fewer make it to market. For biennial plants like parsnips, it can take up to 14 years to develop a new parent line. The investment in time, money, and resources is enormous. And sometimes, that investment leads to zero commercial return.But that’s part of the journey. As David put it, "You’re creating a lot of diversity with a goal in mind. Then it’s about sifting through that diversity to find the magic." What Makes a Great Variety?Breeding isn’t just about flavour - though that matters too. A new vegetable variety needs to:Perform well for growers with strong yieldsBe reliable across different seasons and weatherMeet retailer specs for size, shape, and appearanceStore and pack wellDeliver good taste and texture to the consumerEach one of these traits becomes a breeding goal and juggling them all is what makes the process so complex. A Passion for Plants – and PeopleBeyond the science, David is passionate about sharing knowledge. He’s been giving gardening talks since he was 23 and still loves demystifying the seed journey for growers, retailers, and consumers alike. Whether hosting open days or speaking at events, he champions the work it takes to bring a humble carrot to your plate. The TakeawayThis podcast episode is a brilliant reminder that behind every bite we take is a huge chain of innovation, dedication, and long-term vision. From a biology student with a passion for gardening to the MD of a leading seed business, David Coop’s story is a lesson in perseverance, curiosity, and making your own opportunities.If you're interested in the world of agriculture, horticulture, or just love a good career story this episode is a must-listen.​​​

​Each year, the MorePeople conference explores powerful themes relating to both the development of our team and the business as a whole. In 2023, we explored Growth, in 2024, it was Maturity, and this year, we took it to the next level, Scalability. Imagine your typical work conference. A structured day, hand out slides, refreshments, and you go home feeling brain-fried and wonder if you retained any of the information.This couldn’t be any different from our conference. Hosted at the beautiful venue, the William Cecil in Stamford, the day was packed with energy, motivation, vibrancy and excitement. We really took the festival theme to new heights with branded T-shirts, lanyards, bunting, giant deckchairs, and yes, even our very own Sax player, DJ and fire breather! (I know!) But what we are great at here is creating an engaging atmosphere, combined with motivational content, meaning everyone became engrossed with the topics, and can question, where do I fit into this expansion? Where do I see myself in 5 years? We can all grow together.Managing Director, Richard Hanwell and CEO, Andrew Fitzmaurice, kickstart the conference by reflecting on how the business has scaled and plans for the future. Watching the growth our our desks since 2021, especially the Agriculture and Horticulture teams, leading to the birth of the garden centre desk, was eye-opening. You can’t imagine MorePeople without these desks now! Cogs were turning whilst we discussed sectors on our fingertips that we could delve into, and how this expansion could impact the MorePeople Team.It was time to welcome the Founder of MuchClearer and the incredible Executive Coach, Sean Sankey. Sean has been part of our MorePeople conferences for three years running now, and what an influential addition he has been! After some introductory activities (including someone winning some Represent merch, you know who you are), Sean started with analysing the levers for scaling. We discussed this from a company perspective, viewing the 5 levels to scale a service-based business, and where this sits within the vision of MorePeople. Everyone loves a personality test, right? Sean introduced us to the GC Index, allowing us to visually see how our obsession, imagination, action and pragmatism align into our own drives. This identification flowed nicely into how, as individuals, we can scale up too. We learnt that it's not just about identifying these points and saying right, I need to improve all of these instantly. Progression comes incrementally, one step at a time. Identify your first point of improvement, and continuously work towards this. Set your goals, keep yourself accountable, and be realistic!​You’ve all heard of 75 Hard, let me introduce you to Focus 5050 days before the conference, we all committed to becoming the best version of ourselves, with one focus point in mind. For me, I was assigned personal branding. If we take this as an example, I outlined what I wanted my personal brand to be – whether it be internally in the office, what people think of me, my characteristics, as well as how I create an online presence. Now it was time to hit the gas, in the mindset of a £1m biller and think, what would they do? It's not just identifying what you want to do, let's hold ourselves accountable for 50 days and make an impact, and share what we learnt along the way.The focus 50 session allowed us to all share our journeys on the different topics. Whether it be building rapport, taking references, post-placement care or intel gathering. We were all prepared to present, and we pulled names out of a hat to dictate who would take the mic. One of Sean’s points from Focus 50 that really resonated with me was ‘be cool with managing liabilities’. Improvement doesn’t happen overnight. Consistency, even small increments every day, is how to start and maintain improvement. You must be ok with failure sometimes! It is how you learn. So get up and try again. A peek behind...This was a really insightful session, where we heard from Associate Director Tom Edmondson-Matthews, Divisional Manager Lucy Renner and Senior Recruitment Consultant Felicity Mitchell. Three completely different journeys and routes into recruitment, but a really inspiring talk from them all. From imposter syndrome, honest failures, jumping teams and location moves, things weren’t initially a smooth journey to success. It's great for us to be vulnerable and share our ups and downs; we are all human after all. ​Stories of scaleDuring this session, Sean provided valuable context behind his ideas for scalability. He shared real-life case studies of businesses that started from humble beginnings, demonstrating how setting a clear vision, driving performance, and consistently generating ideas, paired with sustained action, is the true formula for scaling. With proof!The ideas for scalability and progression have left everyone motivated and full of desire. But Sean now pulls us into the present, allowing some reflection time to assess how we can fit into this plan. He asked us three questions: What do I really want? What do I actually want? And what should my team be aiming for?We discussed in our closer teams what our priorities are in order to keep scaling, and what we have learnt from other people over the last few months. We also made commitments for the future, to emphasise that scalability is about sustained action, whilst seeking the support you need to succeed. A final thoughtWhat really stood out at the MorePeople conference was how refreshingly grounded it felt. It's easy for events like these to focus solely on progression and ambition, but often they miss the mark when it comes to helping you see where you fit into that bigger picture. This wasn’t the case here. Whilst there is so much to celebrate within the business, Sean, Rich and Andy kept bringing it back down to the team involved, and the dedication to scaling the team to be the best it really can be. It was a thoroughly engaging conference, with so much fun, realism and a genuine desire to better its staff. A huge thank you goes out to Sean for his motivating content, structure and presence throughout the day. Another huge thank you to Rich, Charlotte, Nat and Andy, whose hard work and dedication made the event not only possible, but truly memorable.If that has left you hungry to join a thriving recruitment team with a great culture, let's talk! Click below to get started.​Work for us​