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​From Garden Centres to Greenfingers: A Conversation with Boyd Douglas-DaviesIn the latest episode of TheMorePeople Podcast, host Andrew Fitzmaurice sits down with one of horticulture’s most passionate and experienced figures: Boyd Douglas-Davies. With a career spanning over four decades and a resume that includes leadership roles at Hillview, Webbs, and British Garden Centres, Boyd brings a unique, richly layered perspective on the evolution of garden retail and its future. A Career Cultivated Over TimeBoyd’s roots run deep in the garden centre industry. From his early days at Webbs of Wychbold, where he spent 20 years, to founding Hillview Garden Centres and expanding it to 11 locations, he’s seen the industry transform firsthand. His journey also includes time on the HTA board, serving three years as President and currently, he leads The Boyd Partnership, offering consultancy and non-executive support across the horticultural sector.Now, as Chair of the Environmental Horticulture Group (EHG), Boyd is working to unite key industry organisations to amplify the sector's voice to government, making the case for the critical role plants and gardening play in health, wellbeing, and the environment. The Evolution of Garden CentresOne of the most compelling themes from the conversation is how garden centres have transformed from seasonal, plant-focused stores to year-round lifestyle destinations.“We used to hunker down outside of the spring season,” Boyd recalls. “Now garden centres are 363-day-a-year businesses. People even shop online on Christmas Day.”Though some purists worry garden centres are “less about plants,” Boyd argues that diversification has strengthened the industry. Offering food, events, homewares, and experiences actually brings in new customers who might discover a love for gardening simply by walking through the plant section on their way to the café.“There’s a danger they might just pick up a plant,” he jokes. “And that’s the opportunity.” Leadership Lessons from the TopManaging a garden centre is no small feat. From plant procurement and seasonal merchandising to restaurant operations and weather forecasting, leaders in this space wear many hats. Boyd credits his success at Hillview to building a team of capable, confident colleagues who weren't afraid to challenge him.His metaphor for leadership?“I’m the train driver. I need people keeping the tracks clear, fuelling the engine, and making sure we don’t derail. When the route gets narrow, we slow down - but we always move forward together.”That ethos lives on in his consultancy work today, helping garden centre teams balance creativity with operational discipline. Greenfingers: Gardening with HeartTowards the end of the episode, Boyd speaks movingly about his new role as Chair of Greenfingers, a charity that creates therapeutic gardens at children’s hospices. It’s a cause that beautifully bridges his professional passion and personal values.“The garden might give a child just a few moments of joy, but for the families and carers, it creates a lifetime of memories.”With its 25th anniversary this year, Greenfingers continues to make a meaningful difference thanks to generous support from the garden industry and beyond. Final ThoughtsBoyd’s advice to anyone in horticultural retail? Be open to change. Be bold. Surround yourself with great people. And always ask, what more can we do for tomorrow than we did yesterday?“If you can’t do better tomorrow than yesterday, don’t bother coming in.”​​

​As a recruitment specialist in operational roles within the food and agricultural industries, I hear every day how sustainability is shaping business decisions. Packaging plays a crucial role in this transformation, with companies striving to balance environmental responsibility, cost-effectiveness, and practicality. But when it comes to sustainability, is the debate as simple as 'cardboard good, plastic bad'?Corporate Social Responsibility and Packaging ChoicesMore businesses are prioritising Corporate Social Responsibility (CSR), making sustainability a key part of their operations. Consumers demand greener choices, and regulatory pressures push companies to adopt more environmentally friendly packaging solutions. However, the reality of sustainable packaging is more complex than it seems.Recent discussions in the food industry highlight that packaging is often seen as the main sustainability issue, but in reality, it is just a small part of a larger problem. For instance, in meat processing, plastic packaging contributes to less than 1% of a beef pack’s carbon footprint. This suggests that broader operational efficiencies—including energy consumption and waste reduction—play a far more significant role in achieving sustainability goals. In the UK, food retail generates substantial plastic waste, particularly from processed foods, highlighting the need for systemic change beyond packaging materials. Some retailers have launched refill stations and introduced lightweight packaging to cut down on plastic use, while others are investing in closed-loop recycling systems to improve material recovery.The Cardboard vs. Plastic DebateCardboard is widely seen as the more sustainable choice, but perception doesn’t always match reality. While it is biodegradable and often made from recycled materials, it isn’t always as easily recyclable as people assume. Factors like food contamination and the need for mixed materials (such as waterproof coatings) can reduce its recyclability. Similarly, Glass has a reputation of recyclability but actually has a relatively high environmental footprint due to energy-intensive production and transportation. Interestingly, countries like Germany have higher recycling rates for cardboard and glass due to robust collection systems, offering a potential model for the UK.On the other hand, plastic has a bad reputation due to pollution and single-use waste. However, when properly recycled, certain plastics can be reused up to nine times, making them a viable sustainable option. Innovations in biodegradable and compostable plastics also offer potential solutions to the waste crisis. Furthermore, focusing solely on reducing plastic use may overlook the more significant impact of improving the entire production line's sustainability. Learning from countries such as the Netherlands, where plastic recycling and circular economy initiatives are strong, could help the UK improve its approach. Dutch policies promoting deposit return schemes and extended producer responsibility (EPR) programs have successfully boosted recycling rates and reduced waste.Perception vs. Reality: Finding a Balanced ApproachThe key takeaway is that no single packaging material is a perfect solution. Businesses in the food and agricultural industries must weigh up factors like supply chain efficiency, cost, durability, and true recyclability when making packaging decisions. Investing in better recycling infrastructure, promoting reuse initiatives, and educating consumers on responsible disposal can make a significant impact. Moreover, addressing sustainability beyond packaging—such as reducing food waste, improving processing methods, and optimising energy use—can have a more profound effect on environmental responsibility.As sustainability continues to drive industry trends, operational roles will be crucial in implementing practical, eco-friendly packaging solutions. Where do you stand on the packaging debate? Let’s start a conversation.

​The UK's wine industry has been on an impressive journey over the past decade, with vineyard acreage doubling and English wines earning international coverage. However, 2024 has thrown a curveball, presenting challenges that have tested even the most experienced viticulturists. One vineyard owner, with over 23 years under his belt, described this year's harvest as "the most difficult he has ever encountered." The relentless wet weather led to significant crop losses, with some regions reporting up to a 70% reduction in yields. This damp climate created a perfect storm for diseases like downy mildew and grey mould. Fred Langdale, vineyard director at Exton Park in Hampshire, shared his struggles, noting substantial losses due to downy mildew. Provisional data from WineGB indicates that wine production volumes have plummeted to an estimated 6-7 million bottles in 2024, a dramatic drop from the 21.6 million bottles produced in 2023. Economic factors have added to the industry's struggles. Rising interest rates and inflation have driven up production costs, leading to higher prices for consumers. Industry experts warn that these financial pressures, coupled with tax hikes, may result in increased prices and fewer choices for wine enthusiasts. Despite these hurdles, the UK's wine industry remains resilient. Innovations in viticulture practices and strategic investments are being explored to combat the impacts of climate change and economic fluctuations. However, the current landscape suggests that smaller producers may face significant challenges, potentially leading to industry consolidation as a survival strategy. The future of UK viticulture will depend on its ability to adapt to these evolving challenges while preserving the quality and uniqueness that have earned it global recognition.I spent a lot of time recruiting within viticulture, therefore it is paramount that I understand the struggles this industry is facing, and how it can affect recruitment. If you’d be interested in discussing your thoughts on the horticulture sector, or specifically within Viticulture, please get in touch! Kieran | kieran@morepeople.co.uk | 01780 480 530Data sourced from Wine GB and Decanter. 

​As a recruitment specialist in the food sector, I regularly speak with businesses navigating economic challenges. One of the most pressing issues right now is the increase in National Insurance contributions and the rising minimum wage. While these changes aim to support employees and government funding, they place additional financial strain on businesses—particularly those in the food industry, which already operates on tight margins.For Operations leaders within food businesses, these rising costs present a unique set of challenges. Managing workforce efficiency, supply chain stability, and overall operational effectiveness will be critical in ensuring businesses can remain competitive without compromising on quality or serviceHow Are Food Businesses Managing the Cost Increases?Food businesses, from producers to retailers, are facing difficult decisions to absorb the extra costs associated with rising National Insurance contributions. Many are taking a combination of approaches, with a particular focus on operational efficiencies:Price Increases – One of the most immediate ways to counterbalance the cost is by increasing product prices. However, this is a delicate balance, as consumer spending is already stretched due to the overall cost of living crisis.Operational Efficiencies & Lean Practices – Many businesses are implementing lean manufacturing principles, optimising production lines, and reviewing logistics to reduce waste, enhance efficiency, and manage overhead costs. This can include automating key processes to reduce labour reliance and streamline production.Workforce Adjustments & Retention Strategies – Labour is a significant cost for food businesses. Some companies are restructuring shifts, cross-training employees to enhance flexibility, and adopting workforce planning strategies to maximise productivity without increasing headcount. Retaining experienced staff through competitive benefits and a strong workplace culture is also a priority.Supply Chain Resilience – Operations teams are renegotiating supplier contracts, sourcing alternative ingredients, and optimising procurement strategies to mitigate cost pressures. Diversifying suppliers and enhancing logistics efficiency are also key areas of focusTechnology Investments – Many food manufacturers and distributors are exploring automation, robotics, and digital tracking systems to reduce operational costs. These investments help improve quality control, reduce human error, and ultimately drive greater efficiency.There has also been an increase in companies turning to automation to manage rising costs in the industry. With labour shortages higher wages, and the National Insurance changes in the UK, companies are investing in robotics, AI, and automated processing to improve efficiency and reduce reliance on manual labour.The Minimum Wage Conundrum: More Earnings, But Higher Costs?The rise in the minimum wage is a welcome change for many workers, but the reality is that the extra income may not go as far as expected. As businesses raise wages, they also pass some of the increased costs onto consumers in the form of higher prices. The result? The very people benefiting from wage increases might find that their additional earnings are swallowed up by the rising cost of food and other essentials. For Operations leaders, this means finding ways to support employees while maintaining profitability, whether through incentive programs, efficiency-driven bonuses, or strategic shift structuring.What’s Next for Operations in the Food Industry?Operations teams will need to strike a fine balance between cost management and business sustainability. Strategies such as adopting leaner business models, exploring government support schemes, and adapting pricing strategies will be crucial. Additionally, investing in training programs, succession planning, and retention initiatives will help maintain a skilled workforce in an increasingly competitive job market.As the food sector continues to adapt, recruitment within Operations will also evolve. Employers will need to offer not just competitive salaries but also attractive benefits, upskilling opportunities, and a strong company culture to retain top talent in an industry facing ever-rising financial pressures.What are your thoughts? How is your Operations team preparing for these financial shifts?

Championing Fresh Perspectives in Fresh Produce: A Conversation with Jacqui GreenWelcome back to TheMorePeople Podcast - your gateway to insights, strategies, and career stories shaping the future of recruitment and the agri-food supply chain. In our latest episode, host and Managing Director Richard Hanwell sits down with Jacqui Green, a respected leader in the fresh produce industry with over three decades of experience.From law student to industry leader, Jacqui's career journey is anything but conventional and that’s what makes her story so inspiring. From Law to Logistics: A Career Pivot with PurposeJacqui didn’t set out to work in produce. In fact, she studied law and Spanish, aiming to become a hotshot European lawyer. But the reality of contractual law felt creatively stifling. “I realised halfway through the course it just wasn’t for me,” she shared.Back home near Kent, Jacqui found herself entering the world of fresh produce by chance, landing a trainee commercial assistant role at AFI. It was the early ’90s, an exciting time when retailers were just beginning to expand their fresh offering. Jacqui’s language skills opened doors, quite literally, to farms across Europe, helping build import relationships from the ground up.  Why the Produce Industry StuckWhen asked what’s kept her in the sector for so long, Jacqui’s answer was clear: the people.“I’ve been lucky to work directly with farmers - their passion, their resilience, their role as custodians of nature. That’s where I’ve always found my energy.”But it’s not just the people. For Jacqui, purpose matters. She’s always been drawn to the health and well-being benefits of working with fresh food. “I’ve always wanted to believe in what I’m selling and fruit and veg fit that bill.”  Diversity, Inclusion & the Future WorkforceJacqui and Richard didn’t shy away from a tough topic: the lack of diversity in the sector. Jacqui, one of very few women at a senior level early in her career, believes true inclusion goes beyond gender or race. It’s about cognitive diversity. Welcoming varied life experiences, socioeconomic backgrounds, and neurodiverse perspectives.And for younger generations entering the workforce, values matter. Sustainability, ethics, and corporate responsibility are top priorities, even more than salary, Jacqui observed. “You need to create work environments where no one has to ask for accommodation - it’s already been built in.”At the same time, the industry must recognise the value of experience. With five generations now working together, there’s a missed opportunity in how older professionals are sometimes “retired off” instead of being leveraged as mentors, part-time execs, or advisors.“They’ve made the mistakes. They’ve got the T-shirt. Their knowledge is invaluable; we can’t afford to let that walk out the door.” Building Better Boards: The Changing Role of Non-ExecsJacqui now works as a coach, mentor, and non-executive director across various sectors, including a local theatre charity in Tunbridge Wells. Her experiences have shaped a vision for what great governance looks like. Too often, non-exec roles in commercial business are rigid and long-standing, filled by people “at the top of their game in their day.” But Jacqui believes the best advisory boards evolve with strategy, bringing in diverse skill sets for finite periods aligned to organisational needs.Whether it’s cross-industry experience, marketing expertise, or digital innovation, boards should actively seek out the right voices for the right time and create room for new ideas to flourish. Final Thoughts: Making the Industry Future-ReadyJacqui’s career proves that with curiosity, values, and a people-first mindset, you can forge an exciting and meaningful path in fresh produce. Her call to action is one the whole sector can get behind:Mentor and coach earlyBuild values-led culturesTap into all generationsBring in new voices — and actually listenAt MorePeople, we’re proud to champion conversations like these. Because the future of food isn’t just about produce - it’s about people.​​

​This year, I attended IPM Essen in Germany for the first time. With over 2,000 exhibitors and 40,000 visitors across a four-day event, it was unlike anything I’d experienced before.The halls were filled with a vast array of industry experts from around the world—growers, breeders, machinery specialists, growing media suppliers, fertiliser companies, and more.Having never attended the event before, I didn’t go in with a long list of expectations. My goal was to gain a deeper understanding of the European market, explore collaborations with UK partners, and catch up with several of my contacts.One of my biggest takeaways was just how much I learned about the industry. Seeing the sheer scale of horticulture and its global impact was incredibly humbling. But beyond that, the level of innovation, passion, and forward-thinking among attendees and businesses left me feeling even more excited about the future of the industry.As with any trade show, the face-to-face interactions were invaluable. Ironically, I ended up spending more time with people based in the UK in Germany than I do with them back home! But that’s exactly what these events are for, right?I had the chance to reconnect with candidates and clients I’ve worked with previously, while also building new relationships both in the UK market and beyond.Essen was packed with industry advancements—where do I even begin?Air-Pot® launched a new generation of containers.Selecta showcased an innovative propagation system using cuttings rooted offshore in paper bags without substrate. The samples I saw produced healthy plants with strong root systems.Modiform introduced a new sustainable tray designed to accommodate multiple pot sizes, offering great benefits for growers with diverse crops.And of course, there were countless new plant varieties, machinery developments, and more.One key lesson for next time: plan meetings in advance and book them close together. I naively assumed I’d bump into people as I do at UK trade shows, but given the scale of IPM Essen, that wasn’t the case. In fact, I ran into more familiar faces at the airport than at the event itself!For any other first-time attendees, here are a couple of my top tips: wear comfy shoes, everyone is in trainers, and I did 22,000 steps a day so comfy shoes are a must. Plan your visit strategically. It’s about a 15-minute walk between Hall 1 and Hall 8 so where possible, get meetings booked methodically! The app is one of the best I’ve seen. It has everything you need to know on there.Attending IPM Essen reinforced the importance of staying immersed in the industry. Understanding new innovations and trends first-hand means that when we get back to the day job, we genuinely know what we’re talking about. Events like these help us continue to be true horticulture recruitment experts. So, on that note, drop me a message or let’s schedule a chat to talk through any of your horticulture recruitment needs! ​Sarah Want | Horticulture Team Managersarah@morepeople.co.uk | 01780 480 530​