the teams in meeting ambitious growth
targets, Selley decentralised the business to
depots, giving them the freedom to compete
nationally and regionally, invested in new
depots to get closer to the customer, and
invested in technology and training.
The bigger picture: “cheer up”
Switching his attention to the wider industry,
Selley told the audience to ‘cheer up’ over
Brexit, urging them to look at history and
realise that we’ve survived bigger challenges,
such as depression and world wars.
He speculated that the weakened pound
is probably here to stay in some shape or
form, which will impact us all. But, we have
to be innovative and more efficient to make
business less costly.
For example, electric vehicles are a great idea
but can’t currently carry heavy loads. So, how
can we invest to help progress this? Similarly,
he declared that food price inflation is a
reality. But, he doesn’t want to hear ‘Brexit
excuses’, he wants real conversations on how
operators and suppliers can work together to
mitigate this.
Echoing the earlier panel discussion,
Selley expressed that the only
response you can make to Brexit
is to be agile and adapt to change.
Uncertainty equals opportunity,
which equals success for some.
Quoting Darwin, he said: “it’s not
the survival of the fittest or the
strongest, but those best able to adapt.”
hospitalitytoday.com | 17
Sustainable business
Looking at the environment he spotlighted
our responsibility to deliver sustainable
business to the next generation. Population
growth of more than 2.5billion by 2050 is
a reality and not the stuff of sci-fi movies.
As is climate change and the increased
likelihood of drought, flood and adverse
weather that will affect food supply.
Closer to home, our industry has a
phenomenal impact on society.
4.7million in the UK live in food
poverty and £50billion of NHS costs
are for food-related issues.
As an industry, we need to work
collaboratively to make a more
sustainable supply chain and reduce
its impact from farm to fork.
A marathon not a sprint
Selley summed up the industry with a
‘fluid marathon’ analogy: We’re all in it
for the long term. We can’t see the finish
line. We don’t know the route. And, we
don’t know what the obstacles are. The
government will change the rules along
the way. Accept you may go the wrong
way and change (mentally as well as
physically). It’s a tough race.
Selley concluded: “There must be an
easier way to make money than foodservice.
But what a fantastic industry to be in
and a fantastic race to be part of.”