{"id":1777,"date":"2023-06-28T22:47:26","date_gmt":"2023-06-28T14:47:26","guid":{"rendered":"https:\/\/www.campariacademy.com\/en-asia\/?p=1777"},"modified":"2023-07-01T14:34:51","modified_gmt":"2023-07-01T06:34:51","slug":"what-it-takes-to-scale-a-successful-business-with-hawksmoors-will-beckett","status":"publish","type":"post","link":"https:\/\/www.campariacademy.com\/en-asia\/inspiration\/trends\/what-it-takes-to-scale-a-successful-business-with-hawksmoors-will-beckett\/","title":{"rendered":"What it takes to scale a successful business with Hawksmoor\u2019s Will Beckett\u00a0"},"content":{"rendered":"\n

The CEO of Hawksmoor discusses his strategy for scaling a hospitality business, his specific set of leadership skills and why being optimistic is his superpower <\/em><\/p>\n\n\n\n

When I speak to Will Beckett over Zoom on a rather uneventful day in April, the man I\u2019m met with is \u2013 by his own admission \u2013 a casual one. \u201cI\u2019m wearing the same shorts I was wearing for the gym, working from home trying to manage three dogs being in our house.\u201d Perhaps not the image most people would conjure of a CEO of one of the UK\u2019s most successful restaurant groups, Hawksmoor. However, considering that the group reportedly turns over \u00a381.6m per year, the casual approach seems to be working.<\/p>\n\n\n\n

Beckett\u2019s movements during the days before our call paint a picture of what an average week in the life of a hospitality business\u2019s CEO might look like: a meeting for the Hospitality Sector Council in Whitehall; speaking at a food and drink festival in Dublin (the location of the next Hawksmoor to be added to the portfolio); and a trip to the USA to visit yet another new(ish) site, somewhere between Madison Square Park and Gramercy Park in New York City. I\u2019d say a day working from home in his gym shorts is well warranted.<\/p>\n\n\n\n

\u201cThe buck stops with me in terms of reputation and performance.\u201d<\/p><\/blockquote>\n\n\n\n

Beckett\u2019s role as co-founder and CEO mainly revolves around strategy (although he admits he usually has to reinvent his role every six months). \u201cI\u2019ve really enjoyed the strategy, you know, \u2018what is it that we\u2019re doing?\u2019 Not in this quarter, or this half, or this year, maybe over the next few years\u2026 \u2018What direction are we all going in?\u2019\u201d He also manages the board and shareholders, the senior team who run the day-to-day of the company, and is, as in this case, the face of the company. \u201cThe buck stops with me in terms of reputation and performance.\u201d<\/p>\n\n\n\n

Since opening the first Hawksmoor site in Shoreditch back in 2006 with long-term friend (the pair have known each other since they were 11 years old) and business partner Huw Gott, the duo have gone on to build an empire of 11 restaurants in England, Scotland and America, and a workforce of up to 1,300 people. A subsequent B Corp status, numerous business awards and a renowned bar offering (led by head of bars, Liam Davy) makes Hawksmoor one of the shiniest jewels in the UK hospitality industry\u2019s crown.<\/p>\n\n\n\n

\"\"
Huw Gott and Will Beckett<\/figcaption><\/figure>\n\n\n\n

Starting an empire<\/h2>\n\n\n\n

Rather fittingly, the pair\u2019s first hospitality venture was a little bar in Shoreditch where Beckett says they had a vague sense of wanting to do it \u2018properly\u2019 \u2013 \u201cyou know, make sure that the product was good, that we looked after people (how much of a good job we did with that in that original bar, I\u2019m not sure), the drinks were great, and the vibe in the bar was great \u2013 but we had no idea how to run a business.\u201d<\/p>\n\n\n\n

Opening a hospitality venture in London 20 years ago was a different beast compared to how it is today, he admits. On the plus side, the barrier to entry was lower, getting going and rent was cheaper, debt was more available if you wanted to borrow money from a bank, and London wasn\u2019t nearly as competitive as it is now. On the flip side, nobody was really that interested in bars and restaurants \u2013 no investor, he says, wanted to put money into something like that.\u202f<\/p>\n\n\n\n

When the pair opened the first Hawksmoor site, it was very much with a \u2018let\u2019s see if it works\u2019 mentality. It took four years before they opened their second. And in 2013, the business was sold for a reported \u00a335m to private equity firm, Graphite Capital.<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Scaling a business<\/h2>\n\n\n\n

Growing a business and a brand at scale while maintaining its core identity, service standard and product quality \u2013 without creating a cookie cutter experience \u2013 is no mean feat. Yet Hawksmoor seems to have cracked it. \u201cWe haven\u2019t tried to shoot the lights out with growth. We\u2019ve just tried to do things when the money has been there. We\u2019ve had people who we thought could kind of grow into positions we want to keep. And we had enough customers or interest that we thought \u2018actually there\u2019s a restaurant there that we could open without impacting the other ones\u2019.\u201d<\/p>\n\n\n\n

The lynchpins for achieving this are, for Beckett, doing simple things well, and delivering them via their staff with a sense of decency. \u201cPeople\u2019s experience of scale, is that those two things tend to dilute over time\u2026 We\u2019ve tried to do those things better as we\u2019ve got bigger. And I think people will admire that, because they\u2019d like to see more of it, or they\u2019d like to do some of it themselves.\u201d<\/p>\n\n\n\n

\u201cWe haven\u2019t tried to shoot the lights out with growth. We\u2019ve just tried to do things when the money has been there.\u201d<\/p><\/blockquote>\n\n\n\n

Was this all part of his and Gott\u2019s overarching strategy for Hawksmoor? According to Beckett, he\u2019s not sure they even had what one would call a \u2018strategy\u2019 until roughly four years ago. Instead, they had a \u201cgut instinct\u201d, while also thinking as far ahead in advance as possible when it came to the people they\u2019d need to help the business grow \u2013 people from finance directors to HR (or what they call a chief people officer now). \u201cI guess probably the way we did things at the beginning was to try to understand something ourselves, and then try to hire someone senior that we could hand it on to.\u201d<\/p>\n\n\n\n

For Beckett, this is a fundamental step when moving from running a small business, to scaling it into a larger one. \u201cWhen you\u2019ve got a small business, particularly in our industry, and it\u2019s ready to scale, you must think you\u2019re really good at some things \u2013 looking after people, service, hospitality, product, operations. And you might well look at bigger companies and say, \u2018We\u2019re better at our things than they are, therefore we must be able to go ahead and hit that kind of scale\u2026 But when you\u2019re a small business you have no idea how important those other things are: finance, HR, procurement, supply chain, health \u2013 there\u2019s loads and loads of things and you have to be good at them. But that\u2019s the job: try and learn about them, and then try and hire people who are really, really good at them.\u201d<\/p>\n\n\n\n

Managing prioritise, resource and building structure are other key areas when it comes to scaling a business, says Beckett, something that the business has invested in by bringing on board people who are very good at those very things and have had to take centre stage in that area.<\/p>\n\n\n\n

Taking charge<\/h2>\n\n\n\n

When it comes to leadership, having two people steering this particular ship \u2013 Beckett and Gott \u2013 comes with two points of view on what it is to run a business. Do their skillsets complement each other? \u201cHuw is obsessed with product and details. He loves food and is really interested in the drink side of what we do. He gets really involved in the design and will spend ages working on the really small details. I like people, business, strategy, the vibe of a room. I like big picture\u2026 We\u2019ve often joked that between us, we might make one good businessperson.\u201d<\/p>\n\n\n\n

\u201cI like people, business, strategy, the vibe of a room. I like big picture\u2026 We\u2019ve often joked that between us, we might make one good businessperson.\u201d<\/p><\/blockquote>\n\n\n\n

And how does Beckett himself describe his leadership style? After a self-reflective pause, he admits: \u201cI\u2019m quite optimistic, and I\u2019ve learned that\u2019s not normal.\u201d While most people spend their time worrying, he says, Beckett spends the same time thinking that everything is going to be okay. Another skill in his wheelhouse is alignment: \u201cI\u2019m good at getting a large group of people to kind of march in the same direction towards a goal and I think that\u2019s really, really important.\u201d He also likes company culture, \u201cthinking a lot about what the business feels like inside more than what it feels like outside,\u201d the latter of which, he says \u2013 unsurprisingly \u2013 is a huge job.<\/p>\n\n\n\n

Finally, he likes making things simple: \u201cI\u2019m quite good at \u2018here\u2019s like a load of different kinds of information, loads of thoughts and loads of different complicated things we could do, boiling it down to it fundamentally being about A, B and C and this is what we\u2019re going to do\u2019.\u201d He\u2019s quick to clarify however, that his way of leading isn\u2019t a universal one: \u201cIf you asked 100 different people, you\u2019d get quite different answers. I\u2019m not saying that those are the skills of leadership, I\u2019m just saying that they are mine.\u201d<\/p>\n\n\n\n

\"\"<\/figure>\n\n\n\n

Lessons of a leader<\/h2>\n\n\n\n

With 17 years of running Hawksmoor (and counting) under his belt, Beckett has inevitably learned a few things along the way in his own career journey. As anyone who runs a business will know, some of those skills that brought them into the industry can quickly fall by the wayside as bigger responsibilities start to require more time (and are often behind a laptop) \u2013 taking them away from some of the things they really enjoy or know they\u2019re good at.<\/p>\n\n\n\n

It\u2019s something Beckett sees as a navigable challenge. \u201cDo I regret or resent dropping bits and bobs that I\u2019ve really enjoyed in the past? I\u2019m not sure if I do actually, but I do know that it\u2019s a real thing for a lot of people: doing what they love, then being very successful, and it pushes them out of it\u2026 It really helps to be aware of that as a potential change, but also being aware of the trade-offs.\u201d<\/p>\n\n\n\n

\u201cI\u2019m good at getting a large group of people to kind of march in the same direction towards a goal.\u201d<\/p><\/blockquote>\n\n\n\n

Then there\u2019s the power of partnership. Even in an industry like hospitality where you\u2019re surrounded by people, he says, being in charge is a lonely place to be at times \u2013 especially when things go wrong. Most people in your business can\u2019t empathise, having not been in a position of leadership or privy to the intricacies of running a business; or, their wage depends on the business succeeding, and any talk to issues puts that in jeopardy. For Beckett, having a business partner has been instrumental in navigating those trickier times of being a leader. And if you don\u2019t have a business partner, he advises looking elsewhere for that support: \u201cIf you haven\u2019t got that in a business partnership, you\u2019ve got to find it elsewhere. Otherwise, I think it\u2019s a really difficult job.\u201d<\/p>\n\n\n\n

\n\n\n\n

Beckett\u2019s five mantras for running a (scalable) business<\/h2>\n\n\n\n
  1. Never stop prioritising people or standards. <\/strong>Those two things have to be part of the top three or four priorities all the time. There\u2019s a daft, American-sounding truism that I\u2019ve heard about leadership which I think about sometimes as actually being my job: \u2018The main thing is to keep the main thing the main thing\u2019. If you can succeed in doing that, you give yourself a fairly good chance.<\/li><\/ol>\n\n\n\n
    1. Know who you are.<\/strong> It\u2019s very difficult, but really get to grips on what the business that you\u2019ve created really is, and what the culture is. Working that out is just absolute gold dust.<\/li>
    2. You just have to accept that over time or over scale, most things will change. <\/strong>Some for the better, some worse, some not qualitatively at all; but you have to know what the small number of things are that should never change, or you will lose the thing that made you great in the first place.<\/li>
    3. Understand the difference between operations and business.<\/strong> You can be good at one and not the other.\u202f<\/li>
    4. Those difficult, boring things that big companies seem to be good at are actually really important.\u202f<\/strong><\/li><\/ol>\n\n\n\n

      Millie Milliken<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

      The CEO of Hawksmoor discusses his strategy for scaling a hospitality business, his specific set of leadership skills and why being optimistic is his superpower  When I speak to Will Beckett over Zoom on a rather uneventful day in April, the man I\u2019m met with is \u2013 by his own admission \u2013 a casual one. […]<\/p>\n","protected":false},"author":38814,"featured_media":1778,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[22,27],"tags":[101],"theme":[94],"class_list":["post-1777","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-inspiration","category-trends","tag-leadership-is"],"acf":[],"yoast_head":"\nWhat it takes to scale a successful business with Hawksmoor\u2019s Will Beckett\u00a0 - Campari Academy<\/title>\n<meta name=\"description\" content=\"Will Beckett discusses his strategy for scaling a hospitality business and his specific set of leadership skills.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/www.campariacademy.com\/en-asia\/inspiration\/trends\/what-it-takes-to-scale-a-successful-business-with-hawksmoors-will-beckett\/\" \/>\n<meta property=\"og:locale\" content=\"en_US\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"What it takes to scale a successful business with Hawksmoor\u2019s Will Beckett\u00a0 - 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