Exciting, I would say, for all sorts of reasons. First and foremost, because the business is growing well, showing lots of signs of success and has weathered what the world has seen as an extraordinary period of time through the pandemic. For partners to have turned Aquascot into even more of a success story during a world-pandemic is an exceptional feat. It demonstrates the ‘Power of Partnership’ and the power of people working together in an employee-owned (EO) business.
Secondly, because we’re just beginning on a journey towards a new five-year strategy, called ‘Aquafuture’, which partners will hear more about over the course of the coming months. It lays the foundations for the next five years of business growth, drawing from the competitive market we operate in, drawing from feedback we’ve had from partners, drawing from feedback we’ve had from the Partnership Council, and feedback from our key customer, Waitrose.
Thirdly, because as well as chairing the Aquascot Board, I’m also a director of the Aquascot Trust, which means I get to play a role in helping to shape the direction of the Trust company along with the part Aquascot plays in ensuring the Trust can deliver on all of its plans.
And I suppose last, but certainly not least, because I’m arriving at a time when the values and principles which have been put together with input from partners over many months are really starting to come to life. We’re starting to use these much more in our communications, and in the way in which we are measuring both partner performance and business performance.
So overall, I feel extraordinarily lucky to be joining Aquascot at such a pivotal time. It provides me with a huge amount of stimulation to be able to support the organisation to deliver on its future potential.