Big Boss Interview

John Vincent, founder and chief executive of Leon, joins the Big Boss Interview to explore how the rapid rise of weight-loss medications could reshape the food industry—and how Leon intends to position itself to benefit.Vincent returned to the business in October 2025, four years after selling it, having grown disillusioned as a minority shareholder. He says he lacked the board control needed to run the company how he wanted.Following its sale to the Issa Brothers and subsequent ownership by Asda, Vincent argues Leon became an “orphan child” inside a larger corporate structure, losing what he describes as its “chutzpah, leadership and confidence” and drifting away from its original sense of purpose. So, Vincent has returned, and immediately put the company into administration, but says all suppliers have been protected and will be paid in full, though admits landlords are “probably less happy”. His strategy now involves scaling the business back initially, before rebuilding to around 100–200 restaurants focused largely on London, alongside expansion through franchise partnerships at service stations, airports and train stations, and growth in grocery and direct-to-consumer channels.He also delivers a blistering critique of government policy towards hospitality, describing what he calls an “incredibly toxic tax regime”. His warning is stark: only restaurants “selling crap food” will survive, because quality ingredients are no longer economically viable, and further chain failures are inevitable.Presenter: Will Bain Producer: Olie D'Albertanson Editor: Henry Jones01:40 John Vincent joins the pod 03:00 Establishing Leon in 2004 11:20 Selling Leon to Issa brothers 15:00 Repurchasing Leon and taking it into administration 19:00 "Toxic tax regime" impacting industry 23:30 Expanding to direct to consumer model 24:40 Winner and losers of going into administration 25:50 Impact of weight loss medications on industry 32:00 Vincent's love of music and impact of ADHD

Tom Beahon, co-founder and co-chief executive of premium sportswear firm Castore, joins Sean Farrington on this week’s BBI to tackle some of the most contested questions facing sport, retail and work—including a debate that many families and fans discuss: why replica football kits now cost what they do, and whether supporters are being priced out of the game.Beahon pushes back against the idea that brands are inflating prices arbitrarily, arguing that higher costs reflect inflation, rising material prices and unprecedented global investment in elite sport. He maintains that if consumers genuinely could not afford official merchandise, the market would force prices down. He also outlines how Castore is responding to affordability concerns through entry-level product ranges designed to keep official kits within reach, while defending the idea that premium pricing reflects economic reality rather than corporate opportunism.The conversation then turns to how technology could reshape fan engagement and brand loyalty. Beahon explores the potential for embedded chips in official merchandise—technology that could unlock exclusive digital access to teams and events, while also helping brands combat the growing problem of counterfeit kits. He suggests this convergence of physical products and digital experiences may become increasingly central to how sports brands connect with supporters.Beahon also describes a striking shift in consumer behaviour: the resurgence of physical retail at a time when many brands are retreating from the high street. Castore has seen bricks-and-mortar stores outperform its e-commerce channels in recent months, reversing a trend that dominated much of the past decade. Rising footfall and in-store spending have prompted significant investment in the company’s retail estate.Founded in 2016, Castore is approaching its tenth anniversary as a billion-pound business, following its acquisition of heritage brand Belstaff. Beahon reflects on the balance between legacy and agility, explaining how established brands bring credibility and depth, while Castore’s rapid ascent demonstrates the value of entrepreneurial speed and a willingness to challenge convention. Positioning itself against global giants such as Nike and Adidas, Castore sees its challenger status as an advantage.On the future of work, Beahon delivers one of the starkest warnings of the interview arguing that artificial intelligence and automation are already reshaping how businesses think about staffing, predicting that 2026 could mark a tipping point for job losses in the UK. He says that as many as 80% of the chief executives he speaks to are planning for leaner workforces. These decisions, he suggests, are being driven by rapid advances in AI alongside rising employment costs, including national insurance—raising difficult questions about how workers, businesses and policymakers adapt to a rapidly changing economy.Presenter: Sean Farrington Producer: Olie D'Albertanson Editor: Henry Jones00:00 Pod start 02:04 Tom Beahon joins the pod & discusses Xmas performance 07:12 Physical stores outperforming e-commerce 08:46 Technology, AI, and the future of retail 13:43 CEOs are preparing for AI-Driven Job Losses in 2026 23:57 The Northwest as a hub for innovation 35:37 The challenger brand mindset 39:47 The cost of replica kits and counterfeits

Mark Constantine, founder and chief executive of Lush, discusses the Christmas rush, family run businesses, being "woke" and his love of birdsong in an amazing interview for Big Boss. He offers a festive perspective on the realities of retail during the Christmas season and describes the intense preparations for the holiday rush as akin to “preparing for war,” highlighting the logistical challenges and the need for resilience as customers descend on shops in the final days before Christmas.He also discusses the importance of personal support in business, revealing that he works with a psychologist who helps him navigate the complexities of leadership and decision-making. He explains how regular sessions provide accountability and clarity, underscoring the value of ongoing self-development for business leaders.Mark founded Lush with his wife, Mo, and their children have all been involved in the company in various ways. He reflects on the significance of family businesses in the British economy, outlining the strengths and challenges of running a family enterprise and considering succession, longevity, and the unique dynamics that shape these organisations.Mark has followed in the footsteps of his business mentor and confidante Anita Roddick (Body Shop founder) and decided early on that you can run a business and be outspoken about the issues you care about. As well as shutting his shops in the UK for 24 hours to protest against the war in Gaza, Lush has also been vehemently opposed to animal testing from the outset, and even closed down its social media presence—despite costing the company £9 million annually in lost revenue. He explains the reasoning behind this move, citing concerns about the impact of social media on young people and the company’s commitment to ethical responsibility.He also reveals a deep personal interest in both poetry and birdsong, describing the former as a source of wisdom and a means of distilling complex thoughts into concise, memorable lines, noting its value for those in business. He is a self-confessed nerd who loves learning and maintains one of the world’s largest private collections of birdsong recordings

Rupert Soames speaks to Felicity Hannah for his final interview before he stands down as Chair of the Confederation of British Industry (CBI). He describes his surprise at the limited understanding many ministers and policymakers have of the realities faced by business leaders, particularly when it comes to employment, investment, and economic growth. With the Employment Rights Bills ping-ponging its way between the House of Lords and the House of Commons, Soames expresses concern over measures that have increased the cost and risk of employing people, particularly younger workers. He points to the Bill as a source of uncertainty, saying that while compromise was reached on some aspects, the overall effect may be to discourage job creation and make it harder for those with gaps in their employment history to find work, especially post-covid. Brexit and its economic consequences are explored with Soames describing the outcome as “really, really, really bad" for the UK’s economic prospects. However, he acknowledged the need to move forward and reset the UK’s relationship with the European Union, but expresses concern about the slow pace of doing so, and the persistence of unproductive patterns in UK-EU relations, calling this "Code Red".Soames does credit the Labour government with progress in areas such as global trade agreements and regulatory reform, insisting they've done better in this regard than many before, but highlights a persistent gap between rhetoric and action. The interview also covers the challenges faced by Soames when he joined the CBI in 2024, following allegations of sexual abuse that were reported April 2023 in the Guardian. He reflects on restoring the reputation of the organisation and convincing swathes of major organisation to re-join, after many quit or suspended their memberships.Presenter: Felicity Hannah Producer: Olie D'Albertanson Editor: Henry Jones00:00 Sean Farrington and Fliss set up interview 02:40 Rupert Soames joins pod and discusses CBI scandal 13:40 Budget impact on business 20:00 Employment Rights Bill 23:55 Is government creating climate for growth? 25:00 Civil service has grown too large 27:15 Shocking how little government understands business 29:00 Government doing better than EU and US on AI adoption 30:00 Some people were seduced by then opposition govt; It was performative 32:53 Brexit has played out really, really, really badly 38:00 What is Rupert optimistic about?

Dame Emma Walmsley, Chief Executive one of Britain's biggest pharmaceutical companies GSK (GlaxoSmithKline), says the company is prioritising the United States for product launches and investment, citing its scale, commercial opportunities and favourable business environment. She confirms GSK will invest four times more in the US than in the UK over the coming years, making America the company’s primary growth and innovation focus.Explaining GSK’s investment strategy, Dame Emma Walmsley points to the US market’s scale and competitiveness, boosted by recent government policy. She welcomes a new UK-US agreement removing tariffs and recognising pharmaceutical innovation, but warns of challenges for Britain’s life sciences sector. Despite the UK’s strong scientific heritage, she notes it accounts for just 2% of GSK’s sales, compared with more than half in the US.Dame Emma Walmsley stresses the UK must stay competitive to attract foreign investment, warning that other countries increasingly treat life sciences as a strategic industry. She confirms the UK will pay more for medicines under the new agreement, with NHS costs for new drugs expected to rise by 25%. While medicines make up only 9% of NHS spending—lower than in many countries—she acknowledges budget pressures and the need for careful prioritisation.Dame Emma Walmsley also reveals GSK is close to winning approval for the world’s first six-monthly asthma drug, expected to cut the most severe attacks requiring hospitalisation by more than 70%. She calls the breakthrough a major advance for patients and healthcare systems, with the potential to deliver significant cost savings and improve quality of life for millions worldwide. She also comments on the surge in obesity and weight-loss treatments, noting GSK is not a major player but admires the scientific progress. Instead, the company is focusing on high-burden diseases such as liver disease and chronic obstructive pulmonary disease (COPD), with trials under way and hopes for further breakthroughs.Finally, Dame Emma Walmsley reflects on a turbulent period when activist investors questioned her leadership and forced her to reapply for her own job, amid concerns over GSK’s share price performance versus rivals.Presenter: Simon Jack Producer: Ollie Smith/ Olie D'Albertanson00:00 Sean Farrington and BBC Business Editor Simon Jack intro pod 03:00 Dame Emma Walmsley joins the pod 03:53 Change agenda & US market focus and investment 07:18 New asthma drug approval on the horizon 08:19 GSK’s scale and global impact 12:03 GSK to invest four times more in the US than the UK 14:54 UK to pay more for drugs after UK-US deal 16:56 GSK new asthma drug breakthrough 19:48 GSK’s approach to obesity and weight loss drugs 28:23 Women in leadership at GSK 32:47 Shareholder revolt and leadership challenges