Fashion, Finance and Real.

Britt Lintner runs her own fashion label on the side of working for a fine arts fund in London. In 2006 she was voted one of the UK’s ’35 Women Under 35’ and Harrods have just agreed to stock her Spring/Summer Collection this December.

I met Britt a few months back at a business school convention and I immediately decided that I would never eat chocolate ever again if it meant I could look like that in my thirties. She kindly said that she would come and speak for Cass Women in Business, which last Tuesday she did.

Arriving after a full day’s work, Britt happily talked to a room of 90 about the highs and lows of having a dual career. She told us her story; being young and determined she went straight into banking, working at Lehmans for eight years. At 30, with an executive title, she hit a personal wall. She said it was (and still is for all of us) so easy to fall onto a treadmill and forget what it is that you really want to be doing. With that in mind she quit, ‘I went cold turkey’! ‘Everyone thought I was nuts but I didn’t want to wake up in twenty years time and regret not having done what I wanted’. So, at 32 she did exactly what she wanted to and has not turned back since. Britt went to Southbys and did an MA in fine arts before going to a fine arts fund. During this period at Southbys she cleared out her old work clothes and while doing this realised that simple, sexy, timeless, easy to piece high end work outfits for women just didn’t exist in London. Being a self confessed clothes junkie she said there was no option, she just HAD to start designing such clothes.

Britt bought fabric in Soho, she asked her local dry cleaner to help alter her clothes, and put up ‘pattern cutter’ signs in local schools until one day someone’s nanny came forward to help. Soon her house was full of mannequins and material. Her initial customers were her friends and gradually the business grew. Now Sarah Brown has been seen sporting Britt’s dresses, the brand has been awarded 'Brand of Tomorrow' at a Warpole association and she has a showroom in Holland Park. But money and success for her fashion business was never a driver, just sheer passion. ‘Your business is your baby, you have to love it’ no matter how tough the going gets. She works on her clothes every evening (often until 1 or 2am) after getting home from the city and spending time with her children.

How does she do it? Britt says she does not believe in ruminating, opportunities don’t come to you; you have to go get them. We spend so much time worrying about stuff, if something big comes along, no matter how terrifying, hit it smack on. You feel so much better afterwards. And this can be said for anything, even the smallest of worries. She stressed that it is so important to just ‘be yourself and don’t try to fit in’, that way you’ll be satisfied with what you achieve. She has learnt to compartmentalise; put 150% in each compartment in your life, but don’t let them over lap otherwise you’re splitting that 150% up. It is also important to surround yourself with like minded people and value them. Learn the power of ‘no’ and be organised. And finally have flexibility, you cannot operate without it.

Britt told the students that despite the downturn there are so many opportunities to take advantage of; digital, environmental and healthcare are just three that sprung to her mind. So for those that are still down heartened by the doom and gloom don’t ruminate, seize any opportunity. And with that she wrapped herself up in a vintage fur coat that even SJP would be jealous of and left the building.

Serving it up time after time.

The other month I popped my head into the Ledbury, one of London’s two Michelin star restaurants, not to eat but just to ask if I could interview the Australian head chef Brett Graham. The answer was a much welcomed ‘of course, no worries mate’. At the age of 30 Brett runs this creative ‘up and coming’ restaurant alongside his gastro pub the Harwood Arms (which was also awarded its first Michelin star in 2010). The reason I wanted to interview Brett was that like most Michelin star restaurants, his restaurants are known for ‘consistency and quality’ so that each and every customer has the same valuable experience again and again. This must be by no means an easy feet as the industry is notoriously characterised by a high risk and high pressured working environment with a volatile and uncertain nature. I was interested in how Brett manages to consistently produce the dishes in such a difficult context time after time.

If you think about it an haute cuisine restaurant is fully reliant on innovation and the ability to be creative. Restaurants become famous for signature dishes, such as Alain Ducasse’s Cookpot or Heston Blumenthal’s (slightly strange) snail porridge. The invention usually comes from the head chef who creates a unique dish in the quiet times between services. But what was intriguing me is how that specialised (and usually complex) dish is then passed to a team who work by hand to collectively replicate it on a larger scale in an environment of perfection where the pressure is up, the risk is high, the time tight and there is no room for error. I personally find it hard not to singe the toast at breakfast! It seemed to me that replication to consistently capture value was as important as the ability create value in the first place.

I settled down to a cup of coffee with Brett on the terrace at the Ledbury. He was particularly excited about the fact I brought my dog Poppy along and despite that she is a fully grown Labrador he insisted that she sat on her own seat at the table with us. During the interview I learnt that Brett’s gastronomy is classical with a ‘modern French twist’, so you can expect to find delicacies such as Poached Breast and Confit Legs of Pigeon or Raviolo of Rhubabrb with Buttermilk and Hibiscus. Hailed as the London haute cuisine ‘winner of 2010’ Brett and his team’s ability to ‘consistently cook at a high standard’ for each and every individual over the last four years has placed him in the very top rankings of London’s haute cuisine field indicating the presence of strong replication processes. Brett explained to me how the restaurant is operated and it came across that there are three key interrelated elements needed to set the process for efficient replication in motion; leadership, a ‘top’ team and a fine tuned structure. Leadership is a necessity for the other two factors to work. A top team cannot replicate without strong leadership and structural organisation offers nothing unless it has been organised and then managed by someone. Leaders must be able to talk and relate to every member of their team at an individual level according to Brett. One on one time between leader and a team member is so important to build trust, inspire and motivate. A strong team is also must, not only because the work in a kitchen is done collectively but also because team spirit promotes motivation, drive and openly allows for the passing of knowledge and passion. In particular it creates respect for each other and from this the team can recognise each others’ strengths and weaknesses and are therefore able to support one another when needed. Within the team designated roles provide focus for team members in a chaotic environment and the repetitive actions of these roles increase levels of precision and reduce error and wastage. Role rotation stimulates ambition through the opportunity to learn new skills and thus raises output. And finally, structures in both the organisation and the product are to a point standardised to increase speed, precision and reduce risk, yet they also allow for flexibility to account for uncertainties and be able to adapt to meet the customers’ needs exactly as and when to offer that extra little something. (For me this addresses the common assumption that standardisation and creativity have age old tensions, but in fact if used correctly it seems, certainly in this case at least, that they can enhance one another).

As I finished my perfect cappuccino and plate of delicious petit fours I came away having learnt from Brett’s insight that these three elements, if adhered to in a creative industry such as haute cuisine, can mean that an innovative, mouth watering, and value adding dish can be served up time after time. I wonder if this could be case for other industries.
Note: A special thanks to Brett and his staff for taking the time to help

Staying close to your 'paw'.

My local veterinary practice is fantastic, I love it and I think my dog even loves it! The practice is small, fresh and simple offering fair prices and top treatment. There are no dramatic window displays or pet accessories for sale (thank goodness) but they offer dog food which if you order two days in advance they will bring to your door! The vet is a well established professional with a faultless career path. He is passionate about animal medicine and is a specialist in animal behaviour. In his mid sixties the friendly practice rings of professionalism. His other members of staff consists of a practice manager and his wife, the veterinary nurse – oh and Shaggy, the gentle old resident terrier. This practice is located right off Westbourne Grove, one of London’s most popular neighbourhoods and near to both Hyde Park and Holland Park.

The rival competitor to this practice is located in another nearby neighbourhood close to one of London’s popular dog walking parks. It has been there a good few years, its window displays show off the latest pet accessories while its vast product range rivals Harrods’ pet department. There is nothing that you cannot get in there to cater for your pampered pooch or fluffy kitty, and, best of all it all comes wrapped in a bright blue and pink bag. The young staff members are good at looking after their clients and are well trained in terms of customer service being smiley, friendly and relaxed yet treatment is expensive and their medical reputation occasionally a bit hit and miss.

What I love so much about my vet is that it (unlike the other) does what it says on the can. Honest, simple and good. It is a really refreshing experience. I have never come out of that place kicking myself for picking up an unnecessary piece of dog equipment or kitten entertainment gadget but always leave feeling well treated and that I would definitely go back again. I think that is something that can be taken on board in a business. Not losing sight of your core, keeping things simple, honest to your clients and saying it exactly how it is can definitely lead to better service, higher levels of satisfaction and longer lasting customer loyalty.