Nottingham Business School Business Leaders

How do great leaders inspire others, bring ideas to life and deal with setbacks? Join your host Honorary Visiting Professor Mike Sassi in conversation with business leaders to explore the stories, leadership lessons and actionable advice to help you excel in your career.

Nottingham Business School Business Leaders is a business podcast hosted by Nottingham Trent University, with 85 episodes on record and a Required Pod Score of 80.

Nottingham Trent University hosts Nottingham Business School Business Leaders, a business show with 85 episodes published.

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  Episode #85

  Roger Whittle - Optimism and the art of never giving up

  Sep 21, 202631 min

  SUMMARY Tech entrepreneur Roger Whittle is an eternal optimist. And in Episode 85 of the Business Leaders’ Podcast, he explains how optimism is the superpower at the heart of all his achievements. Growing up in Nottingham, Roger was desperate to be in the school cricket team. Two things were stopping him: hay fever – and a complete lack of cricketing talent. But he came up with an innovative solution that meant he took part in every match for ten years… as the team’s official scorer! "It's all about determination and persistence – they’re cousins of optimism," he tells Honorary Visiting Professor Mike Sassi. “I just had to find another path." Roger went on to found Jigsaw24 and build it into one of Britain’s leading digital transformation businesses. His is a story of ambition, resilience and, above all, optimism. Because, as Roger makes clear, when one path is blocked, you don’t give up. You simply find another. INTRODUCTION • Roger Whittle developed an early fascination with Apple technology, an interest that would shape his career as an entrepreneur and business leader. • In 1992, aged 27, he founded Jigsaw Systems in Nottingham, initially specialising in Apple technology and serving the creative and education sectors. • Over the following three decades, Roger built Jigsaw24 into one of the UK's leading technology solutions businesses, expanding from its Apple roots into digital transformation, managed services and wider IT solutions. • In 2013, NorthEdge Capital acquired a majority stake in Jigsaw24, backing Roger and the management team as the company entered a major new phase of growth. • By 2017, Jigsaw24's revenues had more than doubled, to around £125m – and in 2018, Roger and finance director John Hughes led a secondary management buyout. • Alongside his career, Roger became increasingly involved in charitable work following the death of his 10-year-old daughter Rose from cancer. • Rose had been treated at Nottingham Children's Hospital. In 2016 Roger became a trustee of Nottingham Hospitals Charity, helping support children's healthcare in the city. • Roger has continued to champion optimism, curiosity, innovation, resilience and the importance of “doing the right thing” in business. • In 2024, after more than 30 years at the helm, Roger stepped back from his executive leadership role at Jigsaw24, remaining involved with the company as founder and director. LEADERSHIP TAKEAWAYS from Roger Whittle On being driven by optimism to “work like bonkers” “Is life a series of tasks? Or is every day a miracle? I choose to believe the latter.” “Optimism is recognising that there will be change - and embracing it.” On recognising that opportunities are greater now than ever before… "Today life is moving incredibly quickly - but that is a great opportunity. I would not want to be alive at any time other than 2026!" On exploiting opportunities… "Henry VIII's advisor Thomas Cromwell used to send and receive 350 'emails' a day... they were messages on parchment sent by carrier pigeons." "You need to have a pig-headed passion about what you do... I've bought Jigsaw 24 three times - and sold it twice." On being resilient… "Giving up is a crime! You have to be stubborn as a mule... and to learn from your mistakes." "I was desperate to be involved with the school cricket team. Two things were stopping me; a complete lack of cricketing talent and shocking hay fever. But I wasn't going to let them stand in the way. I just had to find another path." On the death of his ten-year-old daughter… "It made me realise what was important - the sense of pride in doing a good job... and being fair to people.” "I don’t say that my daughter was taken from us at the age 10. I say; we had 10 fantastic years together!” On the importance of being visibly positive… "You can't lose if you are positive!" And his advice to future leaders and entrepreneurs? “There’s no substitute for working hard – or being kind.” RELATED LINKS Find out more about Roger Whittle through his LinkedIn pages. Read about Roger Whittle in this Business Live interview. Listen to Roger Whittle’s take on how to build a successful tech business, here . If you enjoyed this episode of the NBS Business Leaders’ Podcast with The Founder of Jigsaw 24 Roger Whittle, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

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  Episode #84

  Jon French – Leaders need to be comfortable being uncomfortable

  Jul 7, 202633 min

  Nottingham Business School’s Business Leaders’ Podcast Episode 84 Jon French – Leaders need to be comfortable being uncomfortable SUMMARY Jon French is a Managing Director of Android Global Business at Google UK – one of the world’s most influential technology ecosystems, with billions of users worldwide across smartphones and connected devices. He has more than 25 years of experience in telecoms, consumer electronics and software, and has held senior leadership roles at global brands Nokia, Samsung, HTC, Microsoft and Beats Electronics. During his career he has worked at the centre of some of technology’s biggest moments, including helping launch the world’s first Android smartphones. In Episode 84 of the Nottingham Business School’s Business Leaders Podcast, Jon tells Honorary Visiting Professor Mike Sassi why, despite a career spent at the cutting edge of technology, he believes human skills still matter more than ever. He discusses leadership through uncertainty, adapting to continuous change and why emotional intelligence, relationship-building and the ability to connect with people increasingly separate successful leaders from the rest. Jon says: “In my career, it’s softer skills that have led to any success I’ve had.” INTRODUCTION • Jon French is a Managing Director of Android Global Business at Google UK • In 1997 he began building a career in mobile tech when he joined Nokia, entering the industry during the early expansion of mobile comms. • He joined Samsung in 2003. During his five years there, Samsung grew from three per cent market share to 33 per cent, overtaking Nokia as the UK's leading phone brand. • In 2008 Jon received Samsung's prestigious Chairman's Platinum Award, recognising outstanding sales and marketing performance across the wider Samsung Group. • He moved to HTC in 2008 and played a leading role in launching the world's first Android smartphones, working closely with Google. • Jon went on to hold senior leadership positions across major global technology businesses including Microsoft and Beats Electronics. • Today, as an MD of Android Global Business at Google UK Jon helps lead international business strategy, partnerships and commercial performance across one of the world's most influential technology platforms. LEADERSHIP TAKEAWAYS from Jon French 1. Effective leaders become comfortable operating in uncertainty. "I always put myself in uncomfortable positions. Leaders need to not know what's going to happen… then not let that be a source of worry, but rather a source of excitement and energy." 2. Growth often comes from taking risks and backing yourself. "I've never been afraid to back myself. I've never been afraid to take that challenge… It’s the bungee jump equivalent. If you're able to throw yourself into it, then actually you're probably going to enjoy the ride." 3. Great leaders balance long-term vision with delivering the next step. "Don't look too far in the future. Yes, have a plan. But don't forget you're on a path to get there. If you look too far in the future, you forget the next step on the path." 4. Success should not lead to complacency. "When you've had your moment and done very well, get back to work as soon as possible. Because if you let yourself become too distracted by praise or success, then you'll take your foot off the gas." 5. Leadership depends on emotional intelligence and human connection. "Leadership is about connecting with people and conveying a message in a way that resonates. Softer skills are the number one thing that's led to any success that I've had." 6. Leaders need to be honest about their weaknesses. "When you're open with yourself and can say, 'I'm not great at that’ … that's the most powerful transformation." 7. Maintaining the status quo is often a greater risk than changing. "If you stand still, then you move backwards." RELATED LINKS Find out more about Jon French on his LinkedIn pages Jon French delivered a Business Leaders Lecture at Nottingham Business School Read more about Jon French in this news item from Mobile News If you enjoyed this episode of the NBS Business Leaders’ Podcast with MD of Global Android at Google UK Jon French, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

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  Episode #83

  Matthew Swann – Why playing it safe is the biggest risk of all

  Jun 23, 202630 min

  Nottingham Business School’s Business Leaders’ Podcast Episode 83 Matthew Swann – Why playing it safe is the biggest risk of all Matthew Swann is director of the BBC Concert Orchestra which performs for millions of listeners and viewers around the world, across radio, television and digital platforms. His career as an arts executive, producer and curator has taken him through some of the UK’s most influential cultural organisations, including the Roundhouse and the City of London Sinfonia. At the BBC, he has helped broaden the orchestra’s reach through innovative programming, blending classical repertoire with jazz, film scores and collaborations with artists including Ed Sheeran, Dua Lipa and Gary Barlow. In Episode 83 of the Nottingham Business School’s Business Leaders’ Podcast, Matthew tells Honorary Visiting Professor Mike Sassi how leadership in a modern cultural institution extends far beyond the narrow confines of a single discipline like music. He discusses balancing artistic ambition with commercial realities, the importance of collaboration and why leaders should not be afraid to take carefully calculated risks. “Not every risk will pay off,” says Matthew. “But the danger of not taking the risk is retrenchment and business as usual.” INTRODUCTION • Matthew Swann studied classical trumpet at university but developed a parallel interest in wider music culture beyond traditional classical repertoire. • He began his professional career in the arts sector, working in corporate fundraising at the Barbican • In 2008 Matthew moved to the Roundhouse in Camden as a producer. During this time, he created projects including the Reverb and Voices Now festivals. • He founded Voices Now, a festival focused on choral music, participation and new approaches to audience engagement. • In 2012 he became Chief Executive of City of London Sinfonia (CLS), beginning a nine-year period leading one of the UK's most innovative chamber orchestras. • At CLS he pioneered new performance formats and collaborations across classical, jazz, folk and electronic music, with a particular focus on reaching younger and more diverse audiences. • In March 2024 Matthew was appointed Director of the BBC Concert Orchestra, leading one of the BBC's five professional orchestras and overseeing its artistic, strategic and commercial direction. LEADERSHIP TAKEAWAYS from Matthew Swann 1. Leadership is about understanding where your presence matters most. "[I ask myself] Do I need to be with the orchestra that week? Do I need to be present? I think that's a big part of leadership that people often forget." 2. Organisations can build identity through adaptability rather than narrow specialisation. "Versatility is part of our identity… that's one of the reasons why I enjoy the orchestra so much." 3. Collaboration should be a necessity for success, not an exercise in image-building. "Nothing would happen without collaboration… we require collaboration within the BBC to make sure everybody knows what's going on." 4. Leadership works best as a two-way process rather than top-down direction. "A really good conductor takes as much from the orchestra he or she is directing as they [the musicians] do from him. Leadership really should be a two-way process." 5. Strong leaders acknowledge and use the expertise of others. "The orchestra is pleased when a conductor turns round and says, ‘I'm relying on your expertise because it's expertise I don't have.’" 6. Maintaining the status quo can be more dangerous than change. "Not every risk will pay off, but the danger of not taking the risk is retrenchment and business as usual. And that's where you fall down and fall over." 7. Leadership means taking responsibility for persuading people effectively. "[When something fails it’s good to say] …the fault I've got here is that I have not persuaded you properly. So how do I do that?" 8. Leadership influence grows through relationships. “[Would-be leaders must] Talk to everyone all the time… network, network, network… it's about, very thoroughly, going and having sensible conversations." RELATED LINKS Find out more about Matthew Swann on his LinkedIn pages Read about Matthew Swann’s appointment by the BBC, on the BBC website Matthew Swann has led a pioneering relationship between the BBC Concert Orchestra and Nottingham’s universities If you enjoyed this episode of the NBS Business Leaders’ Podcast with The Director of the BBC Concert Orchestra Matthew Swann, listen to previous episodes with… • The CEO of Boots UK Anthony Hemmerdinger • The co-founder of the Amazing If… company Sarah Ellis • Entrepreneur and CEO of £1bn international software firm Ideagen, Ben Dorks • The founder of the Lonely Girls Club Holly Cooke

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  Episode #83

  Matthew Swann – Why playing it safe is the biggest risk of all

  Jun 23, 202630 minS0

  <p>Nottingham Business School’s Business Leaders’ Podcast</p><p>Episode 83</p><p>Matthew Swann – Why playing it safe is the biggest risk of all</p><p>Matthew Swann is director of the BBC Concert Orchestra which performs for millions of listeners and viewers around the world, across radio, television and digital platforms.</p><p>His career as an arts executive, producer and curator has taken him through some of the UK’s most influential cultural organisations, including the Roundhouse and the City of London Sinfonia.</p><p>At the BBC, he has helped broaden the orchestra’s reach through innovative...

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• 

  Episode #82

  Holly Cooke – Building a business that people can connect with

  Jun 1, 202627 minS0

  <p>Nottingham Business School’s Business Leaders’ Podcast</p><p>Episode 82</p><p>Holly Cooke – Building a business that people can connect with</p><p>SUMMARY</p><p>Holly Cooke is the founder and chief executive of The Lonely Girls Club – the fast-growing social enterprise that has transformed a simple friendship group into a nationwide business with more than 160,000 members across eight British cities.</p><p>The 29-year-old launched Lonely Girls after struggling with loneliness when she moved to London. Now her organisation hosts scores of paid-for events every month, ranging from brunches and walks to theatre trips and football nights.<...

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