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Designing the Future


Eliská Sapera, Founder of Eliská Design

With over 30 years of design experience, Eliská Sapera’s interior design work is known and in demand internationally. Eliská is renowned for her skilful ability to combine the contemporary with the traditional to create a unique, timeless look evocative of subtle luxury.


  1. What is your business?


My business is an Interior Design and Interior Architectural Practice.


  1. How did Covid-19 affect your business?


Covid -19 gave my business a remarkable increase in business.


  1. How did you approach your strategy to adapt to the challenges?


I kept my staff working remotely, and used this time to upgrade my IT. For the first time in a few years, I am now with "state of the art” equipment. 


I was approached by Wolf & Badger to put my products on their portal, which has been highly successful selling in the UK, USA and Australia. The direct online sales via my own website is also selling to a broader market, in the UK, Europe, Russia and USA.


My Interior Design Practice saw an increase of design work from complete projects to designing “bespoke” furniture.


  1. Did your product/ offering /value proposition change?


I kept in touch with all my clients throughout the lockdown, which was really good to reinforce the values of the company—it’s not just about money, it’s about the value of clients and the personal treatment that we strive to give every client.


  1. What was the hardest decision you had to take?


The hardest, but ultimately easiest decision in the end, was to streamline the practice and in doing so, making it exponentially more profitable and give a more efficient service.


  1. What/who helped you the most during this time? 


My accountant was a key player in pointing me in the right direction, but ultimately, it was down to me to pick up the baton and run with it!


  1. How does your Home Grown membership help you?


I have found Home Grown an absolute treasure—the people who run the club make it what it is, a welcoming place to meet people from all sectors of the business community. The Zoom programmes over this time have been amazing. I have tried to get to see as many as possible. The club has greatly enhanced my business world.


  1. Would you have done anything differently in hindsight and what?


I think we can all be wise in hindsight, if anything it gave me the push to put into practice what I had been meaning to do for some time, but never quite getting there.


  1. What is your key advice for other entrepreneurs/business owners?​


Think out of the box—that is when I have always had the most success.

Short-term tactics for long-term sucess

Omer Shaikh is Founder and CEO of Exempla Global and Business Partner at Viramal Limited


1. What is your business?

We are a boutique Management Consultancy and Private Equity Partnership, acting as both advisors and investors respectively to a portfolio of businesses.


2. How did Covid-19 affect your business?

Covid-19 hit several of our businesses quite hard, particularly those in the Hospitality and Leisure sector – all of which came to a grinding halt when lockdown was enforced.

However, we were fortunate that some of our other businesses were less affected and indeed for a couple demand went up – these being in the Healthcare and Technology sectors respectively.


3. How did you approach your strategy to adapt to the challenges?

Our strategy was simply not to plan more than one week ahead, but instead deploy short-term dynamic tactics and have very focussed daily Zoom calls for precisely 18 minutes to evaluate progress and make any new decisions as required.

The overall goal was to remain nimble, agile, positive and be proactive to the unfolding daily pandemic situation that we were all faced with – the general uncertainty factor and ever changing commercial global environment being our main business challenges.


4. Did your product/ offering /value proposition change?

Our overall value proposition as Consultants and Investors did not change, other than we tried to move faster and more decisively than ever before!

The businesses and products in our investment portfolio did change, as we added new ones to meet some of the emerging demands of the pandemic.


5. What was the hardest decision you had to take?

There was no one single hard decision, but the hardest challenge was definitely a mental one in trying to keep a positive mindset and optimistic outlook – particularly as our beloved news media kept hammering us all with a great deal of negative messages and way too many horrible facts and statistics on a daily basis.


6. What/who helped you the most during this time? 

Various people and organisations helped us – from clients and colleagues to family and friends and on this occasion, even public sector bodies and the government.

There was a general sense of support from all like never before – which demonstrated the best side of human nature, despite all the fear, terrible situations and gloom in the world.

We have always practised a commercial model of business collaboration and strong networking support – so once again we were fortunate to have that safety net already around us when needed.

7. How does your Home Grown membership help you?

We have embraced Home Grown since its launch, as the Club philosophy very much mirrors our own business mantra in terms of creating, cultivating, curating and sharing business experiences and opportunities to develop new possibilities.

Whilst losing the physical space and personal interaction of the Club, the quick digital pivot made by Home Grown in launching its broad range of online webinars and events was brilliant and provided much needed business connection and continuity for us.


8. Would you have done anything differently in hindsight and what?

No, other than perhaps taking a flight to Bora Bora the week before lockdown and spending three months plus working from a beachside villa there!


9. What is your key advice for other entrepreneurs/business owners?

Stay true to your personal values, business objectives and commercial goals for 2020 – but be flexible and creative as much as possible in order to stay on track if you can, particularly for the 2021 ‘bounce back’.

Also, keep your body, mind and soul healthy – plus take some of the extra time we all now have to feed these more, be that with yoga, meditation, exercise, better diet, voluntary work or the many other things that you never previously got around to doing.

In short, learn, adapt, grow and nurture yourself to become stronger through the pandemic.


Serving Solutions


Valda Goodfellow proves that caring for customers and developing new ways to existing products pays off. 


  1. What is your business?
    My Main business is Goodfellow & Goodfellow Ltd., which provides high quality tableware and design consultancy for most of London’s top chefs, restaurateurs and caterers including Jason Atherton, Adam Handling, Paul Ainsworth, etc. As an offshoot of this business, we set up an online business Goodfellows at Home to offer professional tableware to consumers. We had so many requests from chefs asking us to supply their diners with tableware they saw in the restaurant, that we decided to set up a dedicated website, which is totally B2C but involves the chefs and gives them commission on affiliate sales. 


  1. How did Covid-19 affect your business?
    Lockdown of the hospitality industry effectively stopped all revenue from the U.K.


  1. How did you approach your strategy to adapt to the challenges?
    One of our biggest strengths is our agility in a changing market. This isn’t the first crisis we have seen, so we were mentally fit to face this particular one. Obviously, the first reaction was to protect and preserve what we had, so the Job Retention Scheme was amazing for this. I put the majority of our workforce on furlough with myself and 4 others keeping the business operational. Then we talked to all of our contacts across Hotels, Restaurants and Catering, and quickly assessed what their approach was going to be; ranging from total despair to being up for the challenge. We decided we needed to maintain contact as much as possible with our customers to offer practical support and innovative ways to help, such as offering opportunities to earn revenue during lockdown when they were posting cooking videos from home. We helped them sell tableware to consumers via our Goodfellows at Home website and showed them how to maximise reach via Social Media channels. More latterly, we developed a full suite of products and solutions to help with the pain of re-opening their venues. What our approach has proven to us, is that care and attention for our customers, by just bothering to contact them, has been very much appreciated and is now bringing in more business. We also maintained strong visibility via all of our Social Media channels all through the crisis in order to keep attention on our brand.


  1. Did your product/ offering /value proposition change?
    We developed new ways to use existing products for the new circumstances created in Hospitality (such as covered trays for Room Service), covered serving vessels for individual dishes; plus we developed a whole new offering including barriers for tables, till points etc.; sanitisers and eco-friendly takeaway cartons. 


  1. What was the hardest decision you had to take?
    The hardest decisions are probably yet to come. We will need to assess business over the next couple of months before having to make any hard decisions.


  1. What/who helped you the most during this time?
    Without doubt the Job Retention Scheme.


  1. How does your Home Grown membership help you?
    When we found Home Grown (or should I say Home Grown found us), it felt like somewhere I felt I belonged. Staying away from home in such a great environment has been a joy until Lockdown. Knowing it is there to come back to, makes a big difference as I feel we are among like-minded people and the newsletters and events offer great insights into other businesses.


  1. Would you have done anything differently in hindsight and what?
    I would probably have tried to enjoy Lockdown more. I spent most of my time not only keeping my main business going but investing in one existing business (and helping with advice to turn it around) plus setting up a new business venture which has been great fun but full-on. 


  1. What is your key advice for other entrepreneurs/business owners?​
    Never miss and opportunity. Times of crisis may feel scary but don’t panic and look for the opportunities that always occur in times of chaos.

A Stable Maneuver

Steve Jones is the owner and Director at European Active Projects Limited, a Marine and Fabrication Engineering Business. The company has 65 employees and uses around 450 Romanian Sub-contractors, has 7 coastal locations in the UK from Newcastle to Falmouth and 2 European locations Gdansk Poland and Constanta Romania.

A Stable Maneuver

A Stable Maneuver

How did Covid-19 affect your business?

We watched as the virus developed and put together a Corona Disaster Plan late February early March, with some fortune I took my senior team to the England vs Wales Rugby match on the 7th March when contingencies were starting to be needed and discussions relevant to Covid were appearing, we as a team that weekend decided local managers and the workforce would not spread germs to other EAPL sites so intersite travel ceased. We would look at the workforce that needed to travel back to Romania and put contingencies in place for their return. We then looked at the supply base and house rentals which we could immediately cut and which we would have to retain. Our HSEQ (Health, Safety Environment & Quality) put in new Covid policies and procedures for working which we communicated to Clients. 

As expected, we lost overnight 70% of our business, as a measure EAPL invoiced £2.6M in February and only £544K in April, March had a sudden 4th week drop off. With the lockdown the business was quickly regionalised, some parts our workforce were classed as key workers for the Naval Live Vessels in the North East and critical commercial vessels, where others including our largest customer ceased working at all in the South West, Southampton & Chatham retained about 50% of business. On top of this, commercial flights became very difficult to East European countries, so we chartered a Boeing 737 to get ½ the workforce home whilst others we managed to book commercially, and the rest stayed on as key workers.

We had put our Corona Disaster Plan together and in fact with Government announcements on VAT and the Furlough scheme it was a reasonably robust and sensible plan, we worked extending the supply base payment terms, collected our own debt in a reasonable manner, gave back rented houses very quickly and cut all costs whilst maintaining the IT, telecommunications, insurances and all key elements. We furloughed 50% of the Employee base with only managers and critical head office staff in work or working from home. I live 2 hours from my head office so spent 9 weeks working from home before venturing to Kent.

During lockdown into late April we were requested by 2 large customers to undertake fresh contract works to, this necessitated us chartering another 2 aircraft to fly from Constanta in Romania to the North East, strict regulations were made at the Romanian Airport with face masks and temperature checks, but the airport staff were very pleased to see UK activity bringing revenue into their airport.

Restrictions during May and June eased slightly with flights now going to Romania and back only for it to be stopped once more as the UK were highlighted worst in Europe, key workers were then routed through Bulgaria where the flight route was still open and still is today.

We recovered as the period went on and are now back to around 70% of where we were in February of this year, it is our belief that our revenue stream will not be back to where it was until mid – late 2021 as social distancing restricts the workforce on vessels and on land sites. 


How did you approach your strategy to adapt to the challenges?

The strategy was always fluid – in an Owner Managed business even of our size flexibility and the ability to change plans very quickly have a positive impact on the business.We had the disaster plan and safety policies but these were just outlines, within this with the co-operation of the team decisions on a geographical basis can be made, the fact of actually taking on new contracts, flying guys in on chartered flights and recovering revenue helps to overcome the challenges, one thing we were very focussed on was ensuring we did not have excess men in the UK when they should be at home and vice versa to that having men in Quarantine unable to come to the UK.

As the country started to recover we could move quickly to recover the client base and business we previously enjoyed, we have done this to a large extent and are back with 90% of the employees at work and 65% of sub-contractors back in position, there will be redundancies but only a very few (5 ish) which with the knock is a good result.

Did your product or offering change?

It hasn’t changed in the short term, but I think in the longer term it will.We have started one initiative which will move on through 2020 to 2023+ as we struggle with qualified welders. Our young qualified people in the UK have been hit hard. I would like to take young under grads, A Levellers, unemployed Graduates and teach them a new (unthought of to them) skill – a Lloyds Qualified Welder. We are looking to put 3 people in each location (Total 21), using the Government’s £2,000 per trainee and train them over the next 2 years, putting them through all the technical theoretical courses and well as the practical ones – we have appointed a training co-ordinator and will be advertising in the next couple of weeks.

The rest of the product offering needs to be reviewed over what changes we may well need; core costs will rise, and these rises will have to be passed on but reluctantly. I think the next 6 months will make things clearer and allow a new vision to be constructed which will then take into account the new lifestyle and culture of life.

What was the hardest decision you had to take?

None really. All decisions were all fairly objective and not too emotional. We have gone through so far stronger than we thought, our cash position is better than March 23rd – although I owe HMRC £1M+ on Vat and PAYE, that aside we can weather another storm if necessary.


What or who helped you the most during this time? 

I think my internal team, we all worked closely albeit by phone and E-mail to make the right decisions at the right time, I also have a supportive advisor who helped me tick the boxes and could see the sense in the decisions being made.


How does your Home Grown membership help you?

It was interesting to see the e-mails being sent out and that other members would be doing similar things in protecting their businesses.


Would you have done anything differently in hindsight and what?

Not worried as much or have been so grumpy – but that said if I didn’t then I may have made crass decisions or no decisions at all which could have been far worse.


What is your key advice for other entrepreneurs/business owners? ​

Keep a strong eye on cash, flex where possible. Be open with the people that work for you towards both good and bad news, gain their support and get everyone following the same agreed and supported route.

A Beautiful Safeguard

A Beautiful

From childrenswear to face masks

Inspired by the frontliners working hard to keep us safe, Home Grown member Yen Chan, pivoted her business, childrenswear brand I Haven't the Foggiest in April, when she started producing masks with the fabric offcuts from her main collection of hand-illustrated designs. 

"Every mask is uniquely different from the next in variation, each one designed and engineered. I started making them under lockdown as the fashion industry crumbled and all the sample rooms closed. I pivoted fairly early on in April using the fabric offcuts from the main collection of hand-illustrated designs, selling them at £3 with the idea that if our frontliners are working so hard for us to maintain some semblance of life continuity then I should be able to contribute productively more than sitting on the couch with a bag of pretzels and my laptop. 

With much feedback and tested ideas they soon progressed to where they are now, using premium trims like strong yet lightweight organza continuous ribbon to ease pressure on the ears, 100% silk, velvet or grosgrain ribbon ties, 800 thread count filter pocketing and the softest of cotton, all hand-illustrated, even the solid coloured and plaid ones. Non-fade water dyes used and easy to launder, they may be popped into a little bag and machine washed at 30 degrees. For women, men and littles from 2yrs and up.

They are priced at £18.99 and I donate 10% of the masks to client.org, a charitable enterprise using the power of law to protect nature, our oceans and the environment as we move with a sense of urgency to address wide ranging concerns in our planet's health.

Despite the lack of marketing, the response has been phenomenal. The colours, unique prints, the quality of the fabric and above all, the comfort have been the driving factors in selling the masks. At least two third of customers have returned and bought more for their family and friends as gifts and 90% of new shoppers are referred. The remaining are returning clients pre-Covid. I have gotten to know many of my customers and it has increased visibility to the brand as I begin to ease into B to C in the aftermath of all wholesale trade-shows cancelling for the rest of the year. 

Through the masks I  found an exciting partnership that will take the business to the next level as well as a collaboration with a major law firm. It's been very busy and I've become quite skilled in sewing. I hope you enjoy your masks. Soft, comfortable, masks with a cause that can be beautiful/cool as a public health effort."