ABOUT BERNARD BERSON
How much do you travel?
Every five or six weeks – to where the requirement is. I have got a good team around me and our style is decentralised and autonomous, where we find good people and empower them. Financial reporting is key to us, but we leave people alone; we get the right people involved, so the requirement to travel is more of a statesman role – for co-operation, collaboration and the exchange of ideas.
Describe your management style.
I am not a planner, more of a big thinker than a doer, more of a strategist than a manager, and I have people around me who are good managers. It is about having vision and confidence to do things. I am very results orientated. Not everything is good news, I understand that, but I don’t like surprises – make it quick and don’t try to hide anything. As long as they are capable, people are left alone to a large degree.
Your favourite holiday destination?
I find every place interesting, even if I don’t like it. But London and New York are my favourite cities. I like busyness and activity. I am not the type that wants to get lost on Mount Kilimanjaro.
What do you do to relax?
What I love doing is trying to identify trends – new things like the increasing popularity of Mexican food, or whether frozen yoghurt is on its way out.
What big trend are you seeing now?
That the consumer wants better quality. They want to know where it is coming from and are concerned about whether it is good for them, whether it was made using slave labour or whether animal welfare was taken into account. This is becoming more important and people are willing to pay for it.