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Celebrating 15 years at MorePeople!
1.What motivated you to join MorePeople 15 years ago as a recruitment consultant? I’d relocated from London and had half a dozen years in recruitment, and I’d developed a skillset for scaling recruitment teams. The opportunity was ripe at MorePeople, and it was clear that we’d mutually benefit from the knowledge I possessed. It felt like I could make a difference, and my personal and professional values matched those of Guy and Peter2. Did you ever imagine you’d become CEO when you first started? Without sounding conceited – yes. I think that you must believe if you want to make things happen. Let’s not forget, I’m only the CEO of a small (currently 😊) recruitment company, so it’s not like I’m a FTSE 100 CEO, but then again, I’m not at the end of my journey. I’ve had to stay patient and accept that there was a lot to learn – and there still is! I have found out that I love learning, and I will keep that up. Every day is a school day.3. What’s been the most significant change at MorePeople since you joined? There have been a lot of changes! I think that we’ve accepted and appreciated that we are a recruitment company. Obviously, we’ve always been a recruitment company, but I think that we have embraced more and more what this means, in terms of our offering to candidates and clients but also to our employees. Our new (well, it’s not so new anymore – we’ve been here three years) office is an example of this. It’s poles apart from the office we had for the first twelve years of my employment at MorePeople and the new space lives and breathes what we are all about – we’re proud of the environment and the people. It’s collaborative and inspiring. And fun, yet professional. It’s a hard balance to strike, but I think that we have got it right. I also really enjoyed project managing the development of this site.4. What core values have stayed consistent throughout your journey to CEO? Fairness, and a drive to seek improvement, constantly. On everything. And leading by example.5. What’s one piece of advice you would give to your younger self just starting out in recruitment? Work hard. Talk to a lot of people. Attend events and really marry the industry you work in.6. What has been the most rewarding moment of your career so far? Moving into this new office and seeing the company and the people who work here ‘come to life’ – it also led to some pretty quick growth. It seems such an obvious move looking back but at the time, I’ll admit, there were some nerves there.7. What challenges did you face moving from consultant to leadership roles? You’ve got to prove that you can add more value in a leadership role than you did when you were a consultant. It’s very black and white when you’re a consultant, but less so perhaps when you’re a leader. The proof that you’re adding value is tougher to see sometimes and your success is in some way down to the performance of the people you’re leading. The leadership role is nuanced and requires patience and empathy (traits that I have to consciously work on all the time!)8. What qualities do you think are essential for someone aspiring to move into leadership? Realistic optimism and level-headedness. You’ve got to be positive all the time (but realistically so). No one wants to work for a mood hoover or a lunatic who is up and down all the time. The team want to trust in a safe pair of hands at the helm and be inspired and believe that we’re on the right path.9. How has the recruitment industry changed since you joined MorePeople? Honestly, not as much as people think. It’s more competitive – there are a lot more agencies. But to be honest, I’m using a lot of the same systems I was 20 years ago (though they have had updates 😊). It’s always been about hard work, building relationships, being top of mind with clients and candidates and building useful knowledge and insight for the sector.10. What are you most proud of achieving as CEO? I think getting to a point where our founder(s) trust that I am on top of everything. Obviously, I benefit from a team of Directors who add tonnes of value, but I’ve earned the trust and respect (and therefore have permission) to make decisions on how to run the business day to day. It’s scary and mistakes get made (that’s how you learn), but broadly speaking, we’re doing great. I’m also proud of the fact that I don’t have impostor syndrome anymore. I’m a CEO. And perhaps others are better placed to comment, but I believe I’m good at it.11. What’s one thing about being CEO that you didn’t expect when you first took on the role? Maybe I didn’t expect this, or maybe I did. The job is never finished. All you do is move the bar higher. What used to be an aspirational target simply becomes the norm. You solve a lot of problems but then more crop up. I now realise that the goal (in life or as a CEO) is not to have no problems, the goal is to have good problems. The work is never done.12. How do you stay motivated and inspired after 15 years with the company? I think in chapters. It’s not the same job or the same company as it was when I started or even after I’d done five or ten years. And it won’t be the same job or company in five years’ time. Each chapter has its own unique feel, and life outside of work also dovetails with its chapters (kids, house moves, new interests, new friends, new fashions etc etc)13. What role does company culture play in MorePeople’s success, and how do you maintain it? It’s huge. Some elements need maintaining, a lot of elements evolve and plenty of new elements get created. Whilst keeping the inalienable core values, we must move with the times and adapt to keep engagement with the team and stay relevant to the clients and candidates. I am a sponge (perhaps some might say a great plagiarist) for new ideas. I love being inspired and then tweaking a new idea to give us an edge on the competition. Some new initiatives land better than others but that’s part of the fun, I guess.14. What’s your vision for the next 15 years of MorePeople? 15 years is a long time. We can achieve a lot in the next 5, never mind 15. I think that we’ll become absolutely fundamental in our sectors – you won’t be able to work in them without knowing that MorePeople is the recruiter of choice. I expect that we’ll have gone international with additional offices in the UK and overseas – same core markets, but there are a lot of clients and geographies we aren’t currently servicing. The career opportunities that we’ll create for our team will be massive. We’ll have more shareholders, loads more directors, tonnes of managers and a whole host of roles that don’t currently exist in our structure. It’s going to be mega to make it happen.15. If you could sum up your journey in three words, what would they be? Grateful for it
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produce
A journey into Engineering as a Female Engineer
As an engineering recruiter, I hear a wide range of stories from people working across the sector—some smooth, some full of twists, and others that offer a fresh perspective on where the industry is heading.Anna’s journey into engineering is one of those stories. Soon to be starting as a Maintenance Engineer at a manufacturing company, we sat down to chat about her background, her experience as a woman in a traditionally male-dominated field, and what she thinks the industry can do to better support future talent.Her path into engineering wasn’t straightforward, but it’s exactly that lived experience that makes her story so valuable. Whether you’re just starting out or you're looking at how to bring more diversity to your team, there’s something in here worth paying attention to.From Farm Life to Fault-FindingAnna’s hands-on skills started early. Growing up on a farm gave her a natural love for practical work, with her dad working as an electrical engineer and her brother going into mechanical engineering—it was a career path that felt both familiar and exciting.“It was a good, solid career to go into. I had the passion, and I’d seen my dad and brother go down similar paths. It just made sense.”Like many engineers, her journey didn’t follow a textbook path. She began A-levels, realised they weren’t for her, and missed the enrolment window for her preferred apprenticeship. Anna ended up taking a business apprenticeship with an engineering firm but knew it wasn’t the right fit.“I wasn’t interested in business—I knew I wanted to be on the tools. I left after six months and moved on to Kimberly-Clark. That’s when things really started clicking into place.”Kimberly-ClarkAnna spoke really positively about her time at Kimberly-Clark. While her direct team was male-dominated, she saw women thriving in engineering roles across the site. More importantly, the business actively pushed for diversity. “They were genuinely supportive. If you were keen and willing, they gave you real responsibility. I felt pushed—in a good way.”Advice to Women in the IndustryI asked Anna what advice she’d give to other women coming into engineering, especially those starting apprenticeships. Her answer was spot on:“Some people still have the mindset that engineering is just for men—but times are changing. You’ve got to use that as fuel, not let it hold you back. Technology’s moved on too—it’s not about brute strength anymore. It’s about being smart, capable, and passionate.”While Anna feels the tide is turning, she believes companies need to keep challenging outdated views—especially from older generations still in the workplace.“Employers need to be proactive. It’s not enough to say you support diversity—you’ve got to show it in how people are treated, trained, and promoted.”Why Her Story MattersPlacing Anna in her new role felt like more than just ticking a box—it was helping someone continue a journey she’s worked hard to build. And for me, stories like Anna’s are a reminder of why championing inclusion in engineering is so important.She’s not an exception—she’s part of a new generation shaping the future of the industry.Are you an engineer ready for your next move—or an employer looking to build a more diverse team? Let’s talk. I’m always happy to chat, share insights, or help you take the next step.
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Agriculture
Understanding Bird Flu’s Impact on the Poultry Sector and it’s Hiring Landscape
As a Recruitment Consultant within the Rural Sector, I spend a great deal of time discussing certain barriers and challenges that our clients may be facing. Recently, I have been speaking with Poultry Farmers, and the same topic is brought up without hesitation…bird flu. It is clearly having a major impact, so I thought it was a good time to collate together how bird flu is affecting the food and agriculture sector and subsequently how recruitment is moulding to the unique needs of the poultry industry.The Current Picture in the UKBird flu or Avian Influenza has been dominating headlines for good reason. The virus has continued to affect both wild and domestic bird populations. More recently, it has even been detected in other species. In March 2025, The Guardian reported the world’s first known case of bird flu in sheep, and just a month earlier, four seals were found dead from the virus along the Norfolk coast. The boundaries of this disease are evidently shifting.Back in November 2024, the UK government confirmed the presence of the H5N5 strain in commercial poultry, triggering culling and the creation of protection zones. The following February, the country faced a grim milestone — seabird populations in some areas had dropped by as much as 75% due to the virus. This sharp decline underscored just how deeply bird flu is affecting wildlife, farming, and biodiversity.The Current Biosecurity Landscape (as of April 2025)To combat the ongoing threat, the UK government has implemented several wide-reaching biosecurity measures:Avian Influenza Prevention Zone (AIPZ): The entire UK is under this zone, requiring strict biosecurity protocols for all bird keepers.Mandatory Housing Measures: Certain regions (including Norfolk, Lincolnshire, Yorkshire, and more) require all kept birds to be housed indoors to prevent wild bird contact.Enhanced Biosecurity Protocols: These include rodent control, disinfection procedures, using protective clothing and equipment, and limiting access to bird areas.DEFRA continues to advise vigilance, urging bird keepers to monitor for symptoms and report any concerns immediately. Despite the low public health risk, authorities are closely monitoring the situation in case of virus mutations that could increase human transmission risk.Operational and Economic Consequences on Businesses:The outbreak of bird flu has resulted in hundreds of thousands of birds being culled, affecting both egg and meat supply. This, in turn, has increased consumer prices and catalysed supply chain disruption. Housing orders, pest control, and additional protective equipment have created a real financial burden, especially for smaller producers. Additionally, export restrictions and insurance difficulties have already added pressure on stretched operations. Not to mention labour and welfare issues…staff shortages, mental strain, and animal welfare concerns are increasingly common as birds are kept indoors for extended periods of time.Vaccination: Is It the Future?Vaccination is a hot topic right now, with countries like France, China, and the Netherlands making strides in mass poultry vaccination strategies. Notably, the Dutch government began a pilot vaccination program in March 2025 following the promising field trial results, which showed that vaccinated birds remained disease-free and did not transmit the virus.Still, there are caveats: vaccination can complicate surveillance efforts and affect export eligibility, so countries like the UK and U.S. are proceeding cautiously.What Does This Mean for Recruitment?All of this change — from disease control to vaccination strategy — is having a real impact on recruitment within the poultry industry. We are seeing candidates who are skilled in Biosecurity, managing disease risk, adhering to safety protocols and implementing prevention strategies are highly sought after. Moreover, professionals who display a range of operational flexibility are also in demand. With the uncertainty of bird flu, Farm Managers are looking to hire those who are open to flexibility and not scared of change. In particular, changes in regulation or environment, like shifting from the outdoor to indoor housing of animals during outbreaks is key. With instances of bird-to-human transmission, such as the confirmed case of H5N1 in a UK poultry worker in January 2025, there's a growing emphasis on training, PPE use, and occupational health policies. Candidates must be aware of this and be willing to undertake efficient training.Unfortunately, the negative implications of outbreaks and culls can lead to temporary layoffs or a reduced hiring demand. As the situation continues to evolve, so too does the type of talent the industry needs. It's more important than ever for employers to hire not just for experience, but for resilience, awareness, and adaptability. On that note, if you do need assistance in hiring talent who will be equipped for what the future may hold, please reach out to me! Rachel Richardson | Rural Recruitment Consultantrachel@morepeople.co.uk07701 387 732Contact meGet to know me
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Operations
The Function of Continuous Improvement Roles
In the dynamic landscape of food manufacturing, the role of Continuous Improvement Managers (CIMs) has become increasingly vital. These professionals are dedicated to enhancing operational efficiency, reducing waste, and fostering a culture of ongoing improvement within production facilities. As the new financial year unfolds, bringing with it heightened costs and economic pressures, the presence of a CIM is more crucial than ever to navigate these challenges effectively.The Imperative for Continuous Improvement Amid Rising CostsThe onset of the new financial year has ushered in increased operational costs for food and drink manufacturers, driven by factors such as escalating energy prices, labour expenses, and raw material costs. A recent survey by the Food and Drink Federation (FDF) revealed a significant decline in business confidence, with a reported 47% confidence level in the final quarter of the previous year, down from -6% in the preceding quarter. This decline is attributed to mounting pressures and additional costs stemming from government policies.In this challenging economic environment, the role of CIMs becomes indispensable. By focusing on continuous improvement, organisations can identify and implement cost-saving measures, enhance productivity, and maintain competitiveness. CIMs’ expertise in analysing data, managing projects, and leading teams enables them to pinpoint areas where efficiencies can be gained, directly impacting the bottom line. Their efforts in streamlining operations and reducing waste are critical in offsetting the financial strains posed by rising costs.A Debate Worth Having: Standalone CI Role vs. Integrated ResponsibilityWith the new fiscal year and inflation continuing to squeeze margins across the food manufacturing sector, a timely debate emerges: Should continuous Improvement be entrusted to a dedicated role or absorbed into the responsibilities of existing managers? On one hand, the case for a standalone Continuous Improvement Manager is strong, bringing in a specialist whose sole focus is driving efficiency and eliminating waste may seem like an added cost now, but it could yield significant savings in the long run. On the other hand, many argue that frontline and operational managers already practice continuous improvement as part of their day-to-day remit and that allocating more budget to a dedicated role may be a luxury companies can't afford under current economic constraints. The tension lies in balancing short-term financial prudence with long-term strategic gain. With energy prices soaring and raw material costs rising, is now the moment to invest in focused CI leadership or does it make more sense to empower and upskill current managers to carry the torch? Either path demands commitment to the continuous improvement philosophy, but the structure of that commitment is what businesses must now decide.What have I heard?In conversations I've had with professionals across the food manufacturing industry, one theme comes up time and time again. Continuous improvement isn't just a strategy, it’s a mindset. Whether it's a plant manager, a production supervisor, or someone on the floor, there's a shared understanding that progress is driven by consistent, intentional effort from everyone, every day.One of the most refreshing takeaways from these discussions is that continuous improvement isn’t just for the Six Sigma black belts or the engineering team. It’s for everyone. People on the floor often have the best ideas because they’re the ones living the process every day. Creating a culture where every team member feels empowered to suggest and test improvements is what sets great manufacturers apart from the rest.A Question for the IndustryOne thing that often comes up, though, is how stretched operations managers and team leads can be. With so many plates spinning, production targets, staffing, compliance, and firefighting, how realistic is it to expect them to also drive continuous improvement day in and day out?That leads to a bigger question: Should there be more dedicated CI roles embedded within food manufacturing teams? People whose job it is to facilitate improvement, coach others on tools and methods, and help bring ideas to life without adding more pressure to already-overloaded ops teams?It’s a conversation worth having. While CI is everyone’s responsibility in principle, having the right support structure in place might be the key to making it sustainable in practice. As food manufacturing companies confront the realities of increased costs in the new financial year, the strategic importance of Continuous Improvement Managers cannot be overstated. Their role in driving efficiency, reducing waste, and cultivating a culture of ongoing improvement positions organisations to better manage financial pressures and sustain growth. Investing in continuous improvement is not merely a reactive measure to current challenges but a proactive strategy to ensure long-term success in an ever-evolving industry. However, as businesses tighten budgets and seek the most cost-effective paths forward, the question remains: Is it more beneficial to invest in a dedicated CI role, or can the same results be achieved through a collective effort by existing managers? As the industry adapts, so too must its approach to improvement.
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Engineering
Why Hiring Unqualified Engineers Is Costing You More Than You Think
In engineering recruitment, there’s a saying that still rings true: “Pay peanuts, get monkeys.”But in this industry, the consequences go far beyond just poor performance. Pay too little, and you might find yourself dealing with breakdowns, costly downtime—or worse—because someone who once fixed a toaster is now in charge of critical plant machinery.Lately, I’ve been speaking with several highly skilled maintenance engineers—the kind of professionals you want on your team. What’s driving them to leave their current roles isn’t poor pay, awkward shift patterns, or a lack of career progression.They’re walking away because they’re fed up with babysitting underqualified hires.These engineers are constantly being asked to pick up the slack for team members who lack even the basic qualifications or hands-on experience. It’s not just frustrating—it’s a health and safety concern and a major productivity killer.Short-Term Fixes Create Long-Term HeadachesLet’s face it—there’s a real shortage of skilled engineers in the UK. The temptation to plug the gaps with cheaper, less experienced candidates is understandable. But those short-term fixes often create a long-term recruitment headache that’s difficult to shake.Instead of building a strong, reliable team, businesses end up trapped in a loop of:Repeated re-hiring every few monthsIncreased downtime due to avoidable mistakesHigher stress and workload for experienced engineersFalling team morale and growing turnoverInvest in Talent That Adds ValueIf you’re serious about building a resilient engineering team—whether in food manufacturing, FMCG, fresh produce, or agriculture—you need to hire qualified, experienced engineers. The kind who understand compliance, preventative maintenance, and complex systems—not just how to change a fuse.So before you lower your hiring standards just to get someone through the door, ask yourself: Do I want to build a strong, dependable engineering team? Or am I prepared to be recruiting again in three months’ time?In engineering recruitment, quality always trumps convenience. Invest in the right talent now, and you’ll avoid much bigger issues down the line.Looking to strengthen your maintenance team with qualified engineers who actually add value? Get in touch with our Engineering team. Jake Tebbutt-Gilbert, Senior Consultant, Engineering
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Why Don’t More Technical Professionals Reach the Top in the UK Food Industry?
In the UK food and fresh produce industries, technical professionals—those in food safety, quality assurance, and compliance—are the backbone of operational success. They ensure products are safe, meet regulatory standards, and maintain brand reputation. Yet, when you look at the top of the organogram, the MD and CEO roles are rarely occupied by someone from a technical background. Why? Of course, it isn’t the case for everyone – there are exceptions to this and some exceptional examples of great technical professionals making brilliant MD and CEO’s. Myself and Claire Donovan, who we recently had the pleasure of having as a guest on the The MorePeople Podcast, discussed this very topic I posed the question to her as to why there aren’t more technical individuals that make it to board level, whether that’s technical directors or a technical person that climbs up to MD or CEO level. 1. Commercial and Strategic Bias Claire comments, “I think it’s a combination of things – we tend to be, in our makeup, quite risk averse and quite questioning, and I think that’s critical for a technical role. You’re always worried about what could go wrong, we tend to be glass-half-empty individuals. That risk aversion can then be impactful on the way we communicate - We have to learn for the first words coming out of our mouths to not be no – it might be can I think about it? So that has an impact, I think, on the way we’re seen in terms of leading businesses. I think boards tend to look for - particularly bigger boards where technical might not automatically be an executive position – the board tends to look for commercial acumen.” The path to the top in food businesses often favours those with P&L responsibility—typically from commercial, sales, or operational backgrounds. MDs and CEOs are expected to drive growth, manage stakeholders, and deliver bottom-line results. While technical professionals are crucial in safeguarding compliance and risk management, their roles are often seen as cost centres rather than revenue drivers, despite Technical personnel having budgetary responsibility and commercial understanding. 2. Lack of Cross-Functional ExposureWhilst most technical professionals frequently interact with customers, suppliers and internal business functions, they often do not have exposure to investors and may, due the specialist nature of their qualifications, not venture into leading other areas of the business landscape such as operations and commercial. This limited scope can make them less visible when leadership positions open up. 3. Leadership Perception and Soft Skills The stereotype persists that technical professionals are process-driven and detail-oriented but lack the strategic thinking, negotiation skills, and charisma often associated with top leadership. While not necessarily true, those in technical roles may not always be given the same leadership development opportunities as their commercial counterparts and may have to be clear with their executive team that they wish to develop in that direction. 4. Risk vs. Reward Mindset Technical professionals are trained to mitigate risk, ensuring food safety and regulatory compliance. Meanwhile, business leaders must take calculated risks to drive innovation, enter new markets, or push profitability. The contrasting nature of these mindsets can create a barrier to career progression. Claire comments: “Particularly as I’ve explored the INED world people don’t necessarily want technical as it’s not necessarily a field they feel they’re weak in but they do need audit and risk so as I’ve gone from being employed to now working on various projects, the way I’ve found myself on boards is with that audit and risk piece. Again, there's a little about glass half empty, but businesses need to think about their risks and put stuff in place to stop them happening because if you don’t think about your risk, then it comes and knocks on your door.” Breaking the Ceiling If technical professionals want to break into the C-suite, they need to broaden their experience beyond their core expertise. Taking on commercial projects, engaging with customers from a commercial perspective, and gaining and or showing financial acumen can make them stronger candidates for leadership roles. Equally, businesses must recognise the value of having technically-minded individuals at the helm—especially in an era where food safety, sustainability, and compliance are more critical than ever. Claire comments, “I tend to talk about diversity of thought – it’s not necessarily about whether I’m male or female; it’s about diversity of thought. We bring a different view, a different lived-in experience, and a different set of reasoning. If you're not careful on your board, and everyone looks the same and agrees, then you don’t get that challenge and that disagreement in private, agree in public. You need the challenge around a board to really push the board; otherwise, you just end up saying yes, and you don’t see troubles coming up behind you.” Is it time to rethink the route to the top? Could the next great food industry leader come from the technical ranks? Absolutely—but only if both professionals and businesses challenge the status quo.
