How to get ahead in contract catering

Louise Wymer, director of catering company, Catering Academy, was the only representative from the hospitality industry shortlisted in the Veuve Clicquot Business Woman of the Year 2010 Awards. She spoke to Caterer.com about how she’s found success in contract catering.

First, tell us how you felt about being shortlisted for the Veuve Clicquot Business Woman of the Year Award?

It’s lovely, but I have to say that in this industry it's a team effort.

So, take us back to where your career began.

It all started in conference and banqueting, but I reached a point when working late nights and weekends were no longer ideal. Moving into contract catering was a way of staying in hospitality without the hours.

But how did you get from there to owning your own company?

I took a job at Charlton House back when they only had three contracts. I was inspired working for the founder Robyn Jones, but I needed to move on. I worked for a few more independent caterers but they kept on being bought by the multinationals. I just didn’t want to go through another acquisition, so I decided to start up my own independent company.

Wasn’t that a risk?

Well, I saw it as an opportunity to take ownership. The worst that could have happened would be that I would lose some money. But that is a defeatist attitude. You have to believe in yourself. I launched in January 2005 (with two partners) and now have 723 staff.

What gets you out of bed in the morning?

The fact it gives me variety and it’s not office-based. I get an adrenalin rush from taking over a contract with a demotivated F&B team and developing them. I like the feelgood factor of showing the client how we can improve the food and service. We have a varied client base. About 50% is education and the rest is B&I, health, pharmaceutical companies and commercial clients.

So, what’s your next challenge?

I’ve just taken three months off to look after my baby. I’m now concentrating on launching a healthy eating project, concentrating on wellbeing and nutrition in the education sector, and I’m developing a network of suppliers to improve sustainability.

Let us in on the secret of your success.

You have to have the courage of your convictions and believe in yourself. You also have to recognise where your weak spots are and address them. I always make sure the team is balanced to cover any of my weaknesses.

And what are your tips to the top?

The work environment is important – you need to find a job with the right culture. You need to come to work wanting to be the best you can be, rather than just doing what you are told. Don’t feel suppressed – you need to work where you can express yourself. If you feel downbeat then it’s time to change jobs.