Scotland Podcast Studio's
Creator of Podcasts for King Street Studios, Johnston Media Podcasts,
Scotland Podcast Studio's
Handmade Fudge, Big Vision: Building A People-First Brand
A career can pivot on a single moment. For Graeme Clark, watching his father’s late-career redundancy lit a fire to build on his own terms—first as a self-employed joiner, then as a sales professional, later as the owner of a 50-year-old wholesale brand management agency, and finally as the founder of Oakal Fudge, a handmade confectionery brand supplying iconic distilleries, luxury hotels, and farm shops across Scotland.
We explore how Oakal Fudge balances craft and growth without losing its soul. Graeme walks us through making butter fudge by hand, batch after batch, and why the team refuses to industrialise the core process. Instead of chasing supermarket volume, they choose partners who value provenance, flavour, and story—think Glen Eagles, St Andrews, and malt whisky distilleries where spirit is added to the fudge for a distinct, place-based product. With fifteen Great Taste Awards, SALSA accreditation, and capacity to scale production fivefold through packaging automation, the business proves that artisan and ambition can coexist.
The conversation ranges from culture and leadership to finance and resilience. Graeme shares how accelerators, mentors, and winning Scottish EDGE reshaped his approach, sharpening unit economics, planning, and accountability. He explains the traction system his teams use across both companies, why culture beats strategy for long-term execution, and the lessons he’d give his younger self: know your numbers, start with the end, and take time to celebrate progress. If you care about scaling a product the right way, building teams that take pride in their craft, and turning values into daily operations, this story will stick.
Enjoyed the conversation? Follow and share the show, leave a review to help others find it, and connect with us to continue the discussion.
Welcome back to the Sterling Business Podcast from Studio King Street. I'm your host, Neil Monday, and today I've got uh a fantastic guest, um, Graeme Clark, the Chief Executive of Oakalfudge, um, a local uh entity within uh within the Fort Valley area. Um Graeme has another business, um wholesale brand management. Uh we'll touch a little bit on that, but today Graeme um here to talk specifically about uh your journey um and uh how you started Oakalfudge and what it's become. So welcome.
SPEAKER_00:Well thanks for having me quite an exciting uh time to be on a podcast. First one. So how did you get started? So I I always remember I was 15 years old, um, and my father was made redundant about six months before he was due to retire, and it changed the retirement plan that my parents had. Um, and I always remember watching my mum and dad going through a quite a tough time because finances all changed for and was all taken away and changed, and you know, we we had a good upbringing and you know we were very fortunate family, but my parents had worked really hard to get to this end point, and then through no fault of m m my mum or dad, uh things changed. And I just remember thinking to myself, that'll never happen to me. So I actually began my career as a a joiner. Um apprenticeship, I worked for a small family business, um, and then I went self-employed in year five of working, and I've been self-employed pretty much the rest of my life because um I just have this inherent desire to do my own thing. Um Brilliant.
SPEAKER_01:So, what was that first thing in when you're in my joinery business?
SPEAKER_00:So I probably employ employed two or three people, we built a few houses, did a lot of domestic work, so I had 10 years at that. Okay, and actually it was um uh a customer who I was playing golf with who asked me how life was, and I said, Great, but I can't wait to give up this joinery malarchy. Um and he said, What do you want to do? And I said, I just I I want to have a different career, but I don't want to be stuck in an office. What kind of job? And I said, I guess maybe a sales job. I'm looking for someone. So go, you know, I I became that business's first um employee. Um the business is 50 years old this year, we're in the 50th trading year, and I own that business. Uh my wife and I bought that back in 2006, but I was the first employee in 1996. Um, and the business was called Scot Serve back then, um, owned by Derek and Jean Drysdale, and they've been really successful. And we basically are channel experts in the wholesale and convenience channel, and that business represents food and drink brands and helps them grow within that market.
SPEAKER_01:And that's your uh wholesale brands business. Okay.
SPEAKER_00:Yeah.
SPEAKER_01:So roll rolling the clock forward, um, Fudge, where did that come from?
SPEAKER_00:It came from um so 2006 we we bought Scott Serve, we changed the company name a few years ago because we're a UK-wide business now, and basically we grow brands. And I just had the daft idea of how hard can it be? We should have our own brand. And in 2017, Oco Fudge Limited was born.
SPEAKER_01:That's great. So Fudge, obviously, we can see a nice selection of them here. Um, what else do you do? Do you do anything as a as a diversification from Fudge?
SPEAKER_00:No, we we we we stuck to a core of fudge. Of course, the confectioner categories is a huge category in our market. Um, but we we've stuck with making a a standout product. Um we employ locally, um, we are artisan producers, everything's made by hand. Um the desire of the businesses, no matter the success and the scale, is that we will always make everything by hand. Because if not, we just become the same as all the other fudge and Scottish tablet producers in the country. Um, we've got a couple of huge businesses within Scotland that produce these products and are big in supermarkets and that world. And that that's not the desire for our business, our business is to be a people business.
SPEAKER_01:Okay, so in terms of the markets you serve then, so if it's not the kind of you know main skill supermarkets, what type of uh demographics and markets are.
SPEAKER_00:So we're very much uh a higher end farm shop in Delhi, tourism, distilleries, hospitality type brands. So customers like some of the King's residencies we supply. Okay. Um, Glen Eagles Hotel, um course of St. Andrews, probably about 30 distilleries, including the the local one here at uh at Deanston, as well as smaller ones like King's Barn and up to places like LeFroy, Belwinny, which are uh the Azure-owned distilleries.
SPEAKER_01:Are you using some of their product in your foot?
SPEAKER_00:Yeah, so we it's handmade butter fudge. Um we've got fifteen great taste awards for a range of products. Uh our our um just plain fudge is uh an original recipe butter fudge, and we physically add spirit um from that distillery into the fudge.
SPEAKER_01:Okay, so that's where their branding is from the yeah. That's where their branding comes from.
SPEAKER_00:And you know, m each although this DiAgio is a global business, but when you work with the people in the retail outlets, they're so passionate about the brand of the distillery. So to mix their spirit with a a great quality fudge excites them and it's great fun for us.
SPEAKER_01:Great. Well, you know, I I was gonna ask you a question specifically about what makes Oakal Fudge unique, but I think you just kind of explained it as the authors on the handmaking.
SPEAKER_00:Yeah, and there's many bras many businesses do that, but we've probably got the most flexible, flexible production unit in our category. Um we do the things that the bigger manufacturers aren't interested in. So it's all about partnerships, um, like-minded people uh working together to create a great product, be that in packaging, um, you know, a product stands for itself with the the number of great tastes awards we have, the level of um uh businesses that we're supplying, you know, somewhere like Glenn Eagles has gone through four or five people to sign that off that the product's good enough before you even get to packaging stuff. So that sort of um level of commitment from the team to produce every day. We currently we hand beat now about 15,000 pots of fudge every year. We effectively make fudge in Scottish tablet the way you would in your home kitchen using store cupboard ingredients scaled up to a commercial s uh size.
SPEAKER_01:Okay. And what sort of capacity are you at now then allowed?
SPEAKER_00:So 15,000 pots is about 250,000 units. Um so revenue terms, you know, we're still a small business, but about uh on our way to about three quarters of a million in in revenue. Um we employ nine people and um yeah, package a lot of fudge.
SPEAKER_01:And do you uh through automation, whether it's manufacturing or whatever you do do you expect to significantly scale that amount of fudge that you're producing?
SPEAKER_00:Yeah, so we've got capacity in the the the facility we're at to grow that five times. Um and yeah, it's it's packaging automation is how we'll pick up the pace because we will keep making it by hand and it'll just it'll mean we'll recruit more people. Um and I think that's a it's a great thing to do, um, but it also builds a strong team and and uh ensures that we remain true to our values of um handmade.
SPEAKER_01:Fantastic. So back to your other business for for for a second. So are there any synergies between the two? Uh do you leverage any of the brands the brand management in your brand?
SPEAKER_00:Bizarrely, you would think. Um but it's not been that easy. But what we do know is how to grow brands. Um and ironically, we've c um created a brand that doesn't sit in the channel that we've been experts in for the last 50 years. So um it's been an interesting journey. So there's a bit of cross-servicing between finance, administration, etc. But now Oklafudge has its own sales team, it has an operations manager, and my wife is production director and helps oversee the kitchen. Um we've just um managed to get salsa accreditation, which uh most people won't know, but it's the sort of step before the uh the BRC accreditation that allows us to supply bigger customers.
SPEAKER_01:Scale, definitely there, you've got the capacity to scale. You've got the capacity to scale and um you know that that's great for the Fourth Valley, you know, hiring more you know, kind of local people. Um and uh and I get I guess there's a lot of pride in in the brand as well, right? So if you're hand making something like this, you know, as an employee, they must be pretty uh you know, pretty pumped and pretty motivated that they're representing such a great brand.
SPEAKER_00:The the team in the kitchen, and it's not to ignore anyone else within the business, but the team in the kitchen are an amazing bunch of uh of women. Um we've recruited a couple of guys over the years, none of them made it past lunchtime on the first day. Um and these girls come to work um every day. We have got one lad now, actually, who's uh a smashing, a smashing young lad, Connor, who joined us um probably about four weeks ago, um, and he's trying to learn the skills of becoming a fudgeteer. But they're super proud of what they do. Fudgeteer is the official title. Okay. It is the thing. Um super proud of what they do. Um, you know, they work so hard, uh turning up every day, five days a week, beating pot beating pots of fudge all day, pouring pots of fudge all day. You know, the product sits at 110 degrees when it comes out of the pot into the tray and they just make it work. Everybody knows what they're doing, everybody's involved in every step of the process. Um and it's uh yeah, it's I mean, it's not a factory, it's a it's a commercial kitchen. But people love it when they come and watch. It's also not you know five old women with a big wooden spoon in a copper pot. Um it's a commercial business, but there's also that community feel about it and and the fact that um the the kitchen team walk to work in the morning because they all live locally, and I love for that to grow and have more locally employed people um to for to be proud of the brand. I'd love us to get to a point, we're not there yet, but I'd love us to get to a point where um people in Clack Man and Share are proud that Occofudge has made on their doorstep. Um we're not quite there yet, a little bit to go yet.
SPEAKER_01:No, it's great. So if we if we change tack a little bit, Graham. Um I've known you for a while now, a couple of years. Uh we met through the chambers, chambers of commerce, uh, and we have a we've had a few guests actually uh that have come from uh from that stable, if you like. Um but one thing that I noticed from you right out of the right out of the gates was your passion for entrepreneurial chip. Okay. Um you're a true entrepreneur, you you you know, you you help others. I've seen you helping others, and you know, you you're always in the same networking circles as um you know uh as myself. So um from that perspective, what are you doing to support other business owners and and and and why is it such a passion of yours? So that comes from.
SPEAKER_00:I guess I've I've run a business since 2006. As I said, I've been self-employed most of my life um and I always wanted to do my own thing. Not really sure where that came from, Neil, other than just wanting to drive my own agenda. But I never really thought that I was a visionary or an entrepreneur, uh um, etc. But when I got to sort of 50 years old, hard to believe, I know, um I just felt all I was was a task-driven, operationally driven business owner. And and I would have worked till I was a hundred. Um and I believed there was more, so I took a bit of advice. I got involved with Royal Bank uh Accelerator Programme that led to us entering Scottish Edge. We won Scottish Edge in 2024, um uh one of the awards that they get, um uh that led to us being able to produce an advert and go on Scottish television.
SPEAKER_01:I knew I'd seen you with the hairnets.
SPEAKER_00:Yeah, I know you have. And um I also um managed to get onto the Hunter Foundation entrepreneurial programme for for businesses that they identified as um fast-growing businesses, and that along with three particular people that mentor me has just changed my view on business. And I I just wish if I was to look back, I don't really regret anything in my life, but I wish I was 45 and not 55, because the last three years have been the most fun I've had in business because of the learning, and and have having an open mind to learning and change is so important, and most business owners have. That's the net the networking part part when you speak to business owners. Um there's so many like-minded people that you meet, but of course, when it comes to taking advice, etc., many business owners are you know, I know what I'm doing, leave me in peace. And I'm just not like that. I'm I'm I'm I believe quite a humble guy, um, and I'm asking people that are far more experienced than me on things of you know major decisions that I need to make in my business journey, but also management decisions, coaching of the team, you know, speaking opportunities, etc. And there's you know, um we've been really, really fortunate to get a a link with Heathrow and uh the the retail director, a guy called Fraser Brown, who's from Kibbliston actually, came up to we won our award, we were the only Scottish business to win the the Heathrow Award, and he came and spent some time with us, and we've since become uh quite quite good friends, and he's been super supportive to us. You know, a businessman click Manning sitting talking to the retail director of a multi-billion pound airport. It's just incredible, you know, along with you know, meeting Tom Hunter and other entrepreneurs and and seeing the successes that people go through. So the learning from that to answer the question is actually one of the things I'd like to do as I go through my career because I've built a really strong team around me over the last couple of years, and I've understood more about the framework of operating a business, the the culture, core values. Yes, the strategy is important, but the culture is more important. Um it's allowing me a little bit more time to to uh do things like this, um, go to business events, uh, and actually I've now got a couple of people that um that I mentor myself because there's always someone on the the rum on the ladder below you.
SPEAKER_01:No, that that's it's it's great to hear. And um, you know, from the perspective of giving back, you know, it's it's it I I always enjoyed the coaching and the mentoring through my sales career over 30 years. I got more out of that than in the end than actually being in front of customers. I just I loved seeing other people develop and and and bringing them on. So I guess you know, from from that perspective, and and to and to use a Tan Hunter phrase, uh poetry elbows on. So what's next for Graham Clark? What what what are you fancying doing next?
SPEAKER_00:So yeah, I I I actually would like to probably step back a little bit, but not not in terms of the way that people may think. But I want to see the team flourish. You know, we've we've got uh we've employed 20 people um between both companies. Um we've got a leadership team now, we've got uh you know accountability responsibility framework in there. Everybody knows what they've got to do, what what what they lead. Um are the two businesses still completely separate, or DM? Yeah, they are separate companies, but our culture values um overarches both companies, and it was the team that drove those values, uh, isn't me just saying here's what we believe in. It absolutely came from the team. Um so that that structure piece is is is there and also the framework of both businesses. Um we adopt a traction system within our businesses, and that's um something that runs through both. But of course, they are one's a manufacturing business, one's a service business. Um and I want to step back and and let these guys run with it a little bit more because I've realized that it's alright not to be the cleverest guy in the room, and uh I'm not anymore, that's for sure. And um, having actually a leadership structure um means that these guys are running the day-to-day operations of the business and and they don't need me. And it's great to have that space, and I would love to spend more time uh supporting other businesses, startups, um people with ideas, or people that maybe have not found their way or or think they can, you know, they're ready to do a better way. I've I've been fortunate, I've met half a dozen different people that ask me to come and chat with them. But what I found was there's those that like to chat about, you know, could you help me? And then there's those that actually take the actions that you, you know, um guide them on, and you can see a change. And that as you've just said, it's a super exciting thing when when information you pass on that you've learned, you can see working in someone else's company. It's it's fantastic.
SPEAKER_01:Okay, great. So now a bit older, wiser, very experienced in the world of business. Um what would you say to young uh your younger self if you were starting out again?
SPEAKER_00:Um so I've actually written this down. Um I guess um know your numbers, biggest lesson I've had. I'm a numbers guy, I'm not a finance guy. Um I'm now a finance guy, and that's been the biggest lesson. And it's the first thing I say to anyone who who wants to have a conversation about why their business isn't running so well. And it's incredible how many businesses operate not knowing the numbers. Um, and also I would say I would start with the end in mind and build the plan backwards and fill in the gaps, both the resource planning, finance planning, etc. etc. Um, because I I didn't realise, I just kept ploughing forward. And then finally, and it's probably the biggest one I learned, is um you should reflect on your achievements because you miss the journey, and otherwise, if we're all driving to the end goal, you miss what's happening as you get there on the way there.
SPEAKER_01:Yeah, you enjoy the successes that's happening.
SPEAKER_00:Yeah, and that's something I've never done. So it's only now where um you know, when I'm sitting with my leadership team and they've got a million things on their list, and I'll say to them, Look, you know, let's slow down and look at the last three months. What have we actually achieved? And when you repeat that back, you quite often go, My goodness, that's quite a lot of things that we've got through. Um, and as a small team, it's incredible the amount of things you can achieve. So you should reflect on it, it's really, really important.
SPEAKER_01:Great. Well, very inspirational, Graham. Thank you for taking the time out and uh speaking to the audience, uh the Sterling audience, the Ford Valley audience. Um I'm sure that there'll be lots and lots of questions that people might have. Uh, do you have any uh social channels or any ways of people to be able to contact you?
SPEAKER_00:LinkedIn's the the one we use in the main. Um you haven't worked out Instagram and Facebook yet. It's uh not not my bag, but LinkedIn, more than happy for anyone to drop me a note on LinkedIn. Please don't ask me to ask. So look for Graeme Clark, vocal fudge, and and you'll find me. But always happy to connect with people, see where I can help.
SPEAKER_01:That's great. Well, thank you again. Appreciate you coming in and speaking to the audience. Thank you.