Building a Business People Never Want to Leave with Jennifer Davidson

In this episode of Event Matters, David Watt is joined by Jennifer Davidson, Founder and CEO of Sleek Events, one of the UK's fastest-growing independent event agencies.

Starting out as a freelance event manager with no grand plan to build a business, Jennifer has grown Sleek into a company approaching £50 million in turnover while staying fiercely committed to its independence, its people and its values. Rather than chasing rapid growth at any cost, Jennifer has built a business where culture comes first, clients become long-term partners and success is measured by the opportunities created for the team.

Jennifer shares the leadership principles that have shaped Sleek's journey, from turning down high-value clients who weren't the right fit to creating a workplace where employees genuinely want to spend time together. She also reflects on the importance of self-development, protecting company culture as you scale and why building a business for the long term means making difficult decisions today.

Expect insights on:

• Building a values-led culture that people genuinely want to protect
• Why saying no to the wrong clients can be the best commercial decision
• Creating long-term partnerships instead of chasing short-term wins
• Leading a growing business without losing sight of your people
• Balancing ambitious growth with independence and long-term thinking
• How personal development shapes better leadership
• Why culture should be measured by actions, not words
• The lessons Jennifer has learned from scaling one of the UK's fastest-growing event agencies

Jennifer's story is a powerful reminder that sustainable success isn't built through relentless growth alone. It's built by investing in people, staying true to your values and creating a business that everyone is proud to be part of.

Host: David Watt, Partner at Kershaw Partners
Guest: Jennifer Davidson, Founder & CEO, Sleek Events

Transcript

SPEAKER_01 0:00

Welcome to the Kershore Partners podcast, Event Matters. Conversations about the realities of running, growing and scaling event businesses today. This podcast is for established event business owners who want clarity, confidence, and a different perspective on the road ahead. Our aim is to keep these conversations open, informal, honest, practical, and even sometimes a little bit informative. So you can walk away with fresh insights and ideas you can put into action in your own business. I'm glad you're here, so let's get started. This week I'm joined by Jennifer Davidson, founder and CEO of Sleek Events. Jennifer's journey into entrepreneurship began as a freelance event professional working directly with corporate clients long before she built one of the UK's fastest growing event agencies. What started as a leap of faith with a single client and a handful of trusted freelancers has grown into a global business working with some of the world's biggest brands, all while staying fiercely independent and true to its values. Based in London, Sleek has evolved into one of the UK's most successful independent event agencies, delivering programs for global clients across technology, luxury, automotive, and beyond. What began as a freelance venture has grown into a business approaching 50 million in annual turnover, employing more than 60 people and working with some of the world's most recognizable brands. But this isn't simply a story about scale, clant wins, or industry recognition. It's about creating a business where people genuinely want to belong, where culture comes before ego, and where success is measured by the impact you have on others, as much as the numbers on the spreadsheet. Jennifer shares how she built the company from scratch, the challenges of scaling a business at speed, and why she always has been willing to trust her instincts rather than follow a conventional path. We talk about resilience, leadership, navigating the uncertainty of COVID, and why taking a people-first approach has been central to every major decision she's made. We also explore the importance of partnership over transactions, building long-term client relationships, and having the confidence to walk away from opportunities that don't align with your values. At the heart of this conversation is a deeper discussion about personal growth, self-belief, and creating opportunities for others to thrive. Jennifer speaks openly about the influences that have shaped her career, the lessons she's learned along the way, and why she believes that everyone has a choice in how they show up each day. It's a conversation about leadership, culture, fulfillment, and building something that lasts. If you enjoy this conversation, make sure you subscribe to the podcast. You'll get new episodes before anyone else, and keep up with the stories shaping our industry. This is Event Matters, and this is Jennifer Davidson. So hi Jennifer, thank you so much for being a guest on the Event Matters podcast. Lovely to see you.

SPEAKER_00 2:50

Thank you for having me, David.

SPEAKER_01 2:51

Uh tell me, I've been following with interest that the Sleek Events posts and your views on LinkedIn. Take me back to the beginning with Sleek and why I mean it's what it's been thirteen and a half years now that you've been going? You were just in your twenties. How have you managed to grow the company so quickly to a point where you're, is it number 21 in the Times fastest growing companies list? You virtually doubled the size of a company in the year. I mean, it's pretty incredible growth.

SPEAKER_00 3:17

Started 13 years ago, was originally a contractor working directly with a corporate company after working in a couple of agencies and corporates.

SPEAKER_01 3:25

You were you a freelancer, right, in thinking you were a freelancer?

SPEAKER_00 3:28

Yes. So I was freelancing, but at the time I was only freelancing with corporates, not necessarily event agency. I hadn't actually discovered event agencies at this point. So I was doing a maternity cover contract at a tech company and then looking after sponsors for a specific event. And I got asked if I worked directly with a sponsor afterwards. So I I kind of finished this Mat Leave contract, got approached by somebody who used to be a boss of mine who owned a marketing agency but within the franchising world. And they said, Oh, have you thought about doing your own thing? And I hadn't. And they said, Okay, well, why don't I help you do that? So I said, Okay, great, let's see how that goes. And obviously at the time I was a lot younger, I had rent to pay, and I was stressing about money.

SPEAKER_01 4:08

Was that before you got married?

SPEAKER_00 4:10

Yes. I only got married in 2021. So when I initially started, it was just me, myself, and I. I'd just gone through a bad breakup and I didn't really know what I wanted to do. So then I started working on these contracts with corporates and found myself wanting to do a bit more. Um, had been in jobs before where the people that were responsible for managing me were not really supportive of my growth, should I say. They kind of tried to shoehorn me a bit more and didn't really believe in my capabilities. So I decided that there was probably more to be done there. And yeah, when I started freelancing directly for corporates, I then obviously stumbled across event agencies and thought, okay, maybe I could freelance for them for a bit. Did that, but still got approached by corporates directly. So that's really how originally my freelancing started. And then worked for a few agencies, realized that a lot didn't really align with my values or I didn't really feel fully at home. Again, found this element of was the work I was doing really being recognised? And then I found myself with an opportunity of someone approaching me with a relatively large brand known as AWS, Amazon Web Services, to freelance with them directly, and I said yes.

SPEAKER_01 5:19

So we're talking post-2008, 2009 crash. Was it a feeling that as a woman you weren't being valued for your opinion, or just the big as a freelancer, you weren't being valued for your opinion?

SPEAKER_00 5:30

It's controversial saying this, and Francesca knows I do this, so it's fine. But I don't really feel like I am disadvantaged or should be treated any different way just because I'm a female. I think if you have this underlying lack of belief in your ability, or you label yourself internally, so subconsciously you have an issue with where you might be from, your background, your history, your academic, whatever it may be, I think that's when we shoehorn ourselves and we put ourselves in these situations of feeling uncomfortable based on a situation. So the answer to your question is no.

SPEAKER_01 6:01

Yeah, and you are what you are, right? You know, you were clearly a very capable freelancer. And then when AWS approached you and said, okay, would you run this event? And I guess the tricky thing from that point of view was you've then got to go out and find a team. I mean, I mean you must have worked with other agencies and so on. So you kind of knew there were people out there, whether you needed AV or whether you needed speakers or whatever. So you presume you knew all that stuff, but then you still have to go and put it together for a properly grown-up brand.

SPEAKER_00 6:27

Yeah, I mean, back then they were a lot smaller. So the first event that they asked me to support them on, I was literally looking after sponsors. And then following that, they said, okay, would you want to work with us on something a bit more? And that turned out to be a 2,000 people event with 36 sponsors, which again at the time they were all about internal volunteers. There was no additional support network. So that was an interesting experience, but one I fully embraced. And following that is when they said, We've got headcount signed off to bring you in-house, so you can find us an agency. And I said, I will jump at the opportunity to build an agency. And then I suppose coming to your point of how do you know what to do, I was fortunate that I had a couple of amazing freelancers by my side who fully backed my dream of going, right, let's do this. And they egged me on as much as I kind of got them to buy into the dream. And the rest is sort of history. It kind of kicked off from there. And we've been working with them for over 10 years now.

SPEAKER_01 7:20

I've been there setting up a business, trying to think how old I was. Yeah, probably I was about the same age as you. I mean, not nearly as successful as sleek has become. I think it is brave, no matter what. But also there's coupled with that is a sort of inevitable naivety, isn't it? You think to yourself, well, yeah, I can do this, I can do this, and then you don't discover actually it's probably not quite as easy as you thought it was going to be.

SPEAKER_00 7:40

I am a little bit strange when it comes to those things. I'm not scared of trying it. I've always kind of said, if it doesn't work, I'll go and get another job. And as I was growing up, I felt to some extent at some point, you know, was I playing more of a victim to the past that I had and moving between countries and not academically being very strong. But I think actually the moment you kind of accept your journey as what it is and it's up to you to shape your future, there was nothing to lose, really. So I am not really scared when it comes to growing the business or where we've ended up. And I suppose, you know, a lot of people say, Oh, it's luck, I was in the right place at the right time. I've been reminded quite frequently recently that it's not about luck, it's actually also about the resilience and the motivation and the boldness and willingness to create something amazing.

SPEAKER_01 8:26

Yeah, ultimately you still have to do a good job at the end of the day, don't you? So I guess you can call it luck that AWS came knocking on your door, but equally they might not have come back. That is resilience, that is hard work, that is all the things that you said. When I spoke to Francesca, what was it, back in March? She was very interesting about it because I think what you've created in terms of the culture and how quickly you've grown, particularly since COVID is a business, is the values that you have. And she said there were curiosity, big heartedness, respect and agility. Of those four, which do you think has been the hardest to protect, particularly as you've grown so quickly in the last five or six years?

SPEAKER_00 9:01

So they've evolved, definitely. Respect we only added on about two years ago, I think. The reason that I think they're not that hard to protect is because they're not a top-down enforcement. They are truly built with the team. So, for example, last year when we went to our off-site, might have been last year we introduced respect. The time goes quite quickly. But what we do is, or what I did, was we had our off-site was totally analogue, there was no screens, and I said to the team, here are some cards with the words on it, but what do they mean to you? And amalgamated all of those words from the team members to form what our values are today. So I don't think they've been difficult to protect because everyone that comes into sleek realizes how unique what we have is, and they are all working just as hard as I am to protect it. So fortunately, I'm not the only person that is there with, you know, guard and armor, making sure that nobody jumps in and ruins that for us.

SPEAKER_01 9:54

Yeah. And I guess the one I love is obviously big-heartedness. I think, you know, kindness is the most important thing in life, I think. And I always say to my kids, above all else, you must be kind. I think that's the most important thing.

SPEAKER_00 10:05

Yeah, definitely. And I think, you know, the engagement of the team in terms of even our off-site, we've got our off-site this year. Every year we take our team away for three days, two nights, and not a single person misses it. And I think that in itself speaks volumes, you know. People change their flights, their registered marriage dates, they've done all sorts. And, you know, even yesterday I texted a team member who I thought was not missing it because of a holiday. And I said, Oh, am I right in thinking that you're still missing it? And she was like, No, I wouldn't miss it for the world. I've changed the dates, I'll be there. So it's just so special.

SPEAKER_01 10:35

Yeah, and that's incredible. That means the culture you've built within the business is so strong that people wouldn't miss it for the world. It's not to do with how good your coffee machine is. Everyone's bought into the fact that this is a great place to be.

SPEAKER_00 10:48

Yeah, and it's the same with freelancers. It's so nice when you hear people come and work with us and go, oh my god, I love coming into the office. I've missed it actually. You know, it's that real feeling of we are office by design and we are together. And I think what's amazing is when you go in, there is always a really nice energy, and people are laughing. I brought my son in a few weeks ago, he was on half term, and he came and he went, Mommy, why is everyone so happy here? And I was like, Oh, I think they like working here. And he was like, Wow, they're all just like having a good time. And I was like, Yeah, great, that's good, isn't it? And that's kind of what you want. I think it's amazing when freelancers come in as well that work in so many different places and remind everyone like what we've got is so unique, and I think that's why everyone protects it as much as they do.

SPEAKER_01 11:31

And just in terms of that, so you came out of COVID, which presumably, I mean, did you survive? Okay, did you do some virtual stuff during COVID?

SPEAKER_00 11:40

No, we didn't do virtual stuff. It was actually a really nice time for me. It sounds really strange, but pre-COVID, we were announced the 19th fastest privately owned company by the Sunday Times, and we were growing like crazy. And we really did need a bit of a moment to pause. So I kind of embraced it. We did a SWOT analysis on day one and said, right, if Boris gives us another week, what would we do with that time? We did a rebrand that went terribly wrong before COVID. So during COVID, we did it again and did it a lot better. We had to let a lot of the team go, but I was really transparent with them where we're at. We didn't make a loss as a company, we didn't jump into virtual because it didn't feel right. Everyone's website instantly changed and they were virtual experts. And I mean, anyone that's got a brain would know that that really wasn't factual at all. And for us, it was important that whatever I do, because it's our reputation and we are independent, I didn't want the team to have to sit on a call and sell a platform that they really didn't feel confident about or had experience in because it just wouldn't have been worth the reputation we'd built up so far. So we did it differently. We focused on training and development and just having fun virtually with those that were around and keeping up team morale for those that were living by themselves. And we did have to furlough people and then let people go. But as soon as I could bring people back, I did. And all those that stayed with me for the duration, I backdated their pay that they had to take a pay cut on. And then personally, I moved out of London, I fell pregnant, I got engaged, we got a puppy, we got married the first Saturday out of lockdown. So we actually completed life on a slightly different level.

SPEAKER_01 13:06

And I think it was a special time for lots of people. I know that that sounds awful, but in terms of, you know, I remember us as a business, you know, we were running around as busy fools before COVID, and then suddenly we had the moment to just say, Okay, actually, hold on, put the foot in the ball here and work out how we're gonna take this forward. So I think it's a very important thing, and obviously it was important, but for you. I also love the phrase that you've been quoted as saying is that that leave your egos at the door. I mean, I'm a one who just literally cannot stand people with big egos and find it very difficult to work with them. But from your point of view, you know, as I said, you've grown very quickly since COVID, you know, the headcount has sort of gone crazy. How do you guard against that big egos and what sort of damage can they do to the culture of a business like you've got?

SPEAKER_00 13:49

They never go through the door, which is amazing because like I said, I have multiple gatekeepers that just wouldn't risk it. There's obviously members of staff that come in and with events, you can sell the dream until you're physically doing it, you don't know whether someone can or can't really do it. So I think that's obviously something that you know you don't know. So there's staff and sometimes people just don't get it, and that's okay. I think the biggest thing is, you know, people shy away from people leaving or talking about something when something doesn't work out. I mean, not one size fits all, and I think it's important to also recognise that and learn from those moments. So that's super key. And realistically, I haven't done this before, so every day is a school day, but I think it calls out pretty quickly. Like just because I own the company doesn't make me any more important than the rest of the team. If anything, I'm less important today than I used to be. I don't plan the events anymore, I'm not hands-on. My role is very different today, and really my big focus is protecting the team and what we stand for, and that's key for me. And they know that I live by that and I illustrate that constantly and reinforce that and through actions, not just talk or words. So I suppose, you know, when we're interviewing people, yes, we are fortunate. We have some of the biggest world's largest brands from luxury to tech on our books. We have not targeted them for the logo. And as bizarre as that sounds, that's genuinely true. And anyone that really knows us knows that is true. It's about the people that work there. Because for us, finding the people that understand how to work properly with an agency, to respect each other in the right way, to treat each other as a partnership rather than an agency and client relationship, which I've experienced and it's just not pleasant, and where people can be themselves, you realize that really quickly when you talk to people in interviews what they're really about. And the other thing is we don't have individual targets that we're working towards at sleep, whether you're in sales or the office manager or leading sustainability or delivering the jobs. Everyone is working towards the same goal, everyone's measured towards the same goal, and we're very transparent with our clients on our pricing models. We don't mark up, we charge on time, and we claim commission as long as it doesn't increase the cost of their sandwich, really. That's the nuts and bolts of it. So the team all benefits together. If something goes wrong, we all take it together, we're in it together from start to finish. So realistically, when someone comes in and starts talking about how they love all these brands and it's all about the brands and getting the next week's brand, that we instantly know they're not right for us because it's not about making anyone look like the beesneys.

unknown 16:13

Yeah.

SPEAKER_01 16:14

And you know, I mean, obviously, you've won some huge products over the years, as you said. Is that a case of your marketing being absolutely amazing, or is it just the word of mouth referrals that is so good?

SPEAKER_00 16:25

We've actually never truly marketed the business. It that's our biggest opportunity. Like once we start marketing, it'll be interesting to see what happens. We're actually currently in the process of recruiting a marketing manager because, you know, we don't have that nailed. It's word of mouth and it's clients moving on from certain places and going to other places. We have really long-standing relationships with our clients, and it's because we are constantly challenging each other to be the best that we can be. And I think that allows us to, we're not in it for a quick fix. We're not trying to hit a number to make sure we're impressing someone or whoever's been backed or all those sorts of things. That doesn't exist with us. And ultimately, where I want to get to is where we set we start closing the door. If you're in, you're in, and if you're out, you're out, sort of thing. And it's kind of a one-in, one-out situation. Because I think everyone's so focused on growth and sales and money. No one's thinking about the future of the industry, the individuals that are shaping the industry, the fulfillment that we are able to provide, not just the people that work at a company, but also those that attend events. And you can just tell the difference, you know, even with freelancers and how they show up, some are just in it because they're in it to do the job and they move on. Same with full-time member employees, some people just do the job and they're not, you know, invested in the bigger picture. But when you find the people that truly are passionate and want to make a difference, it comes across in everything that they do.

SPEAKER_01 17:42

Yeah, that's unbelievably true. And I think you make a very good point. It's falling in love with your ideal clients and not falling in love with what you do is the most important thing. And if you can build those relationships with your clients, and we know how transient the corporate world can be, you know, they will move from one company to the next, but they know, you know, that Jennifer is the person they want to speak to, so they come back to you, Ryan.

SPEAKER_00 18:03

Yeah, I think it's also just, you know, I am all for a fair process. And if someone isn't happy with the work you're doing, 100% they have a right to look elsewhere. We all do it ourselves day to day, right? Our utilities bill comes up for a renewal, our insurance does. We do the same exercise. So, you know, I get it. There is an element of business. But I also think there's a way that we can all thrive together and grow together and support each other in a way. Realistically, if you've got a relationship with someone and they're willing to, you know, I always say to clients, okay, we've just incorporated in the US, for example, some of our clients are saying, What are you doing in APAC? You know, we're I am fortunate that Sleek is independent, it is mine, I can make the call. And if we're willing to invest in the relationship together and grow together, I'm willing to make that investment, but it needs to be twofold. So I think it's just important to kind of put things in perspective all the time and think about where you're going longer term and not just about these quick wins. I always say to the team, you know, as long as I'm passionate and everyone that I create the business for is as passionate as what my vision is, what the dream is, what we want to create, I'll keep going. It's when people start not appreciating it, that's probably when I'll lose the passion that I have. But until so far I'm still going strong and I do feel like we're still only at the beginning of what we're creating.

SPEAKER_01 19:12

Yeah, and I guess, you know, that the end of the day, I know you've spoken about creating space for yourself and your family, where, you know, when things get on top of you, as it were, and you know, and having that mental health. But you know, as a parent, you know, I know this from my own experience, old expression, you kill for your spouse, but you take a bullet for your children is never a truer word said. You know, you have such passion for your children that there might be a moment in your life when you think to yourself it's very important for me to be a mum, but perhaps, you know, my son needs this help or whatever it might be. Perhaps Sleek doesn't become as important in that moment.

SPEAKER_00 19:44

I think I don't know whether I would necessarily agree on that. I think it's part of the life that we've been able to create. I'm really passionate about what I do. And for me, the reason I've created Sleek is because I want to provide a platform that allows people to be the best versions of themselves. I've just signed up to a coaching and mentoring course at Oxford to become a certified coach. I have this underlying desire to make sure people maximize the time that they have on the planet. And Sleek has enabled me to create a platform that allows people to do that, and we've got our internal Sleek Academy and things like that. So my big focus and pillar point is people. And I think also when Joshua sees me in the office or, you know, my husband's now part of the business, it gives me something that I need as a person. I think everyone's totally different. But whether it's necessarily a parent thing or an individual thing, I think if the passion was to die because people don't care about it as much as I do, that would be the underlying factor. It wouldn't necessarily be one tied to the other, if that makes sense.

SPEAKER_01 20:41

I've been told that despite the fact that some of the relationships you've got are amazing, you have actually turned down multi-million pound deals because the club wasn't the right fit for you. I mean, I think it's the real lesson in here because you know, so many times we see clans and they chase after the buck because they need it. And they're that old Boston Matrix thing, you know, with the people who are the sort of the biggest pain in the arse and and don't give you as much money or don't pay as much money as they should, you still chase after them because they eventually pay the check. But you appear not to want to do that, which is amazing.

SPEAKER_00 21:12

I think it's more because there's nothing worse than feeling uncomfortable in yourself. And I think if people don't respect the work you do and you have freelancers that have got years and years of experience emailing you saying, I don't need to be spoken to like this, I will deliver this job, but just so you're aware, like that's not for me. Whether they're freelance or full-time, no human should have to be treated like shit ultimately. And realistically, regardless of where you are, let's be honest, you're doing a job and you have a job title. And if you lost your job tomorrow, you would just be the person that you were. You know, everyone attaches so much weight to a job title and they forget that that company, regardless how big it is, they can press a button and tomorrow you can't access your email or you physically can't log on, and you're not that person anymore. So I think we need to realize it's a very small world and it It's very naive to treat people just not very nicely, especially if you don't do any self-reflection or self-work on yourself. You know, I'm not saying that over the years I haven't spoken to someone in a way that I probably shouldn't have, but I've also been human enough to feel that inside to then think about it and want to do some self-development and personal development and grow from that and learn from that. Yes, we have turned down a client in the middle of a two-year contract because they asked us to repitch. They wanted us to challenge their brand and show up differently. And I said, well, that's not a relationship to me or a partnership. That seems crazy. It costs us an enormous amount of money to pitch. And we always say if we are going to pitch, we're not pitching for the sake of it. It's because we genuinely think that we can build a partnership together. And if that isn't reciprocated, it almost seems pointless because you're kind of fighting, losing, battle, you're swimming against the tide. And how can you prove yourself if someone's telling you how amazing you are? You've done a great job. There's nothing you could have done better, yet you want us to still prove ourselves. And I just personally, it wasn't necessarily about me. It was about the team and how I would have had to deliver that news and how it would have made them feel. And none of it aligned with anything we stand for or I stand for. We were also pitching for a huge job we delivered previously and found out that through the grapevine, they were, you know, doing other things and moving deadlines along and just weren't communicating with us. And again, I kind of said, you know what, we wouldn't work with you moving forward again. That just doesn't align. And they asked us to pitch for something recently, and I politefully declined and reminded them that, you know, respect is a two-way stream. And unfortunately, we just don't feel like that exists and it's nothing personal, but the brands just don't align. And I think people forget, you know, we have a choice too. You've got to find the right people. I want the team to be just as energized and motivated to deliver for the clients the people, not necessarily the brand. You know, if you're really bought into a person, you want our job is to make them successful. So if I make the team work with people where they think this person talks to me like absolute crap every day, and I've still got to show up and I've still got to do myself proud, there's nothing worse than that, I think, in life. So I wouldn't want to do it myself, so therefore I wouldn't put it on the team.

SPEAKER_01 24:05

Yeah, I guess that comes slightly back to the ego thing as well, isn't it? I think people who behave like that have a tendency to have the bigger egos. And I think that is, as you say, there's nothing worse than being made to feel like that in the whole world. And I think it's just amazing that the way that the team are so important to you as a CEO and founder is great. Again, it must make them feel so important that they're part of this team and you would protect them like a tiger mother, as it were.

SPEAKER_00 24:31

Yeah, I mean, without them, sleek wouldn't exist. I wouldn't be able to grow it. And I think that's the naivety that a lot of people forget, you know, those see a big paycheck offer. We we had multiple offers on the table um over the years, but the only person that would benefit would be me. But it's not me that's taken all these years to build it up by myself. Yes, I lead it, sure, but everybody plays a role in that. So it would be crazy for me to think, you know, actually, yeah, sure, let's do the paycheck. And then as soon as that goes through, people get laid off, nobody really cares. Like it's just not for me.

SPEAKER_01 25:02

And your role within the business has changed slightly. You've stepped into the into what I suppose you've always been the CEO, but you've stepped into CEO and with Josie, I guess, being your MD now. Has that been a difficult transition? And it because for you now, I guess the most important thing is building sleek as a business and not being drawn into the day-to-day. Wasn't that the thinking behind it?

SPEAKER_00 25:22

Yeah, that's the main purpose behind it, really. I think what's really clear is what's our differentiator is that we are independently owned. There are less and less of them around. And also, you know, we are founder-led. Then there is the element that some people like, but it's female founder-led. It's not something that you'll find on our website or me shouting about because it's clear that I'm a female, so I don't feel like I need to call that out. But ultimately, I also don't see that as a differentiating factor. For me, it was about making sure that I could get my head out of the weeds. It's making sure that I can add value in the areas that make me thrive. I saw the founder of Go Henry speak last year, and she said, right, what you need to do is work out the things that you're really not willing to let go of. And for me, that's the futurist leak, our clients and our people. That involves our brand and how we show up and all of the things that make the company what it is. The nuts and bolts of how we operate as a business are obviously crucial, but they don't energize me as much. I love a process, but to be able to be in a process and make sure everything's happening accordingly is not something that I think I would add the most value in. So it's always difficult to adjust when you bring new sort of cogs into the wheel, if you like, in terms of the senior management team that's just expanded. But I know I'm investing in the future of the company and it's really key to make sure that we're delivering for our clients. So for me, it's the growth without compromising excellence, is the focus. It's not necessarily growth for the sake of growth to make more money and sell. It's about making sure that we're building a sustainable and infinite business that allows people to thrive and grow and invest in the future of what we're doing.

SPEAKER_01 26:53

As the founder of it, and because you've allowed yourself this face to build a business, has the vision changed? You know, what you're building is admirable, what you've built already is incredible. You mentioned you're very proud to be independent and there's fewer of you and so on and so forth. Where do you see sleek in five years' time, for instance?

SPEAKER_00 27:10

I think it's interesting because most people you ask that question to, they're like, we're gonna sell and we're gonna grow. But when you're not building a business to sell, I don't know whether anyone knows the answer because I've tried to find it and I've literally spent weeks thinking why don't I know the answer to this question? But realistically, I think because I'm growing an infinite business where I do just want to deliver excellence and fulfillment for those people and a platform for them to be the best version of themselves, that's what the focus is. You know, will the vision change or the direction change? I don't think so. Because as I reflect back over the years and get ready for our off-site and prep the content that I do for that, it's the one event that I still hold, I drive and I organize, and no one else is involved in, and the team don't know what's happening until they get there. I've reflected back over the years and I find the same patterns of what I say. It's just grown up a bit more. The company's grown up, which is also understandable because I didn't start off as an entrepreneur or someone who built a company before. I started off as an event freelancer who was running events, that was it. And here we are now with a company nearly turning over 50 million. The numbers, I ignore the numbers as much as I can because they're vast and they can sometimes distract from the direction of travel.

SPEAKER_01 28:21

13 years ago, to say you were going to have a company 13 years later that turn uh turn over 50 million quid, you would have said, You're being ridiculous.

SPEAKER_00 28:29

Yes, definitely.

SPEAKER_01 28:30

That's an amazing story.

SPEAKER_00 28:32

Yeah, my big focus is embracing the story more because I don't think I see it as literal as everyone else. But it's a strange thing to describe, but for me, it's like I focus on what I do, we achieve amazing things, but I don't get fulfillment out of the big numbers or you know, I get fulfillment out of seeing the team. I get fulfillment out of seeing the team succeed, and I get fulfillment out of taking everyone away for a few days and thanking them and celebrating them. And yeah, that's what fills me up. And that's when I leave, and I am totally buzzing and going, This is why I run a company, and this is why I run this company, and this is why I would run a million miles for these people, because they believe in something that I put on a vision board once upon a time.

SPEAKER_01 29:13

And you know what? They would follow you over hot coals. My kids had a head mast uh when they were at uh primary school, and he was the most amazing man, you know. I mean, he wasn't parents, all the parents is favourite person, but the kids just loved him, and all he cared about was the kids, and he was a large character, and they would have walked over hot coals for him. They're literally all of them. And I think it's really difficult. I don't think you're born with the inherent sense of how to lead people, and I think you have to learn it. In your case, I think from where you were right at the beginning, I think you probably did have that inherent sort of feeling is this is what I need to do to build a business. I need to find the best people and surround myself by the best people and look after them so they deliver for me.

SPEAKER_00 29:51

Yeah, I think it comes back to this ego point, right? Anyone that thinks they're amazing at everything, I mean that says it all. I think the moment you're accept the fact that you can only be better when you have better people around you is key. And I think that's also why I want to, you know, I was on a panel at the business leaders event and Timo from Gusto was on there and he said he'd done this course at Oxford to become a certified coach. And he said, I did it to become a better leader for my people. And in that instant, I knew I was like, Do you know what? Actually, he's got a valid point because how do I keep growing? How do I keep challenging myself? So within four weeks I signed up to it because I was like, yeah, I owe it to the team and the company to make sure that I am that person. And not every day is easy and there are challenges, and you know, I'm very invested in the team, and I get very upset when things happen outside of work with them, and but it's because I genuinely care, you know, it's not a mask, and I write everyone's birthday cards and their anniversary cards, and to me that stuff matters because to me it's important that people realize I am human just as they are, and if they have a dream and I can make part of that dream come true, then that's kind of enough for me.

SPEAKER_01 30:55

That's exactly right. And I think that's it's so unbelievably true and such a great lesson for people who are listening, just to say, you know, just look after the people you work with, they're so important. So yeah, at the end of the day, you want to keep on building the business because quite frankly, why wouldn't you? You're enjoying it, you're young enough to do it. What would you think in 20 years' time, what would make you feel the priority? The scale of the business, the chorus of the work you've done, the life that's given you and the family, or the fact that you built a business where people felt properly looked after? I mean, I think I probably know the answer, but yeah, it's interesting.

SPEAKER_00 31:27

I think it's twofold. I think I came from nothing. So I, you know, for me I had to fund myself to go to university. I wrote to charities to get checks for funding. I had multiple jobs. Everything that we have in the office, I'm like Monica for Friends, I'm like, please use the coaster on the table. This isn't a given, you know. I don't come from a wealthy background. So for me, I had to work very hard to where I got to, and maybe that's also why I wouldn't risk tripping anything up or putting my neck on the line because I know what it's like to have nothing, and you know, nothing sounds extreme, but there were elements of where you thought, okay, I constantly have to think about money, and that's not really a nice place to be. So for me, it's twofold. It's being able to be there for my son and create a life for him that's you know, he's five, he's full of beans, and yeah, he's growing up very fast. And it's just being able to spend time in the holidays or be around for pickup, like today. I pick him up early. I have Fridays off, so to spend Fridays' afternoons with him and things like that, like that to me is priceless, and I think that's key. And the other thing is for me, you know, I have multiple notes that I've kept from team members over the years and people that have left and messages they've sent me thanking me for the experience. That's what it's about. When I started my career, I saw um Lady Speaker, Deborah Sowell, and she rode across the Atlantic by herself. And I remember clearly sitting in a hotel room in the Hilton doing an event for this tech company that we're doing an off-site there, and I booked her and I had no idea really. And she did her talk and she talked about how being on this canoe for over many months and on the door of the canoe, she wrote, Choose your attitude, got a choice every day how you show up. You know, but that's what she did every day. She woke up and she started rowing. And I just thought to myself, right, okay. And then there was another gentleman that I saw early on in my career called Miles Hilton Barber, who was a blind adventurer, and his motto is the only limits are those that we impose on ourselves. And I suppose those two sentences are so ingrained in what I do. And then when I started my personal development journey properly that 13 years ago, after going through a really bad breakup, I started finding myself and trusting myself and listening to my instincts and my inner voice and realizing, okay, actually, do you know what I do have a choice, how I show up every day. You know, someone dreamt up the spoon and made it a reality. So why can't I do something and turn that into something? And what was amazing is we did our offsite last year in Solcombe and she lives locally around there. And I contacted her and I said, I saw you speak 12 years ago, and you're one of the huge influences on my life, and I would love it if you came back and spoke to the team so the team could understand my story. And she was so sweet and came and spoke to the team. And I remember her showing up on Zoom and be like, I cannot believe what you've achieved in 12 years. And she was amazing, and it was such an emotional special moment to bring those kind of stories together and for the team to realise, you know, we do have a choice of how we show up every day, if someone's having a bad mood and sending you a bad email and everything else, we've got a choice and how we respond and all these things. And I just think that's ultimately what it all comes down to. It's that bigger dream. And if I can be that person of inspiration for someone, then I've done what I need to do.

SPEAKER_01 34:21

I love the fact that you've decided to become a mentor to others because I genuinely I think you're inspirational. I really think what you've achieved. The grand scheme of things in a relatively short period of time in an industry where you don't find many companies of your size with your sort of culture inside. I mean it's mind-blowing. I think you are an absolute inspiration to others, Jennifer, and you should be incredibly proud of what you've achieved now. I really do. However, that's what we're bogged out with too much inspiration. We're gonna finish off with the rapid fire round. Number one, the most influential person in your career or your life?

SPEAKER_00 34:54

Yeah, I would say Deborah Sell's definitely the one.

SPEAKER_01 34:57

Deborah Sell. I'm gonna I'm gonna look her up after this. She sounds incredible. Are you a massive reader of business books over the years?

SPEAKER_00 35:04

Yeah, only business books. I don't read anything outside business books.

SPEAKER_01 35:08

Okay, what's your favourite one?

SPEAKER_00 35:10

So I would say the big leak, because I find myself going back to that multiple times.

SPEAKER_01 35:16

Excellent. Your number one movie, favorite movie.

SPEAKER_00 35:20

It would be something silly like just go with it, where I don't have to think and can just laugh.

SPEAKER_01 35:24

In the evening you get back, Joshua's in bed, but what drink do you reach for?

SPEAKER_00 35:29

Uh probably a cup of tea. The old days I probably would have said a caprioska.

SPEAKER_01 35:33

Is that the Vodkaran line?

SPEAKER_00 35:35

Yes, yes.

SPEAKER_01 35:36

Oh, that's fantastic. Hey, you we talks a lot about how important making sure your team is alright, but you must have the occasional small mountain that you would done, the the thing that drives you absolutely bonkers.

SPEAKER_00 35:47

I would say lack of care and like what we're putting out. You're only as good as your last gig, I always say, and I think you know, that one little bit can change everything.

SPEAKER_01 35:55

Yeah. Your passion away from sleek.

SPEAKER_00 35:58

That's a good question. My family, I would say.

SPEAKER_01 36:01

Yep. I mean the way you write about them, it wouldn't surprise me at all if that was absolutely the passion. Do you have a hidden talent? I mean, I was interviewing Holly Faulkner from Purple Patch about two or three months ago, and she suddenly said rock climbing. I thought, wow.

SPEAKER_00 36:15

No, that I'm not that adventurous. I would say maybe I I'm fluent in German.

SPEAKER_01 36:19

Are you?

SPEAKER_00 36:20

But most people will know that. How does that sound about? I'm actually German, yes.

SPEAKER_01 36:23

Oh, you got a German? Okay. Um dogs or cats?

SPEAKER_00 36:26

A dog, I have a Vissler.

SPEAKER_01 36:28

You have a Vissler? They're such lovely dogs.

SPEAKER_00 36:31

I'm surprised she hasn't tried to make it into this room because she would be sat on that sofa behind.

SPEAKER_01 36:35

Well, normally I had my cocox panel sitting in behind me, but I'm so nervous the postman normally turns up at about 12 o'clock, so I was convinced they would start barking as soon as he turned up. The three people you would have to dinner if you could, dead or alive, and why?

SPEAKER_00 36:49

I think I would only pick one, and this is so cheesy, but I would say my husband, because it's very rare we get to have dinner together on our own without any disruptions to just chat.

SPEAKER_01 36:58

Where would you go? Stay at home or would you go out somewhere nice?

SPEAKER_00 37:01

I'd probably stay at home, yeah.

SPEAKER_01 37:03

And if you weren't running sleek, what do you think you would be doing?

SPEAKER_00 37:06

Well, coaching, I think. I would want to help people just be the best they can be.

SPEAKER_01 37:11

Listen, Jennifer Davidson, it's been an absolute joy to have you on. Thank you so much. You've been the most wonderful and inspirational guest. Thank you very much.

SPEAKER_00 37:19

You're very kind. Thank you, David. I appreciate it.