Business Leaders interview: Catherine Roe

Tell us a little about yourself and your business.

I have been with Elior UK since 2006 and CEO for 10 years. I have previously worked in the industry as a functional head and my move to Elior enabled me to move into operations and progress to my current role. 

We are one of the country's largest contract caterers employing over 10,000 colleagues at over 1,500 sites across the UK. Our diverse business spans business & industry, health & care homes, education, stadia, and heritage sectors. Our parent company is French, based out of Paris. 

What motivates you in your work and what do you find most fulfilling about being a business leader?

I never get bored in this job or in the sector. It is so varied and interesting, and we have an inside glimpse of many different companies and sectors. Whilst contracting and competitive tendering is a hard way to gain your business, it provides a fluctuating platform to work with through the cycle of opening and closing contracts and this provides tremendous insight and knowledge. Additionally, our key asset is our colleagues that work right across the business. We have great human interaction and collaboration which makes work motivating.

How did you develop your leadership skills and how would you define your leadership style?

Because I was initially new to the industry (which was unusual back in the late 90s), I had to learn from others intently. This caused me to become very consultative as a manager and I surrounded myself with people who had skills and experience that I didn’t, and I learned how to lead them.  Now I perceive myself as still very consultative, but decisive and always keen to nurture people from varying backgrounds. My belief is that anyone can thrive, and it is the company’s responsibility to help them to perform at their best. I am a big supporter of coaching and mentoring so that everyone can gain one to one attention to help them achieve and become the leaders of the future. If people are confident, they become more competent and content in their role.

Innovating is crucial in our very diverse industry. How do you stay ahead of trends and incorporate them into your global strategy?

In numerous ways, both through dedicated teams and specialised individuals, and through mechanisms to enable all colleagues to have a means of voicing their ideas and suggestions. Again, mentoring helps to motivate people and stimulate their curiosity and fruitful thinking.

What do you consider to be the key component(s) of effective business operational development?

I see it quite simply – clear pre-planned activity supported by process, and this gives rise to accurate delivery. That base condition leads to excellence in product and service delivery and financial outcomes. 

How do you approach identifying areas for improvement within a company's operations?

There are several methods. The management accounts are a prime indicator of performance, but the main assessment must be by having a close connection with the operations and a comprehensive system for monitoring and feedback. 

Where do you think the most promising investments should be focusing on and/or made on?

The constant need to develop the food offers with focus on menus, dietetics, allergens, food safety and technical facilitators. This is the key component of our service and requires a means of continuous development.

What is or are your biggest career achievement(s)?

There are two I’d particularly mention:

Firstly, whilst I don’t like to reflect on it, it was leading us through the pandemic. The impact on our business and the sector was quite devastating and disturbing, but we managed it through to a position where our like-for-like business is positive, and we are back to good growth in development and profitability.

Another was securing my current role as Chief Executive. I was not a caterer and there were, and still are, very few women running operations at the highest level in this sector. I like to think that this success influences other women to move from being a functional manager into operations and ultimately achieve the most senior position.

Do you have examples where your leadership made a difference? If so, what were they? 

I have met several successful people along the way whom I have encouraged and/ or promoted into senior positions when they believed they were not capable.

I have succeeded in an excellent gender ratio at the most senior level in this organisation. Two thirds of my board are female, which is something I am very proud of, and I have plans for more diversity initiatives. 

What’s the most important leadership lesson you’ve learned?

Whilst we must always celebrate success, we must always learn from mistakes and fix things that are not working. But above all, the business must never cease to evolve and a director like me must not become complacent. I constantly seek ideas for the future or ways of creating competitive edge. This is why I talk to so many people across all levels of the company and learn daily what could be done for success. The company that fears change or is ignorant to possibilities is ultimately dying.

How did you identify and seize opportunities for advancement in your career?

Always through networking, generating ideas and solutions for the tasks in hand and self-improvement.

I learnt basic accounting and recently qualified as a level 7 Executive Coach. Both these have been helpful to my role beyond my expectations. 

Have you achieved everything you wanted in your career so far? 

No, I will never reach that state – I have a thirst for continued learning and new experiences, which I perceive as a positive.

How important is personal development to your success, and how do you approach it?

It’s absolutely imperative to my success to date and surviving my failures. If I don’t have a curious mind and seek to expand it in a relevant way, then I can’t lead the company and inspire others. I spend much time on this through various means including networking, reading, learning, and researching and observing other companies etc.

How do you prioritise tasks when everything feels like a priority?

I can’t and shouldn’t be doing everything and so I ensure that I have a good team around and delegate in a motivational way.

I like things in good order and working systematically.

What was the hardest decision you have taken as a leader? 

Some of the decisions during the pandemic were hard and harsh but with no alternative options so that was definitely a low point.

What steps do you take to measure your own performance?

By taking stock regularly and checking if things are working and appropriate. Taking the advice and counsel of others and thinking outside the box. I use the GROW model from coaching to channel my thinking and I am not afraid of ditching an idea that I once raved about. 

What does success mean for you as a business leader?

Developing people into leaders who will thrive and deliver excellent results for the business. This will make us want to strive for more.

Delivering our People Promise so that the culture will be good and sustained so that people enjoy coming work, just like I do.