Business Leaders interview: Kelly Davis

Tell us a little about yourself and your business.

My name is Kelly, and I am the Head of People at Sessions. While many might not have heard of Sessions, we represent and grow a diverse portfolio of food brands through our food hall, live events, licensing, and franchising. Additionally, we have developed our own tech products to support our operations and those of over 300 other businesses partnered with us.                                         

Did you know that Sessions is the driving force behind SoBe Burger, now the 5th largest delivery food brand in the UK?

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

Having dedicated my entire career to the hospitality and food industry, it's incredibly fulfilling to work with Sessions, a company that operates in such an innovative and modern manner. By letting data, rather than assumptions, guide our decisions, we can see how quickly we can grow without being constrained by traditional methods.

As a business leader, I am part of driving innovation and change, inspiring others, setting goals, and watching people achieve them. It’s especially rewarding to witness how rapidly individuals can develop professionally when they have the right inspiration and support. At Sessions, being a business leader feels like contributing to the creation of a lasting legacy.

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

Graduating with a degree in the social science field provided me with a deep understanding of human behaviour and what drives it. To further my knowledge, I pursued various courses and formal education, including CMI certifications, always seeking to understand what makes a strong leader in today's world. My growth has been continuous, fuelled by reading articles, academic papers, and watching webinars—special mention to Ivy House for their fantastic free leadership webinars.

However, the most valuable lessons have come from those around me. I've had the privilege of working with some exceptional leaders, and being part of the People team allows me to observe and learn from their leadership styles, even if I'm not directly reporting to them. This exposure has provided me with a wealth of inspiration. On the flip side, encountering ineffective leaders has taught me what to avoid, reinforcing the importance of positive leadership practices.

My leadership style is empathetic, collaborative, and adaptive. I believe in leading by example—demonstrating how things should be done and then training others accordingly. I'm also flexible, adjusting my approach to meet the diverse preferences and needs of my team. This adaptability ensures that everyone can thrive and perform at their best.

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

I strongly believe in the power of networking and collaborating with other leaders in the field. It’s essential to make time to avoid falling into comfortable, traditional habits. If something isn’t working or feels like a chore, there’s always a better way to do it. Staying updated with market research is crucial, and while I’m subscribed to numerous e-newsletters and blogs, they help me stay informed about industry developments and identify opportunities for Sessions.

Building and maintaining strong, lasting relationships with partners and suppliers is equally important. These connections are vital to our success and help us stay innovative and competitive.

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

Every six months, I conduct a comprehensive audit of each department under my oversight, resulting in a detailed project plan. This involves assessing what is working well, identifying areas that need improvement, and pinpointing any gaps. I gather feedback from various sources within the business to inform this process. Based on my findings, I research solutions, budget accordingly, seek necessary approvals, and prepare for implementation.

While I am always on the lookout for quick and easy wins, formalising this 'audit' twice a year ensures that I take the time to thoroughly evaluate our progress rather than getting caught up in the daily routine.

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

Adopting a data-driven approach to prioritise investments and initiatives is essential. In the People department, this involves pinpointing what will have the most significant impact, whether it’s boosting engagement, improving retention, enhancing our employer brand, or attracting top talent. By focusing on key HR metrics, you can determine which areas need the most investment and see your efforts quickly reflected in improved metrics.   

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

Did you know that 1 in 3 men will ask for a salary increase, but only 1 in 4 women will? This highlights the importance of being proactive in seeking recognition for your hard work. It's crucial to confidently state, "I deserve this, and here’s why."

Throughout my career, there have been times when advancement opportunities were suggested to me after successful periods. However, ambitions can sometimes go unnoticed. Don’t be afraid to put yourself forward. At Sessions, our performance reviews every six months include a section on career ambitions. Often, managers are surprised to learn about their team members' interests, which has frequently led to well-received internal mobility.

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

No - I’ll retire when I do.

What challenges do you feel are coming in the next 12 months and what are you doing to address them?

I am currently engaged in an intriguing project focused on Millennials and Gen Z in the workplace, specifically examining the '2-year itch'—a phenomenon where these generations, who now constitute a significant portion of the workforce, are motivated differently than older generations. As business leaders, we need to strategize on how to ensure the longevity of our employees beyond two years. This is especially relevant for us, being two years post-mass hiring following our Series A funding.  

If you had one piece of advice for aspiring leaders – what would that be?

Never forget how you felt and what you thought when you were early in your career. Always put yourself in your employees' shoes and consider how they will feel about each decision you make, and what they might do differently. Additionally, continuously educate yourself in various ways to keep pace with the rapidly changing world around us