Leadership series: Sam Coulstock

In our CORE Leadership Series, we explore the people behind industry leadership through in-depth interviews.  

We are here interviewing Sam Coulstock, Executive Director of Partnerships and Growth at Umbrella Training. 

1. Tell us a little about yourself and your business.

My name is Sam Coulstock, I'm the Executive Director of Partnerships and Growth at Umbrella Training, which is a leading and award-winning hospitality apprenticeship provider. Our clients are mainly in the luxury and lifestyle sectors of hospitality. We also have a sister company called Umbrella Evolve which delivers bespoke training solutions. 

2. What initially inspired you or sparked your interest in pursuing this career?

I left school and started my career as an apprentice chef at the age of 16, and I was inspired and fell in love with the profession. Apprenticeships have always been a big part of my career and life, and what inspires me every day is seeing our learners grown and develop, find their purpose in life and progress their careers. It's a great to know that what we do makes a difference. The landscape of Apprenticeships is hard and complex at times, but we make it simple and keep the learner at the heart of our business. 

3. What do you see as the biggest challenges currently facing the landscape where you are and how should/will a business like yours respond?

Umbrella Training is working in a very tough environment. Big reforms to apprenticeships, our funding has been cut in real terms, the offer has been cut, and we are working in a sector that is also trading in difficult times. Everyday a new challenge is faced by us, however we could just moan and complain, but that's not our way, we adapt, we approach it with enthusiasm and positivity because at the heart of what we do is people, and that matters. Being small and family owned, we are able to adapt and make decisions quickly. We are not always right and sometimes do make the odd wrong decision, but as long as we keep moving forward, putting our people, our clients and learners first, then we will move in the right direction. 

4. If you could influence one thing about the future of hospitality (policy, regulation, social trend, business model…) what would it be, and why?

I think that there are many different ways that policy and regulations could help the future of hospitality and we do all we can to help shape that by supporting UKHospitality, but the biggest challenge is around skills for our industry. We need to make sure that the Government understands the direction of business and the skills of the future, and our education system is ready for it, so young people can enter the world of work equipped for the skills they will need. 

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

The core lesson I’ve learned is the importance of humility in leadership. Early on, it’s tempting to think you need to have all the answers, to project certainty and control at all times. In reality, the opposite tends to build stronger, more effective teams. Being open about what you don’t know, and showing a degree of vulnerability, creates trust. It signals to your team that it’s safe to speak up, challenge ideas, and contribute fully.

6. If you could change one policy, trend, or misconception about the sector, what would it be?

It's not a job for life! It drives me mad. I was recently at a conference and a senior civil servant said on stage people can join a hospitality company, gain some life skills and then go on a get a career in proper industry. After picking up my jaw off the floor, I challenged them and invited them to see what a proper career in hospitality is like. They never took my offer up, but this is a major misconception we have of hospitality and it's at the heart of Government. So many people are doing great things to change the perception of hospitality, and we all need to keep doing it because I see it is changing, albeit slowly, we are all getting our message out there. 

7. What advice would you give emerging leaders who want to shape the future of the service industry?

Keep asking why! Why do we do it this way, why don’t we try something new, why don't we have the answer? Be curious about the world we work in and challenge the status quo. I read a book recently called Unreasonable Hospitality and I would highly recommend it to anyone in any leadership role. The other advice I would give is to be passionate about your people, put them at the heart of what you do, lift them and inspire them. It's not about you as the leader is about them!