Nick Stone

And we actually turned it in a way to throw caution against the wind, to do things that we talked about that we knew now we could do it without any fear of consequence. So we went 100% digital. We didn't have order ahead. We didn't have an app to integrate all this technology. We went pro-tech. changed the menu, we changed the way of serving people, the format.

And we actually turned it in a way to throw caution against the wind, to do things that we talked about that we knew now we could do it without any fear of consequence. So we went 100% digital. We didn't have order ahead. We didn't have an app to integrate all this technology. We went pro-tech. changed the menu, we changed the way of serving people, the format.

We used to to our advantage and it was so complicated from the people's side because if people can cast their mind and memories back, if we had one of our teammates that was tested positive for COVID, that meant everybody that they had been exposed to then had to go two weeks quarantine. So one person comes in making coffee and they work for three hours.

We used to to our advantage and it was so complicated from the people's side because if people can cast their mind and memories back, if we had one of our teammates that was tested positive for COVID, that meant everybody that they had been exposed to then had to go two weeks quarantine. So one person comes in making coffee and they work for three hours.

And then the next day they work with a different person and two of the same. We're talking everyone being knocked out for two weeks. And then we've got to somehow scramble and open the store. And then a lot of people didn't want to work. They didn't want to stand next to other people because they were feared or they had people that had compromised immune systems.

And then the next day they work with a different person and two of the same. We're talking everyone being knocked out for two weeks. And then we've got to somehow scramble and open the store. And then a lot of people didn't want to work. They didn't want to stand next to other people because they were feared or they had people that had compromised immune systems.

It was completely logical and it was fair and normal. Very, very complicated. But getting through that was one hump

It was completely logical and it was fair and normal. Very, very complicated. But getting through that was one hump

And I think that's what's been even more challenging and at times like really dispiriting has been dealing with our legacy footprint, particularly with coffee shops in office buildings that were the core of the business, the core of the proposition and that are no longer really financially viable. And that has been probably more frustrating. I fully appreciate the benefits of flexible working.

And I think that's what's been even more challenging and at times like really dispiriting has been dealing with our legacy footprint, particularly with coffee shops in office buildings that were the core of the business, the core of the proposition and that are no longer really financially viable. And that has been probably more frustrating. I fully appreciate the benefits of flexible working.

I'm a huge proponent of it. I saw it as a huge issue in banking, why we would get to director level and I was... on the executive leadership team of our bank in Europe and Americas. We were constantly talking about, why aren't we having enough young females coming through at the director level that are ready for executive positions?

I'm a huge proponent of it. I saw it as a huge issue in banking, why we would get to director level and I was... on the executive leadership team of our bank in Europe and Americas. We were constantly talking about, why aren't we having enough young females coming through at the director level that are ready for executive positions?

A lot of it was because they had gaps of their career where they were having children and they took time out. And the organization kept moving forward and sort of left them behind. There wasn't enough maternity leave. There wasn't enough consideration that, hey, maybe they just work three days a week coming back after their child or what have you.

A lot of it was because they had gaps of their career where they were having children and they took time out. And the organization kept moving forward and sort of left them behind. There wasn't enough maternity leave. There wasn't enough consideration that, hey, maybe they just work three days a week coming back after their child or what have you.

And I'm a big proponent of it, but it's very, very hard for our business because a lot of the stores really only have what I call material revenues three days a week. And for everything you read in the press about the push to return to work and corporates demanding it, I have not seen a significant change in the last couple of years. And I do think that what we're dealing with

And I'm a big proponent of it, but it's very, very hard for our business because a lot of the stores really only have what I call material revenues three days a week. And for everything you read in the press about the push to return to work and corporates demanding it, I have not seen a significant change in the last couple of years. And I do think that what we're dealing with

there's some permanency to it and this is the way it's going to be. And that's hard. You know, at times you think I've built so many stores like this and they don't really work how we anticipated or how the feasibility was meant to work.

there's some permanency to it and this is the way it's going to be. And that's hard. You know, at times you think I've built so many stores like this and they don't really work how we anticipated or how the feasibility was meant to work.

But it's inspiring. It's inspiring at the same time. You know, like you can focus on all the negatives and the challenges, but we're serving 80,000 people and making a difference. And like, For as many hard stories I have, I have stories where people come tell me and say, you know what, I am so grateful at Bluestone Lane. I had the worst morning. I didn't sleep a wink.

But it's inspiring. It's inspiring at the same time. You know, like you can focus on all the negatives and the challenges, but we're serving 80,000 people and making a difference. And like, For as many hard stories I have, I have stories where people come tell me and say, you know what, I am so grateful at Bluestone Lane. I had the worst morning. I didn't sleep a wink.