Karren Brady: How To Win At Entrepreneurship & Love (at the same time!)

Could you do me a quick favor? If you're. listening to this, please hit the follow. or subscribe button. It helps more than. you know. And we invite subscribers in. every month to watch the show in person. I remember my first away game and I. turned up and I said, "Oh, hi. Could you. tell me where the boardroom is?" And he. said, "Dear, you don't understand. The. director's wives go in the ladies room.". And I said, "No, I don't think it's you. understands. I am the managing. director.". Baroness Brady. [music]. She's one of Britain's most successful. business women. I'm the kind of person. that never hears the word no. I hear. find another way to get what you want.

Leadership is about vision and your art. as a leader is to persuade people to. believe in your vision. I remember reading the story about your. son turning to you on holiday and. saying, "I wish your Blackberry would. blow up.". Working mother is the best title for me. Sometimes you don't get it right. You. can only do the best you can do. Ambition is that spark. It's that fire. inside of yourself that won't let you. settle for anything other than what you. think you deserve and what you want. What you would say to those young women.

that are starting out in their career? I would say, so without further ado, I'm Steven. Bartlett and this is the Diary of a CEO. I hope nobody's listening, but if you. are, then please keep this to yourself. [music]. Karen, hello Stephen. [laughter] Um, I I've spent the last couple of days. listening to your interviews and reading. a lot of sort of interviews you've done. in newspapers and things like that. And.

as I got further and further and further. further into your story and further into. your childhood, there was this this. question which I wasn't able to answer. despite all that I' I'd read. And it's. you clearly from a very young age had. this real deep desire to have freedom. which resulted in this independence and. also resulted in this wonderful young. person who had this ability to like. stand up for themselves. But where did. this deep desire to be free from the. control of others where does it come. from? I don't know. I mean, my mother always. tells a story that um when I was four.

that um my grandfather was looking after. me at home and um my parents had this. drinks cabinet and it was sort of open. down and it had all these like bottles. of beautiful bottles and little glasses. and things. and she tells this story and I don't. remember it at all, but I got a chair. and I climbed up and I opened the drinks. cabinet and they had these little sherry. glasses and I poured all little bits of. liquid from it and and I started to. drink it and my grandfather said, "Um,

don't do that. You'll be sick." And I. said, "You leave me alone. I'll do what. I want. I won't be sick." And then, of. course, drank half of the [laughter]. of the drinks cabinet. Um, and wasn't. sick. [laughter]. And my mom said, "You were always. defiant. You always had your own mind. Wanted to do your own thing. Uh, thought. you knew best. Cut my own hair when I. was six. We had a um a school photo the. next day and I decided the only person.

who could cut my hair was myself and you. should see the picture. My fringe sort. of starts here and sort of goes like. that and it's got all lumps cut out of. it. I guess I kind of thought if I. didn't stand up for myself, no one. would. And I was very happy to stand up. for myself. And you know, in life as you. go through life, you one of the things. you realize is that if sometimes you've. got to find your backbone and you've got. to use it and simply putting one foot in. front of the other and keep going is one. of the philosophies I've had in my life. But no, I always define, always stood up.

for myself, never took anything lying. down. Yeah. I don't know. define feels. like the perfect word. Um, and I trying. to figure out where it came from because. usually when I sit with my guests, they. can like even if it's incorrect, they. can look back in hindsight and pinpoint. a moment, some kind of trauma or pain or. negative experience which shaped them to. be a bit of an anomaly in some way. So I. was like, where did this defiance come. from? And I couldn't quite figure it. out. I don't know. I I have no idea. It's not. part of any trauma that happened to me.

I just I guess I always felt that I had. something to say and even at a young age. I wanted to say it and I didn't care who. heard it or how you know I just felt I. wanted to stand up for myself. I I have. no idea. I've never really thought about. it. I know it's definitely a part of my. personality trait that this defiance, this I'm going to prove people wrong. I'm going to do what I want to do how I. want to do it. Uh, but I never really.

thought about where it came from. What's this story about your first day. of school and your mom being concerned. that you might be shy and then finding. out that you [laughter] chucked some kid. off the chair? Well, there's another I mean, I don't. remember any of these stories, but my. mom said the first day of school, she. was very worried if I would be shy or. would I want to go home or whatever. And. she went to pick me up from school and. she said to the teacher, "How was. Karen?" She said, "Oh, your daughter's. car. She'd always be shy." She said, "Karen, shy?" She said she she went up. to a boy in a chair and she went,

"That's my seat. Get off." [laughter]. So, but I don't remember it. I don't. remember any of these things. But all. these little stories, they always have. one thing in common that I had this sort. of level of defiance and this, you know, determination to to stand up for myself. One of my suspicions when I was trying. to piece together this this little bit. of defiance puzzle was um reading about. your dad and how much of a sort of. hardworking autonomous man he was and. how hard you said he worked. I was. wondering if they had given you a bit of.

a kind of a void of independence when. you were growing up that led you to. create this kind of independence in. yourself. Was were they like present and. were they on you? No, definitely not on me in that way. They weren't, you know, tiger parents. pushing you to the front. Although my. grandmother used to always say, "Be. first because it's the best place to. be." She used to always say that to me. So my dad left school at 14, didn't have. much of an education and worked really. hard to get where he wanted. And I guess. the lesson from him was, you know, nothing compensates for hard work. And.

if you don't try, you know, if you don't. try something, you'll never know how. good you are at something. So I think. maybe that sheer resilience came from. his model of working hard, doing your. best, trying everything, pushing. yourself forward. And would he give you advice? Would he. impart knowledge onto you or was it you. learning by his example of watching him. work? I think almost definitely the the the. second one. I I don't remember him ever. sitting me down and saying, "Do this and.

you you know your life will be better or. more enriched." I think it was just. learning from examples from seeing the. hard work and you know we went from. Edmonton to a little bit further up to. another little place in Edmonton to a. bit further up and our lives sort of got. slightly better and my dad's desire was. to give my brother and I a really good. education cuz he hadn't had one. So he. really wanted us to have a great. education cuz he felt that was a big. part of what was missing in his life.

And I guess he maybe he thought if you. have a great education, you don't have. to work so hard. You don't have to start. so much at the bottom. I think that was. a real driver for him. And your mother? My mother was a housewife. Okay. So she had no ambitions for work. Very. smart woman, very nurturing in. everything that she did. My dad was away. working a lot. So she was a lot on her. own. Uh but equally funloving and. stylish and you know spoke her mind too.

And you at this age didn't have big. ambitions for what you wanted to do in. the future in terms of specific. ambitions about career options. There's. a quote which I read where you said, "I. wasn't gifted in anything. I wasn't. academic. I wasn't the best at anything. In fact, I was a very average child who. really didn't know what she wanted to do. or where she was going to go. The. greatest gift that my parents gave me. was self-esteem.". Yeah. I think you're very lucky if you. know what you want to do. If you have a. vocation or a calling at a young age, I.

think that is a remarkable thing that. you should you should channel. I didn't. know what I was good at. I didn't feel I. was particularly good at anything. I it. wasn't as though I had a particular. panache for, you know, anything. And. uh I wasn't particularly ambitious, but. I know I wanted to do something with my. life, but I didn't know what. And I. think ambition is something that sort of. creeps up on you slowly when you realize. you're good at something and you think, "Oh, actually I'm quite good at this.".

And then you think, "Actually, I might. be the best person in this room at this. or I might be the best person I know at. this." And that inspires you to to to. keep going. But I left school at 18. I. had O levels and A levels as they were. in those days, but I had no. qualifications. But what I had worked. out something really important and that. is I'd worked out my core values. So at. 18 I had worked out that I was. ambitious, I was determined and I had.

integrity. And core values are the. things that sort of make you who you. are. They are the things that lead you. to make the decisions you make for. yourself and the way you make decisions. And 18, I knew those things about. myself. And at 52, I think they're still. my core values. And armed with those. things, I set out to get a job. And the. one thing I wanted for my life was. independence. I wanted to say what I. wanted to do and how I wanted to do it. and when I wanted to do it. And that's.

predominantly because I'd been at. boarding school from a very early age. Going back to my father wanted to give. me the best education. He thought. boarding school education was probably. the best. And at boarding school, you. get up when you're told, you eat what. you're told, you wear what you're told, you do what you're told. And I'd had. enough. And I knew that independence. only really came when you had your own. money. And the problem is 18, I didn't. know how you made money. But I kind of. worked out almost everyone works for. someone even before they work for. themselves. So I went out and I got a. job. and at 18 with no qualifications.

other than O levels and A levels but. armed with my core values that I really. wasn't afraid to work hard and I was. really ambitious and I would try. anything and I would do anything but. with integrity I went out and I got a. job and I started my career. something I just I was just trying to. piece these um put two kind of dots. together there boarding school a very. restrictive place the antithesis of like. freedom your childhood sounded like you. had quite a lot of sort of relative. freedom is there is is it possible that.

you went from a childhood pre-boarding. school where you had a bit more freedom. and then because boarding school was. such a big change, you had a bit of an. allergic reaction to the someone taking. your freedom or do you. My friends who are still my friends from. when we were at school in those days, we. remember only one thing about that whole. time, the boredom of simply being there. and having mass sort of three times a. day. And the second thing was we were. hungry all the time. Every day was a. fast day. So you'd have, you know, the. holy saint of such and such day and it.

was a fast day. And we remember those. those two things and the sort of. repressive attitude of wearing the same. thing, doing the same thing, doing what. you're told, not being able to explore. things you were interested in. Um, and. uh, none of us could wait to none of us. could wait to leave. But it did teach me. resilience, the ability to do the things that need. to be done when they need to be done, whether you like it or not. And that's. because every day was the same. And.

there's a great lesson, I think, in life. in being able to force yourself to do. things you don't want to do because you. have to. And that taught me a great deal. of patience and resilience and. determination. which is funny because much of your your. life has been very much the opposite. doing making sure you don't have to do. things you don't want to do and being. like restricted by the rules of others. But there is a sense in every job you. do, whether you're.

a pop star, you got to sing the same. songs every night, you know, whether you're working in an. office or working for someone else or. reporting to shareers, there's an. element of our lives that has to be. done. And you get that discipline from. being able to do it and power through it. and approaching it in the way it needs. to be approached, which is a real. discipline as opposed to saying, "I. don't want to do it and I'm not going to. do it." there's a difference. You you said earlier about how you. started at one point to notice the the.

advantages or the skills you had over. your peers at a maybe a young age around. maybe 18 when you start to join the. working world and before what when you. looked at say 18 19 year old Karen what. were those skills that you started to. notice well I'm better than I seem to be. better than everyone else at this thing. or you know stronger or whatever. I went into sales um which is the sort. of place where most people go when they. don't really have anything else they. [laughter] can. what else they can do because you you're. either good at it or you're not. Um, but.

you don't need any particular skills. other than being able to have resilience. of picking up the phone, keep trying, not taking the knockbacks going forward. And I realized I was good at it and I. would never take no for an answer. I. would always be determined. I would. continue to pick up the phone. I had a. sort of dogged attitude to not letting. the knocks get me down. you know when. people slam the phone down you or they. don't want to speak that ability to. learn the language it wasn't do you want.

any it was how many do you want you know. it was that it was that sort of subtle. change of being able to be. personable I think I worked out an early. age that people do business with people. and it doesn't matter how much brain you. have if you don't have a personality you. can't put that brain into good uh you. know in in into a good place so having a. personality and having a brain is is a. good combination. I worked in teley sales as well for four. years. from 16 to 20 odd whatever it was and it.

was genuinely the most formative. experience of my life. I agree. Also because I didn't have the. qualifications. So it's the. Yeah. Yeah. And it's a good place to start. I don't. know about you, but I'm not particularly. creative. I couldn't have done anything. I mean, [laughter] I couldn't have done. anything in the arts world or anything. like that. But actually picking up the. phone, having that resilience, being. prepared to take the knockbacks, keep. pushing forward, never taking no for an. answer. Those are things I learned from. a very young young age. So you did sales at Sachi and Sachi? No, I did mean menial office work at.

Sachi at Zachary and I left Sachi to go. into sales at 19 and I worked for London. Broadcasting Company where we sold. advertising space. And that's where you met David Sullivan. Yes, that's right. Yeah. He was one of. my very first clients and he took radio. advertising and within six months of me. meeting him and selling him radio. advertising he was spending2 million. pounds a year on radio which was the. highest spender on commercial radio in. the country and I was on a really high. commission. Well done. [laughter].

It was a good time. [clears throat]. So you meet David Sullivan and he's. quite well he's not spending on radio at. the at the time when you met him and. he's kind of against it I hear. Yeah. he didn't think it particularly. worked and I sold him the idea that he. would take the advertising package and. if sales didn't go up he didn't have to. pay for it and he said yeah sounds okay. to me and I sort of thought well if he. doesn't pay for I'm going to be in. trouble but I thought I'll worry about. that when that happens I was just. pleased to have made the sale and he. took the advertising the advertising did.

work and he kept spending and spending. and spending. if we zoom in on that that sale that. deal you closed with David Sullivan I. know a lot of people couldn't have. closed that deal and I know that was a. pivotal moment in your early career but. I know a lot of people couldn't have. closed that deal. So as you look back in. hindsight what was it about Karen that. helped you to close that deal? Well, one. I went to see him. So, I turned up at. his offices and I waited until he saw me. and I waited a long time, quite a few. hours until he felt, I think, sorry for. me and I wasn't going anywhere and he.

let me do the pitch, the presentation, which I did. Equally, I always had this. um feeling that, you know, what's the. worst that can happen? And the worst. that could happen is he didn't take the. package and he slung me out. But the. best that could happen is he saw me and. he took the package. So, I always looked. on the bright side. So, I turned up, I. did the deal, I presented well, I had. all the facts and figures. I knew what I. was talking about. And I guess he. thought it took a chance. I think the. package was I can't remember. It wasn't.

a lot of money. You know, it wasn't a. multi-million pound deal that someone. have to really think about it. I pitched. it just that it would be an impulse. It. could be someone that it was enough. money to have a gamble. Not too much, not too little, just in that spot. And I. persuaded him. I had this art of. persuasion, talked about what it could. do for him, how it would work, and he. and he took it. And that was the. beginning of my one of my very own. clients that stayed with me for many.

years and still today we're still. working together at West Ham some 30. years later. That is pretty um incredible. Did he. know you were coming that day to pitch? Had he booked in a meeting to see you? I can't remember. I think I'd booked in. a meeting. Whether he knew about that or. not, [laughter] I don't know. Right. I can't remember. because that did end up being quite an. early pivotal moment for you. It's quite. a testament to the fact that again. people do buy from people and that you. were very a very persuasive person. But. also there's a subless in there which. I've heard you talk about before which. is when you're young and you don't have.

a ton to lose because young people fall. into this trap of thinking that no is. some kind of like death sentence or it's. fatal. Yeah. But as you say, you know, when you've. got nothing else to lose. Yeah. I had nothing to lose. The worst. thing that could have happened is he. didn't buy it. Um, and I had to sell it. to someone. I was very independent. I. wasn't relying on my parents for money. I was relying on myself. I had no safety. net, no nest egg. I had no, you know, no, I had to pay my rent. I had to pay. my bills. I had to pay my travel. I had. to pay for my food. And I had to make.

that sale for me. It had to happen. It. wasn't a case of, well, we we'll we'll. see. But I'm the kind of person that. never hears the word no. When someone. says no to me, I don't hear no. I hear. find another way to get what you want. And that's what I always do. I always I. think no is is only really pivotal if it. ultimately stops you doing what you want. to do. If you hear no and you can find. another way of getting what you want, that's that's just as good as hearing a. yes. Am I right in thinking that you're.

someone that like really believes in a. philosophy versus like current skills? Because you're when you talk, you talk. in terms of like your own philosophy to. life. And a lot of people when they. speak they speak in terms of I don't. know skills or hacks or tricks or. whatever. But yours seems to be much. deeper than that. Even saying that. they're defaulting to optimism all the. time. And the. I don't know. I've never really I've. never really [clears throat] thought. about it. I think you you know you you. you need the ability to work hard. You. need the ability to push yourself.

forward. You need the ability to have a. backbone. You need the ability to um. have a dogged sort of determination. And. if you have a great idea, so much the. [laughter] better. So much the better. People say to me, you know, what what is. an entrepreneur? Well, an entrepreneur. is someone that just spots a gap in the. market for a service or a product that. that is either not available or. available, but they can make it better. And they're the kind of people that. well-meaning people say, "Oh, don't do. that. That's very risky." but they are.

prepared to back themselves and put all. those doubters to one side and just plow. through it. And that that's sort of been. what I've done for 30 years. As you said, that relationship with. David has sustained still today and he. actually went on to hire you. So what. have you learned about the importance of. like relationship building in business? And. I think that uh part and parcel of. running a great business is to have. really good culture and really good. culture comes from trust and being.

candid and being honest and supporting. one another. And it's interesting that. David Sullivan is I'm is still with me. in West Ham. So is David Gold. Two. people who I started with from a very. young age. Um, and we're still all. working together and we still have lots. to talk about and lots of ideas and we. still bounce off each other and we trust. each other and I think that's a really. fundamental part of growing a great. business. Being candid, you said there. Talk to me.

about how candid you are in business. Very. I think it's important. I have a. great candid atmosphere at West Ham. I. want people to say what they don't think. is right, what they think could be. better, what needs to be changed. I. think if you have too many like-minded. people running the same organization, you're so busy patting each other off on. the back as you sort of follow each. other off the edge of the cliff, you. need people to say, "Hang on a minute. Why is this important? How does this. affect us? What does this, you know, what does this mean we stand for? What.

are our values? What's our purpose?" You. need people to be honest and candid. And. I think candid is good. And how do I go. about creating a candid culture in my. company? Say if I've, you know, I'm. running a a business and I want people. to be more candid, what what what do I. do and don't do to make sure that we. arrive at that place? Well, the most important thing the most. important thing that people want from. you when you're running your. organization is your time. They want. time with you. They want you to listen. to them. They want to be in your inner.

circle. They want to be part of part of. it. That's what people want. Um, it's, you know, it's become less, I think, as. times have gone on about money and. status and more about being in the know, being in that in that room when. decisions are made and making people. feel that they can be in the room, that. they're part of the discussion and that. you'll listen to them and that they can. say what they want without worrying.

about, you know, what's going to happen. to me next. I think that's that's really. important. So, say someone's in the. boardroom with you and they they say. something which is maybe even negative. towards a decision you've made. I guess. you've got to be cautious of your. reaction to make sure that they don't in. the future shy away from because you're. a very powerful woman. You know, it. would be quite intimidating to tell you. the truth. I don't think I think if you spoke to my. staff, they or the people that I work. with, they would all say that the one. thing Karen is great at is listening and.

understanding. And I think the minute. you think as a leader of organization. you know everything is the minute you. don't know anything at all. You have to. believe in lifelong learning. You have. to believe that the people around you. are valuable enough to have a different. opinion to yours that is just as. important. And the minute you think they. they don't have an opinion that's. important as yours, you either don't. have the right team or you don't have. the right team with the right skills. I. like to employ people better than me.

because it sort of proves I'm better. than them, if that makes sense. [laughter] And then when you have people. with um great knowledge and great. skills, why wouldn't you listen to them. when they tell you something? I mean, of. course, you have debates. I want to do. everything quickly. I want to do. everything. um with strength and power and purpose. And others are like, well, hang on a. minute. Let's not go at that pace. Let's. try and do this. Let's do something. And. sometimes you follow your gut instinct.

because it's important. And people say. to me, well, what what is a gut. instinct? A gut instinct, I think it's. made up of all the experiences you've. had through your career. And you've sort of when you're in faced. with a problem, you've been in that. movie before. You've had that problem. before. A different problem in a. different moment about a different. thing, but very similar. and you know. the outcome. So your gut instinct goes, "Hang on a minute. I've I've I've.

somehow I've been here before and I know. how this plays out." And I find if I. follow my gut gut instinct, I tend to go. make the right decisions. And if I. ignore it, I tend to go bad. But. sometimes you need someone to go, "Hang. on a minute, take a step back, have. another look at this, have a think about. this." And it's a very uh it's a very. lonely place if you don't have people. around you that want the same things as. you that want to help you achieve and. build the things that you you you want.

to do. And being able to listen to. people and encourage people to have. their thoughts and ideas is I think. really really important. So how much of an organization that you. you run and what parts of it are a. democracy? because I'm trying to see. that balance between you being assertive. and making the the call but also. operating in some respects like a bit of. a democracy where you're hearing. everyone's opinions. Is there like a. balancing act? Yeah, I mean look, if you think about. leadership um and you should never.

confuse leadership with management. Management is about setting out a series. of goals and managing people to deliver. them. Very important. But that's not. leadership. Leadership is about vision. And sometimes it's only a vision you can. see. And your art as a leader is to. persuade people to believe in your. vision and help you deliver it. So we. have large groups of people that help. deliver visions. So our next vision for.

West Ham, for example, is to go from a. 60,000 capacity to a 62 and a half. thousand capacity. And we're in the. process, we've got planning permission. for it. in the process of going through. that transition. Um, how do we sell. those extra tickets? Who do we sell them. to? Do we put the price up? Where do we. allocate them? How do people get in? Should there be more bars? These are. huge decisions. One person cannot make. those decisions. And everybody who has a.

stake in that decision should have a. say. And that's everyone from the. commercial department right through to. you know the person who runs the. disabled supporters group. Everyone. needs to make that decision together and. that's how you breed great culture. listening to people understanding the. problems finding the solutions together. having some fun while you do it. So it's. not all you know over charts and in in a. very um rigid way. It is much more in a.

conversational way. So for example, I. took a load of my team to Seville when. we played in Europa and we went. together. We had a great time together. We use the downtime to talk about things. important to us and it's part and parcel. of creating a place where people feel. really proud to work. They feel really. proud of what they do and they feel. really well respected. and they have a lot of fun. They have a lot of [clears throat] fun.

Yeah. Yeah. I just realized I'm playing at. your stadium. Oh, is it in the um the soccer age? Yes. Yes. [laughter]. Hopefully that will sell it out for you. But um no, I just realized as you were. talking then yeah, we're playing at. unbelievable beautiful stadium which I. know you're you're a big part of getting. winning the bid to kind of move over. there. On the topic I'm really excited. by the way what a tremendous honor that. is to get to play at your stadium. But. um on the topic of football then you so. David Sullivan ends up hiring you from.

LBC. Yes. And you join his corporation and then I. hear at like 22 23 years old you see an. advert in the Financial Times to for. Birmingham City which is in financial. hardship and you. administration. and you persuaded David to buy. Yes. Birmingham. What? [laughter] Well, he to be fair to. him, he was looking at buying either a. race course or a football club. He was. interested in doing something in that.

area and Birmingham had gone into. administration. There was a little ad. that said football club for sale and I. thought that's interesting. And I got. the details and I went to him. I said, "There's this football club for sale. You buy it and I'll run it.". What? And he was like, "Oh, football very. male-dominated. You'll have to be twice. as good as the men to be thought as even. only half as good." And I said, "Well, luckily that's not difficult. [laughter]. and he said, "Okay, we'll give it a go.". And and we did. And it was bought really. quickly within three days. That was like. a Friday. And on the Tuesday, we owned. the club and that was it. We uh we went.

in there. We we made so many mistakes, but we had a great time. It was such a. fantastic experience, you know, to be. given the challenge and chance of a. lifetime to run a great business and. change it, take it out of. administration. I mean, it made a. trading profit for the first time in its. history after my first year. And it was. a real learning curve. Uh, but it was. great fun. I love how you glossed over the fact so. graciously that at 23 you took over the. management of a football club after.

seeing an advert in the Financial Times. and persuading David to buy it. You took. over the management of a football club. at 23. Yes. I was desperate to look at least. 25. [laughter]. Like the press conference, big hair, shoulder pads, power dressing. So, did you just have the the courage and. the conviction and the confidence to. take on that role? Because football is a. complete like I don't even think No, I. definitely would not have the the. confidence to run a football club. And I. I' I've loved football. I've followed it.

my whole life. I've ran big businesses. But a football club is a whole different. beast. It is like it is different. And it's. different because. it doesn't make anything. It doesn't. manufacture anything. It doesn't produce. anything other than more footballers. all its assets are people. So being able. to manage people and to manage the. diversity of those people and it comes. back to that culture by having an. environment where everyone has to do. everything within their skill set to.

make the business a success and know. that that is valued and respected and. there is no uh ceiling on your ambition. Whether it's the 18-year-old that wants. to go into the first team or the. 18-year-old who works in the ticket. office that one day wants to run it, it's up to you where you go. And I. wanted to create a sort of a a business. that I wanted to work in when I was 18. where you you was nothing holding you. back. There was no politics, there was. no age, you know, no discrimination.

whatsoever. The it was there for you to. do and achieve what you wanted to. achieve within our environment. And that's why football is different. because some people can't get their. heads around the fact of what. footballers earn and they begrudge it if. they're not playing well. They they they. don't you know part and parcel of. managing people is understanding people. and respecting people and valuing people. and giving people your time and your. encouragement. But more importantly than.

that, it's about standing alongside. people and supporting them when things. are not going well. much more than when. things are going well. Um, being their. backbone and their uh and their support. system. Very important in people's. business. As well as that culture, what else was. it that helped you take Birmingham. because your stint at Birmingham is seen. as being incredibly successful as as you. say, like turn the club profitable for. the first time in like recent history. What how did you do that outside of.

culture? There must have been tough. decisions you had to make. Very there were loads. I mean from when. I first went there to sort of getting. rid of everybody. Lots of businesses. that I am involved in or I know friends. that run the biggest. issue for lots of people that run those. businesses is making the change to. personnel when they need to because they. find it very difficult if someone's been. with them a long time to realize. actually. that person's skill set was great when.

we were growing the business and now we. need a different skill set to take it to. the next level. But you think, but. that's John. John's been with us. forever. It's very difficult. But you. have to sort of step above that and say. it's my responsibility to ensure this. business is success for the 800 people. that work there and the shareholders and. everything it stands for. So you have to. make the best decisions and you have to. try and remove as much emotion as you. can out of it, but also always doing the. right thing for the right reason and not.

for any other reason. And I think one of. the most important things in a people. business is you must never underestimate. the power of kindness. Being kind to. people and being respectful of people is. really important. I had a few words to say about one of my. sponsors on this podcast. We often see. the success of a business and forget. about their humble beginnings. And. Vodafone, who is one of the new sponsors. of my podcast, is no exception to that. In fact, quite an inspiring story. They. started above a curry shop in the center.

of Newbury in Barkshshire and that was. the year that they made the first ever. mobile phone call over 1G. That was a. moment in history and they've continued. to innovate ever since. They supported. the very first SMS text over 2G and most. recently they've made history again. This time through 5G internet with the. UK's first holographic call. But what I. love about Vodafin Business and one of. the reasons I partnered with them is. they want to enable others to go on the. same journey that they've been on with. innovation. They have so much support to.

help specifically small businesses. thrive. Their VHub site offers free. resources, insights, and expert. one-on-one sessions with VHub digital. advisers. So, you can access what's. needed to embrace innovation and drive. your business forward just by searching. VHub for Vodafone on Google. And you can. access all of the support I've described. above. The link is in the description. below. Quick one. As many of you know, I've been trying to make my life a. little bit more sustainable as it. relates to energy ever since I sold my. Range Rover Sport and bought an electric.

bicycle. And My Energy, as a sponsor of. this podcast, one of the brands that. make that transition much, much easier. They are at the forefront of British. renewable eosmart technology and their. products are really, really changing the. game. If you're on YouTube, you can see. what I'm holding in my hand. This is. called the Eddi, right? It's the UK's. number one solar power diverter. So, what is a solar diverter? It's a device. for people like you and me. That means. you can divert your excess energy back.

into your home rather than back into the. grid, which will save you power and. money. It's super userfriendly and easy. to install, and you can control it using. the My Energy app on your phone. To find. out more about this product and more. products like it that will help you make. that sustainable transition, head over. to myenergy.com. And um I highly. recommend you check out the Eddie. It's. um it's a real game changer for a. product and one that I'm going to be. installing in my home soon. I think. David Sullivan when he described you and. much of the reason why he had this has. this huge admiration for you is exactly.

that. I think he in an interview said. you were a good sacker. I think what we probably meant was I. wasn't afraid to make tough decisions. Yeah. and and some of them were really. tough. Even at 23. Yeah, even at 23, I really had a clear. vision of what I wanted to achieve and. knew the kind of people I needed around. me to achieve it. You talked about how emotion sometimes. gets in the way of those tough decisions. for a lot of people. I've seen the same. thing in in businesses when they get a. little bit romantic about the wrong.

objective basically or the wrong thing. and that ends up compromising what. should be their primary objective which. is the company, you know, in their role. as CEO or founder whatever. And I've. also heard you say that emotion, well. maybe that was the the headline of the. article. You've described yourself as. not being an overly emotional person, but the the article I read, remember the. headline was um emotion isn't in her. makeup. So something words to that effect. Does. that re resonate with you? Is that. something do you think consider yourself. to be an emotional business person? I'm very logical as a person. I don't.

worry about the effect on me of any. decision that I make as long as I feel. it's the right decision. I worry about. the effects it has on others. Um, but. I'm I don't get overly emotional about. things to me which are unimportant, whether that be criticism on social. media or criticism wherever that comes. from. As long as I know the decision.

I've made and why I've made that. decision, I can stand by it. And I care. much more about what my family and my. friends and my colleagues think of me. than someone on social media who I'm. never going to meet, don't know, and I'm. never going to have a conversation with. So, I'm not emotional from that point of. view. When you take on a football club as. well, and you've worked in football. clubs for what, two decades, three. decades, three decades now, you're dealing with emotional fan bases. just like hysterical. I I know cuz I'm a. Manchester United fan and we're very,

you know, emotional as a fan base right. now, but a hysterical, almost. unpleasable, thankless fan base, it. seems at times. So, how has that. impacted you? They're like the voice of. the fan base in your decision-m does it. factor in. every decision I make I make for them to. make them prouder of the football club. to bring them the success that they want. to deliver. the things they want to see at the. football club and the way they want to. see them. Whether that's what we did.

through the pandemic for our community, what we continue to do for our. community, the fact that we keep our. prices low, the fact that we promise. them European football and we've. delivered it, the fact that we have. great players and great culture and a. great manager. Every every decision I. make, I don't make for myself, I make. for them. And I do it to the very best. of my ability. And sometimes they don't. like those decisions and sometimes they. don't agree with those decisions, but.

they're all done because it's what I. consider to be for the best of the club. And also, I guess sometimes they don't. understand those decisions because the. fan base isn't of any football club. isn't a fan base that's educated on. business and finance and inner workings. of a club. So there's lots of like. misconceptions about the decisions that. are being made and are they like. self-profiting decisions or whatever. How important is transparency in running. I would say in any business but really.

in a football club where you've got. millions of people who are your I guess. your stakeholders. How and like clubs. don't seem to be that transparent. largely. I think it's hugely important. Um and I. think I think football supporters are. very knowledgeable on the business of. football. It may not be a priority for. them but I think they are knowledgeable. I mean they you've looked at clubs that. have had a really difficult financial. time and having a firm foundation on. which to build they know is important. and it's equally you know it's important.

that they know the parameters. I mean, we we're not, you know, oligarchs or. Saudi Arabian billionaires. We're we're. English taxpayers. We do the best we can. and we generate as much money as we can. without putting that burden onto them, which is why we have the cheapest season. tickets in the Premier League, let alone. in London in a brand new stadium. So, we. try and go on the journey together. But. I mean, moving to the Olympic Stadium,

54,000 season ticket holders completely. sold out. Some people didn't like it. But you have to make a decision that you. think is right for the right reason. And. going from a 35,000 seat stadium to a. what is going to be a 62 and a half. seater stadium was a big move and a bold. move and it has proved to to work out. for us which is why we're now playing in. Europe. What would that have happened if. we were at Upton Park? probably not. because it hadn't happened for many. decades before that. So I think people.

don't like change and it's important. that they understand why the change. happens and what it means to them and. how it's going to affect them and how. hopefully it enriches their life as. opposed to make it makes it worse. Do you have an objective at West Ham to. um be more transparent? The recent event. that comes to mind around transparency. in football is obviously the was it like. the European Super League thing. where suddenly one day we all wake up. and all of our favorite football clubs. in the like the top eight or what? Not. even in the top eight but had decided.

they're all going to join top six. Yeah, they're not even the top six. Yeah, it wasn't even the top six. There were six of them. Yeah, exactly. [laughter] I can't even. say that. Manchester United were at the. point, but um they decided to join this. this super league in Europe and it. seemed like it was just this like self. profiting decision which kind of ruined. football or whatever. And after that, I. saw a little bit of a change in some. clubs like Liverpool that the owners. came out and did like a video. apologizing. It was the first time I'd. seen like owners post a video of them. talking on social media. Is this one of. your objectives within the organization.

that you run at West Ham to be more. open, a more of a glass box? We try to let our manager and our team. do the talking for us cuz. because the the supporters don't want to. hear what the CEO thinks. They want to. know what the team think and the manager. thinks. And I think from our point of. view, we're always very respectful of. that. You know, some chairman write. program notes, some chairmans do videos. We tend to want our team to to do the.

talking for us. And we don't really want. to put any more pressure on them and the. manager than they all put on themselves. because they're the ones that put the. pressure on themselves to be successful. Um, they don't need it from us. As I. look throughout your whole life, one of. the clear consistent themes in you is. your hard work. Yeah. It's just like, you know, sometimes it. looks a little bit like obsession in. certain parts of your story. I read. about the fridge not being turned on in. your apartment. Someone saying. my friend my friend came to live with me. and she said, um, the the sticky stuff.

still around the fridge and the oven had. never been turned on. And I Yeah. What age was that? 21. And you just you were working so hard. you hadn't turned the fridge on. you. were in the office so much. Well, the thought of cooking and eating. at home never occurred to me. I'd always. grab something on the way in or the way. out would never the thought of actually. buying food because I knew if I bought. food it would just go go off. People talk about work life balance, right? And this like obsessive like. they do these days.

Yeah, they do these days in when I was. starting those that phrase had never. been uttered by anyone. What's your opinion of the the work life. balance conversation? Oh, I think it's. uh much more sensible than anything I. did. Definitely. I think that, you know, in in my day, you started at the bottom. of the run and you worked your way up. very slowly and carefully to get as high. up the ladder as you could. Whereas now, it feels much more like a web where you.

do a bit over here and a bit over there. and change and do that and then don't. like that, you go and do this. Um, and. you have a much more rounded life. And I. think technology has changed how we all. work. I mean, you know, you're getting. up at 6:00 in the morning to be in the. office at 7 and staying to 8:00 at. night. You don't have to do that now. And I think that's so much for the. better. And so, do you live a more rounded life? Definitely. Yeah, definitely. I don't go. into my office at the crack of dawn and.

sit there all day and expect everybody. else with the old ball and chain to be. there. I mean, I I know from having a. family and a career that actually having. flexibility is really important and. giving staff the ability to come in when. they need to and work from home when. they want to is important. But I guess you didn't always because I. remember your reading the story about. your son turning to you on holiday and. saying, "I wish your Blackberry would. blow up, mom," or something. Yes. Working mother is the best title. for me because there's two things that.

are very important in my life, and that. is my family and my work. And I've tried. my very best to to make those things. work together. Sometimes you don't get. it right. Sometimes you have to decide. that family is more important than work. or work has a priority that's more. important than family and you have to. try and juggle and you spend your whole. life going sports day, board meeting, parents evening, board meeting, you. know, and you never know where you can.

be. And until you come to the conclusion. that you cannot be in all the places you. need to be, you you you can only do the. best you can do. It's a sort of relief. And sure, my kids will always say, "I. worked throughout their whole growing. up." Um, but they learn different things. from a working parent. the ability to be. independent, to have uh ambition, to.

value yourself, to work hard. Those are. those are very good lessons as well. And do you set aside time to like switch. off as they say? I don't need to switch off. Interesting. I mean, nothing's work unless you'd. rather be doing something else, I find. And there are times when I think, oh. god, I got to go and do that like today. [laughter]. No, I'm only joking. I'm only joking. But there are times when you go, oh, I've got to go and do that. And you only. feel that sort of but the one thing this. drive for independence.

it also comes with another added bonus. and that added bonus is the ability to. say no. If I don't want to do anything. all I have to say is no thank you. When. you're building a career you have to say. yes to everything and you have to say. yes even when you so want to say no and. you say yes and you think how do I get. out of this? try to think of a million. million things you know million excuses. uh to get out of it but when you are. independent you can say no and it's a.

great. freedom to not have any obligation where. you have to you don't have to say yes to. anything you can say no if you don't. want to do something and you say yes. when you want to do it and you tend to. enjoy that balance of your life a lot. more. we met in Saudi Arabia for anybody that. doesn't know that was the first time. we'd met and I'd watched you on you know. TV growing up. But in Saudi Arabia, we. were on stage together. We were in a. panel of five and what happened on the. stage, I actually came back and told all. my team and I said, "I absolutely I love.

her." Right. So, I don't know if you. know what I'm about to say. I don't. You don't. Okay. So, we're on stage um. in Saudi Arabia, kind of like a Dragon's. Den style thing where these. entrepreneurs are coming up and pitching. to us and one of the panelists, one of. the male panelists to my left. [snorts]. um you went to ask a question, right? All right. I don't know if you remember, but you went to ask a question of the. entrepreneur that was pitching to us and. then one of the male panelists to my. left, he kind of like interrupted you. and and spoke and carried on speaking. and you waited about 30 seconds. You let.

him finish his kind of interruption and. then in front of what must have been a. thousand plus people. You turned to him. very calmly said, "One second, I asked. my question first." And then you carried. on with your question and the whole. audience burst into applause. I do remember that. Do you remember? [laughter]. I do remember that. And I'm sat there like, "What?". I do remember that. I do remember that. I was really quite annoyed. Really? Um I was annoyed because we'd gone to. Saudi. Well, I'd gone to Saudi to talk.

about the importance of women and our. rights and being respected. Uh and then. to be spoken over on a stage, I was not. going to let that go under any. circumstances. And I think it was a good. way of being able to show how it's. important to stand up for yourself and. not to be walked all over. And I. certainly was not going to be walked all. over. And everyone in the room understood that. moment for big significance you. described there because.

it was in a very unemotional. professional way. It wasn't in a. It was the most classy like wonderful. polite way to destroy someone. [laughter]. It was like that's why I said to my team. after I was like she the way she did it. was so like classly classy and like. gracious but it made such a profound. point and you could tell the point was. made because the whole room burst into. applause. But that kind of brings me on. to a wider point about and as you say. the reason why you're in Saudi is this. battle that I know you've had through.

your career with men kind of. underestimating you or sexism which I. guess started when you first got the job. at Birmingham. Yeah. I mean, I remember my first um. away game. I think it was Watford, and I. turned up and I said, "Oh, hi. Could you. tell me where the boardroom is?" And. this little old boy, little steward on. the desk, he went, "Oh, director's wives. over there." And I said, "That's. interesting, but where where is the. boardroom?" And he said, "Dear, you. don't understand. The director's wives. go in the ladies room." And I said, "No, I don't think it's you understand. I am.

the managing director, so I want to know. where the boardroom is." And this little. boy put his little glasses on. He went, "Oh, yes." He said, "Yes, you're that. woman. Stay here and I'll find out what. to do with you." Because there were no. other women in football. So, there was. never a woman in the boardroom. And. women weren't, you know, weren't welcome. in in boardrooms because it was meant to. be the place where the directors or met. And of course, they were all men. And I. remember thinking that it was the very. first door I'd kicked down. And I was. determined that I would keep that door.

open as wide and as long as possible to. get as many other women through as. possible. And that is something I've. spent my last 30 years doing. It's. really important to me. It's really. important that that there is a sense of. equality and equal pay and equal respect. for everything that you do regardless of. where you're from, what sex you are, what your beliefs are, how you look, where you're educated. Equality is very. important to me.

Why do you think it's so important to. you in particular? I think because look. at 23 I was given the challenge and. chance of a lifetime and I took that and. I knew that that started with someone. having trust in me and I knew that there. were so many talented people out there. that didn't have someone that had that. trust in them and I wanted to be that. person. Did you experience um sort of. sexist behavior from the players?

Occasionally, but nothing that I. couldn't deal with. I mean, I was very. lucky in a sense that from 16 to 18, I. went to a boarding school that was. predominantly all boys. So, it had girls. in the six forms. So, he had like, I. don't know, 20 girls and 600 boys. So. being surrounded with young men all had. something to say and knowing how to deal. with that was something that stood me in. good goodstead for my career. So it.

wasn't difficult for me and I didn't get. phased by it and it didn't upset me and. I wasn't emotionally damaged and I. didn't feel scarred and I didn't had to. go crying to anyone. I I I could deal. with it. It didn't phase me and it was. an irrelevance of mine. One of the. things that I've noticed specifically in. the like black community is or one of. the concerns I had growing up was I'd. see in some of my black friends that the. belief that they were they were at a. disadvantage actually seemed to hurt. them more than the disadvantage itself. if that makes sense.

Do do you have the same concern that. worrying too much that you might not get. in will stop you from taking the actions. to get in if that makes sense? I'm sure. every. every woman at some point in their. career when they've had to say shall I. stop to have a family. what is that going to you know how is. that going to affect me how is that. going to affect my pay my career. prospects my promotion my standing I'm.

sure every woman at that point has had. that that thought and unfortunately or. fortunately as we you know women give. birth to all the taxpayers in the world. we deserve have a break really. So I'm. sure it is a thought that crosses. people's mind. I mean I read some. research that 54,000. returning new mothers to work are so. badly treated because they are. considered to be a burden to the teams. in which they work. People are going to. think they're going to want to go early.

They're not going to be as focused. They're going to have brain fog that. they are eitherounded out of their jobs. or choose to leave. And that's a. shocking statistic really. Um, so yeah, I I can see how people are. just, you know, waiting for that moment. when someone, you know, when you do have. to say, I have to go and pick my son up. from school. I have to leave early. It's. a difficult conversation and you're. considered to be, you know, less. valuable because you have these these. these real other issues. So I I can.

understand how it plays on people's. mind, but it's important for. women like me to change attitudes. because if I don't do if if women like. me have achieved something, if we don't. use our voice to change it for the next. generation, who's going to do it? One of my guests pointed out to me um a. couple of weeks ago that when a woman is. successful and she's a mother, people. always ask the question like, "Oh my. god, how do you how do you do it?". Whereas when a guy is successful, even. if he's a father, no one no one cares.

about. Well, no one asks. No one asks. because they presume he's got a wife. Yeah. Who's doing it for him? Yeah. Like Joe Wix. Joe Wix has been. here once or twice. And when Joe Wix is. doing all of his stuff, Pee for Joe, etc., no one is on his Instagram going, "What about the kids?". Yeah. [laughter]. But um we've had women entrepreneurs. that have been here who do a very very. similar thing to Joe Wix. And it's the. question that they get asked all over. their Instagram if they do a workout on. their social media. It's like, "Well, where are the kids?". But I think there's two reasons for. that. One is other women want to know.

how do you manage that so you. [clears throat] can inspire me to to to. find a way um and the other is because. it's uh it's an easy thing to ask a. woman and that's the lazy question you. know where are your kids? What do you do. with your kids? How do you manage with. your kids? It's a bit like when whenever. you know whenever there's a picture of a. a woman there's always what she's. wearing. Yeah. uh where is never for a man. Maybe.

because women wear better clothes. I. don't know. It is [laughter]. but it's always about what you're. wearing, where'd you get it, how much. was it? Um and it's always defined you, you. know, uh so and so in her bright pink. jacket. They don't say, "Oh, [clears throat] Steven in his black.". I wish they did, but [laughter] clearly. not interesting enough. I had a few words to say about one of my. sponsors on this podcast. As the seasons. have begun to change, so has my diet. And um right now I'm just going to be. completely honest with you. I'm starting. to think a lot about slimming down a.

little bit because over the last couple. of probably the last four or five months. my diet has been pretty bad. Um and it. started to show a little bit really over. the last two months. I go to the gym. about 80% of the time. So I track it. with 10 of my friends in a WhatsApp. group in this tracker online that we all. use together. We call it fitness. blockchain. And I'm currently at 81%. Um, so 81% of the days I've done a. workout in the last 150 days, right? So. I'm going to the gym about six times a. week, that's been a little bit impacted.

by the Derio Live tour, but I'm trying. to stick to it. And so one of the things. I'm doing now to reduce my calorie. intake and trying to get back to being. nutritionally complete in all I eat is. I'm having the Hule protein shake. Thank. you, Hu, for making a product that I. actually like. The salted caramel is my. favorite. I've got the banana one here, which is the one my girlfriend likes. But for me, salted caramel is the one. Paul, your husband Paul. been together since 1995. I think you. met him at Birmingham. He was like the.

star player. How's that been, you know, being such a. careerdriven person, um, who's had these. fairly all-consuming jobs throughout the. years. You know, it's funny when I. there's an interesting thing that. happens in the comments section when I. because I ask every single guest, every. single podcast about relationships. It's. what something I'm just really intrigued. by because I've struggled over the years. with my work and trying to balance the. relationship. But when I ask women this, people again, I understand why they. assume that I'm asking it because for.

the same reasons we've just described, like I'm trying to understand how you. can be a wife but also hardworking. So, I just want to put that out there. because I see a lot of the [laughter]. comments. But no, I'm really curious. you know, you've been this pretty. relentless entrepreneur for the last. three decades, whatever it's been. How. has it been to to manage a relationship. and be that person um and a partner. while also being the tremendous business. woman? Well, um you have to remember that we've. been married a very long time. And when. we first got together, Paul's career was. much more dominant than mine really. and.

uh he was traveling around playing at. different clubs, playing for his country. and I was the one staying at home. looking after the kids having my career. and and working around that and he was. the one going around and then he uh. retired from football and my career took. off a bit and then he became a football. manager and I stayed home more with the. kids and we sort of we've balanced our. our lives to give each other the space. to do the things that we love that make.

us rounded individuals. I have no jealousy of anything he does. and equally to me. So, for example, when. I'm filming The Apprentice, um I don't. know how it how it works on on Dragon's. Den, but when we film The Apprentice, when it says it's 4:00 a.m., the. voiceover says it's 4:00 a.m., it really. is 4:00 a.m. And we work 16 to 18 hours. a day, seven days a week for five weeks. to produce that show without a break. There isn't a day off. And it is really.

hardgoing. So I always say to Paul, it's. much better if he's not there because I. want to get up at four o'clock in the. morning, have a bath, put the lights on, turn the television on, leave when I. want, then get back maybe 8:00 at night, go straight to bed, ready for a 4:00. a.m. start the following day or whatever. it is. So he goes to Canada to see his. family because his parents live in. Canada and he has a great time with his. family and I can focus on what I have to. do without any distractions because what.

happens during that period is let's say. he might say um should you go out for. dinner tonight and I'll say yes and then. I don't get home because filming's. overrun and I'm not home till 1:00 in. the morning and then he's like oh you. coming you're not coming and I I just. it's too much. It's on top of everything. else it's too much. It's much better if. I have my space to do what I've got to. do and he has his space to do what he's. got to do. But the one thing that we. have in common is we've built a great. family and we we respect each other. We.

love our kids. Our kids are our whole. life. Even though they are, you know, 25. and 23, we everything is about our. family and everything we do together is. is really important. And I have to say, if you said to me, you got one day left. on the earth. What would you do with it? I'd want to spend it with my husband and. my two kids because we have such a great. laugh together and we're good friends. and there's a real bond of family. between us. How important is it to be candid?

Because that's kind of what you were. describing there, being so candid with. how you're feeling and what you're going. through. A lot of people don't have that. in relationships. Oh, we're definitely candid. [laughter]. We're definitely candid. And how important is that, do you think? I'm asking for myself. I think it's really important because. you can't pretend to be someone you're. not. It's a bit like in an early part of a. relationship. I got a friend who's have. got an early part of a relationship and. the guy she [clears throat]. is with likes the opera. She cannot. stand it. But she's saying, "Oh yes,

love the opera." And I'm like, "Why. don't you just say hate the opera? I. couldn't think of any. I'd rather do. less." Because when he finds out. actually you hate the opera and then or. or you find out you got to go more to. the opera and you're going to resent it. Why not just be honest from the start? Say I really can't stand the opera. You. go. You have a nice time. Let me know. what it's like. I think it's probably. our relationship is not needy. So he doesn't need me. I don't need him. We want to be together, but we don't. need to be together. I don't need to.

know where he is every minute of the. day. I don't need to know what his. thoughts are on every single thing or. everything I do. I think if he could. have me a little bit more needy, probably would. But he knows that I'm. very self-sufficient and don't need much. from anyone. Um, and I think that's. again going from boarding school where. you're very much on your own. you like. your own company, but we we don't we. don't there's not a neediness in the. relationship where uh I say to him, "Oh,

I've been invited to go um to to. Buckingham Palace for um dinner with the. queen." And it's a white t. I'm not. going to that. I'm not a white tie. I'm. not getting a white tie. And he won't. come. Like he's not if he doesn't want. to come to anything, he won't come. Uh. and I'll say, "Oh, I've got this, you. know, thing. Do you fancy doing that?". He'll say, "No, definitely not." or. he'll say, "Should we I fancy doing. this?" And I'll say, "No, I don't want. to do that." So, we we very candid with. each other and it works for us.

This is the single biggest mistake I. made at the start of my relationship and. me and my girlfriend had a conversation. and we discussed it was I was saying yes. too much to things to try and please. because you feel like that's what's. needed. Whereas I came to learn over the. years, and I literally had this. conversation with my girlfriend over the. last month, that in fact, I need to just. be honest more regardless of how I think. it might impact her. because you see, you're saying yes when. you really want to say no. Yeah. And then you've got this sort of. underlying resentment. And it's much. better to just say no and suffer the.

consequences. Yeah, definitely. Versus forever. Because as you say with. the opera, I then have to try and live. out this life forever. Exactly. Exactly. And I think it's. important to have your own space and. your own friends and do your own thing. Um, you know, you're married, but you're. not joined at the hip. And there's of. course there has to be a level of mutual. respect there and and honesty and trust. and all of those things. That goes. without saying, but you're not the same. person. And it is okay to have different. interests and it is okay. My husband is.

a gym bunny. He's professional athlete. He's at the gym morning, noon, and. night. I could not think of anything I'd. rather do less. As you can see, I'm not. a gym bunny. I don't go to the gym. I. got no desire to go to the gym. This is I'm going to the gym. Yeah, bye. And that's it. Uh, and I say I'm going. to a board meeting like, "Yeah, bye.". Like, he couldn't think of anything he'd. rather do less. But it's we respect each. other's space and views and ideas and we. don't have to debate every last thing or. every last decision. Um, and.

everything's okay. Like we we don't. worry about anything. We don't not say. we don't worry about anything. We don't. sweat about stuff. Uh, you know, I don't care if he doesn't. pick up his socks. Interesting. [laughter]. The whole world is not going to stop. because they've picked up your socks. But the I tell you what really is. important in a relationship. is understanding when other people are. under pressure and being there for them. And I don't mean being in there with.

them, but I mean just being there for. them and doing the things that really. matter to them as opposed to big. romantic gestures. I can't I mean I'm. not a flower person. I don't. particularly like flowers. If someone. bought me flowers, it's okay, but I'm. not a big I don't need flowers. But my. husband used to fill my car up with. petrol, so it was one less thing I had. to worry about. And it's small things. like that that build a foundation. because you know that person's there for.

you even though it's not a big romantic. gesture that the whole world can see cuz. that's really not very important to me. Have you ever done the love languages. test thing? No, I don't even know what it is. So I'm not into this kind of woothing. thing but this is actually quite. from just 17 magazine or something. I I. [laughter] don't even know what it is, but it's probably it's a series of. questions which try to understand how. the the type of love indicator that you. most appreciate and it tends to be the. case that busy entrepreneurial people. their their love language is and as is.

mine is acts of service and it's exactly. what you've described the tiny little. thing to help in a moment. So like. helping you pack your luggage when they. know you're traveling. or just doing that tiny and for me when. I did I did the survey with my. girlfriend I'll send it to you. Mine was. acts of service for me. The most. meaningful thing someone can do for me. in a relationship is exactly what you. said is like. help me with a tiny thing that you know. Yeah. But is his sort of love language per se. the same? Some people say is like touch, words of affirmation, acts of service or. gifts is one of them. I think you take any of the above.

Oh, really? [laughter]. Does he get it? Yes, he does. No, we we uh I think for. us the most important thing for us is. having a laugh, having lots of family. and friends that we enjoy their company. with. And you know, it's interesting. Lots of couples have been married a long. time. They need lots of people around. them to break up. You know, they have. lots of friends over, lots of do lots of. things, big parties and stuff like that. I'll tell you the one thing he does for.

me every day without fail is um he takes. the dog for a walk which is very. important and he picks up a coffee and. he brings it straight to me and that. because he knows I cannot start my day. without without a coffee and that's his. big love moment every day. Is there a need to maintain desire when. you're sort of two almost three decades. into your relationship? Is there things. to do? Is there a strategy to keep it? This is the wrong podcast. [laughter]. Okay. Different shades as the CEO.

Exactly. Okay. Is that the answer? You should. follow [laughter] your arms. Do you know Do you know what I mean? Date nights. I don't know. Is there. something that I should be thinking. about when I get. Well, you I think from our point of. view, our kids are grown up, so every. night's a date night for us. But I think. doing things that are different and. unusual. I mean we went on this. fantastic tour of Thailand where we went. all over did really crazy wonderful.

things that were were really good fun. So we try and do more experienceled. things but equally we are you know we. are prepared to go in our tracksuits and. go out to the pub. Um I mean I guess our. happy place if I have to think about. happy place is Soho Farmhouse. It's a. real happy place for us and we tend to. try and go one weekend a month um and we. spend two nights and really don't do. anything. Take the dog on long walks, have loads to drink, watch a film, go.

out, eat lots of food, just relax. One thing you've never I've never seen. you talk about from from all that I read. is mental health, your own mental. health. This is kind of a a fairly new. conversation that's happened in the last. 10 years. But have you had experiences. with things like anxiety or depression. within your own sort of mental health? No, I haven't. Uh maybe I have, but I. just haven't focused on it or haven't. really thought about it. I think we all. have bad days, don't we? Where we're.

sort of more snappy than than others and. days were really good. I started HRT. recently and I found myself singing in. the kitchen the other day, which is. something I don't think I've ever done. And I was like, Christ, this stuff's. working. [laughter]. So, but no, I have this resilience from. this, you know, from my very early age. to be able to put things to one side and. focus on what needs to be done and not. really worry too much about it, which is. probably both a blessing and a curse.

And you do you describe yourself I was. reading one of your books. Do you. describe yourself as a feminist? Definitely. Yeah. And what does that mean to you? To me, it means equality. It doesn't. mean wanting more than men. It doesn't. mean disliking men. It just means that. women's rights should be equal to men's. It has been stigmatized, hasn't it, that. the word feminism. It's this kind of. like I feel like it's become a little. bit of a well, the stigma is it's kind. of this anti-man. rhetoric. Whereas really, I think men. should be feel like they're feminists,

too. Definitely. every every man has a mother. um has an aunt has a sister has a cousin. has a female in his life that should. want them to be treated equally. I mean. it's a it's a truth for for every pound. a man makes a woman makes 86p and it's. going to take a hundred years to close. that gap and you get into industries. like finance you know that gap is is. much bigger than that so it's just about. equality it's about not being. discriminated against because you're a. woman not being paid less because you're.

a woman not being able to earn your. worth because you're a woman that's what. it means to me. as we look forward at the future you've. achieved so so much in your life in your. career It seems like from what you cuz. you said earlier on that you weren't. ambitious when you seems like you've. probably surpassed your childhood early. years ambitions already. Is that an. accurate I don't want to put words in. your mouth, but is that accurate? Yeah, I would think so. Yeah. So, what what's what's driving you now? What's the the thing flipping the duvet. and getting you out of bed if you've. surpassed all those ambitions?

I mean, the toughest thing about being a. success is you got to keep on being a. success. There's no point in having a. successful year last year to do nothing. this year. And what drives that is. ambition. And I really am disappointed. when people are afraid to say they're. ambitious because we tend to think. ambitious people are ruthless people. And that's not the case. Ambition is. that spark. It's that fire inside of. yourself that won't let you settle for.

anything other than what you think you. deserve and what you want. And uh I love. what I do. I feel so proud that I run. West Ham. I feel so proud that I'm in. the House of Laws and the work that's. important there that has to be done. Um, I love the businesses that I'm involved. in, the charities that I'm involved in. I've picked the things I wanted because. I wanted to say yes to them. And I don't. have anything I secretly wanted to say. no, but say yes. So, um, I think a sort.

of allrounded life, whether it's doing. the apprentice, something I love, is. such good fun. I mean, we're there. I. don't know how it is on your show, but. on my show, there's a real level of. support, and we're all good friends. I. mean, Alan, Claude and I, we go on. holiday together. We go out for dinner. We're we're friends. We're firm friends. first and and and and foremost. And I. love what I do, and I just want to keep. doing it. Is there a goal or an ambition for you. or is it more of the same? Is that the.

Do you have like a when you think okay. 10 years from now. I've never had that. I've never set. milestones. I mean I did have when I was. younger I had a flat and I wanted a flat. that had heating. and then I wanted a flat that had. heating and a washing machine and then I. wanted a flat that had heating and a. washing machine and a car. So I did have. those sort of milestones as opposed to. ambitions. But I don't have any of that. anymore. There's nothing I want. I don't. ever look at people and think, "Oh, I. wish I had that or I really want one of.

those." I actually don't want anything. I don't have a car. I don't need a car. I like to walk. I don't have a lot of. stuff. Um I'm not uh my some people I. know have wardrobes the size of your. flap with so many clothes in. I buy a. load of clothes for the apprentice and I. give them all away to dress for success. or to my staff when I'm finished. I. don't have a lot of stuff and I've never. wanted a lot of things. So, I don't have. this sort of, oh, I must get a boat or a. yacht. I mean, I'd never want anything.

like that. I love what I do. I'm very. happy in my life. I'm very content. I. wake up every morning without anxiety. I. never feel I've bitten off more than I. can chew. I never think how am I going. to see through the day that is ahead of. me. I'm never thinking about how I pay. my bills. I'm never thinking about how. do I keep up with the Joneses. I'm never. worrying about those things that weighs. a lot of people down and give them a lot. of issues. I'm very happy. I'm very. content. I've lived a full life. They.

say you only live once, but I think if. you live it right, once is probably. enough. Amen. I'm reflecting on n 18 19 year old Karen. that starts at Sachi and and then the. person that sat in front of me today and. I'm wondering based on that full life. and that experience you've had and all. those boardrooms and experiences you've. had what you would say to a 90 because. there's going to be I know that you know. on several platforms the majority of our.

listeners are female. What would you say. to those young women that are starting. out in their career? What. [clears throat] would you whisper in. their ears? They're on their Monday. morning walks today and I see them. uploading this on their stories. What. would you say to them in terms of. navigating their future? I would say grasp every opportunity. Try. as hard as you can. Never be afraid to. fail. And. I was going to swear, but I won't. Swear. Please. [laughter] We swear every. day. I'm not going to swear. Um and stand up. for yourself. And and trust me, you do.

not want to get to 52 and look back on. your life and say, "I wish I would. have." You will always regret the things. you don't do more than the things that. you do. So, go and do stuff. Thank you. It's been honestly such a. huge honor and pleasure to speak to you. because yeah, I was in my team now. I've. had this like weird captivated crush on. you ever since I saw you in [laughter]. Saudi Arabia because of that strength. and that your your wisdom, your strength. and your and all all you've achieved in. your life. And it's it's very very.

inspiring and interesting to especially. the the path you've walked in such a. maledominated industry and how how you. you've you'd forged your own success at. just like 22 years old that that real. pivotal moment where you take over a. football club. Utterly fascinating and. um yeah and we have a closing tradition. on this podcast where the previous guest. writes a question for the next guest. Oh goodness. You could have told me I. could have said something really really. [laughter]. This is a question that's been left for. you by Okay. a certain individual. Okay. Interesting.

When you walk out of here after this. beautiful conversation with Steven, [laughter]. I didn't write this. After this. beautiful conversation with Steven, do. you feel enriched? And if so, what would. you say to the next person you meet on. your experience? I would say that. [clears throat]. sometimes it's. very difficult to decide to share your. story because you open yourself up and.

people get to know you in a way that. maybe you never thought they would. But. actually. sharing your story you hope inspires. someone else. And it also gives you the. opportunity to look back and reflect on. your own life because many of us are so. busy moving forward that we stop to say, "Oh [ __ ] yeah, I was 19 once. What was. I doing when I living in that horrible. apartment with no washing machine and no. heating and when I didn't have a car and.

how I worried about paying my bills?". It's it's easy when you're 52 to forget. who you were at 18. And it's. opportunities like this when you think. about your life and the journey that. you've been on that you can, you know, surprise yourself. And you don't do many interviews, do. you? I don't. I'm I steal well clear. Why? Because I think it's time for other. women to speak. I think that, you know, it's like I could take a whole load of. non-execs and I could take valuable.

positions that other women could have. I've had my time. I'm 52. I've been. there. I've done all that. I don't want. to appear in okay magazine. I don't, you. know, want to be posing in a swimsuit or. any of those things. None of that. appeals to me. I want to lead a. calm, incidentree, [laughter]. quiet life. Um, inspiring others in a in. a way I can. I want nothing for myself.

out of this other than I hope that. people have have enjoyed it. I certainly believe they would have. Thank you so much Karen for your time. today and thank you for your wisdom. You're such a. classy grace graceful inspiring human. being and yeah you've inspired me in so. many ways not just from watching you. growing up on the apprentice but also in. Saudi Arabia and again today. So I'm I'm. I have a debt of gratitude that I owe to. you and thank you for being here. Thank you so much for having me. [music].

Heat. Heat. N. [music].