Latest news with #Contagious
The Herald Scotland
5 days ago
- Business
- The Herald Scotland
Launching business with newborn baby ‘was terrifying and exhilarating'
Name Matt Chapman. Job title Founder and managing director. What is your business called? Contagious. Where is it based? We have studios in Edinburgh and Glasgow but operate globally. What does it produce/do? We're a brand design agency. To whom does it sell? Primarily to premium beverage and spirits brands. What is its turnover? Approximately £3.5 million. How many employees? 25. What attracted you to your current role? I've been a designer all my life – it's in my bones. I went to art college and trained in graphic design. Even as a child, while others were drawing apples, I was drawing letterforms. That early fascination with typography grew into a passion for visual communication and eventually brand design. I didn't set out to be a managing director but I've always enjoyed developing teams as well as shaping stories. This role allows me to do both at scale. What were you doing before? I'm originally from Huddersfield and studied at Duncan of Jordanstone in Dundee. My career began in London, then Edinburgh and, later, five years in Singapore. After returning to Edinburgh I freelanced and briefly ran a solo business – but I didn't enjoy working alone. Eventually, I teamed up with someone from an agency I was freelancing for. He was strong on client management, I focused on design. In 2001 we co-founded Contagious. What do you least enjoy? Letting people go. Agencies go through cycles and downsizing is always painful, especially when you've built personal relationships. Also, not having a boss for 25 years gives you freedom but demands discipline. I've built a senior team and brought in non-execs to help with accountability, but staying focused is still a challenge. Read more What do you consider to be the main successes of the business? We've worked with some of the world's most iconic brands, from major players such as Diageo, Pernod Ricard, Bacardi, LVMH, Brown-Forman. Competing globally with agencies 10 times our size is something we're proud of. But for me, seeing people grow – whether they stay or move on – is just as rewarding. Helping people flourish has been a real highlight. What are your ambitions for the firm? To be globally recognised as the agency that creates an enduring impact – renowned as much for our brand creation and design as we are for our packaging, environments and activations. We're also focused on building a robust, succession-ready business that will outlast me and continue to thrive for decades. What are the challenges facing the sector and market, and what could be done to overcome or address these? The global economic climate has hit the drinks industry hard. Many new brands emerged during the Covid-19 pandemic, inspired by the D2C (direct-to-consumer) boom, but now there's a surplus of product and lower discretionary spend. In the UK, Brexit has gutted parts of the hospitality workforce – especially skilled bar staff – which affects on-the-ground brand advocacy. The market is also oversaturated. Agencies rushed into drinks in recent years but, as big businesses consolidate, some of that noise is fading. One key issue is the withdrawal of trade engagement – there are fewer education and advocacy initiatives for bartenders, who are crucial brand evangelists. That needs to return. Read more What single thing would most help? If boards treated brand as a serious, strategic asset from the start. The most successful projects we've worked on are those where brand is embedded in business strategy, not treated as a bolt-on. Brand isn't just aesthetic – it's commercial. When aligned with strategy, consumer insight and planning, it delivers meaningful financial and cultural impact. What is the most valuable lesson you have learned? The strength of relationships. People buy from people. Flexibility is key. I'm naturally a grey thinker – I see nuance – so I've learned to surround myself with people who think differently. I take final responsibility, but value diverse perspectives. What was your best moment? There have been many. Launching Contagious with a newborn at home was both terrifying and exhilarating. Winning our first global contract was a major milestone. But the best moments are often smaller – watching a colleague grow, seeing a brand come to life or a client light up at the work. What's the best thing that's happened to you in business? We've built a business that lets us work with people we admire, on projects we care about, in a sector we love. We travel to inspiring places and collaborate with brilliant clients. That's a rare privilege. What has been your most challenging moment? The split from my co-founder in 2011. He led business development while I focused on delivery – suddenly, I had to assume a very different role and so did my colleagues. At the same time we had to downsize. It felt like starting again but my partners stepped up to the plate, I adapted quickly and we all grew into our new roles. How do you relax? Running – I've done marathons and half-marathons, though I've pushed too hard at times. My son wants me to do the Tromsø Midnight Sun Marathon, which sounds like fun. I also play football and golf (still trying to break 100), and I used to coach rugby union and play league back in Huddersfield. Lately, I've taken up wood carving. It's both relaxing and challenging – and I've met some great people through it. Next, I hope to try stone carving. What phrase or quotation has inspired you the most? Two from Simon Sinek: 'Good leaders share the credit when things go well and take responsibility when things go badly' and 'Communication is not about saying what we think, it's about ensuring others hear what we mean'. Both have been invaluable. What is the best book (fiction or non-fiction) you've ever read? Fiction-wise: The Lord of the Rings and the six books of Dune – all sparked my imagination as a youngster. Recently: Breath by James Nestor. After multiple broken noses, it changed how I think about breathing. Not glamorous, but life-changing. Where do you find yourself most at ease? Running is my sanctuary. But I also find great peace in letter carving – spending eight hours carving into wood with strangers was unexpectedly joyful. It's focused, meditative work. If you weren't in your current role, what job would you most fancy? Wood carving, probably. The only other serious path I considered was the Marines. I enjoy coaching and helping people push past limits, so perhaps something in training or development. I doubt I'll ever fully retire – I'll always want to help people do more than they think they can. What countries have you most enjoyed travelling to? Japan for its professionalism and deep respect for craft. It's also a brilliant place to unwind. Singapore was my home for years – a great base for exploring Malaysia and Indonesia. Jakarta 25 years ago was wild and alive – a sensory overload in the best way. I also love the US, especially New York and LA. There's a real culture of saying yes, of backing ideas. In the UK, it can feel like you're proving people wrong. In the US, you're proving yourself right.
The Herald Scotland
6 days ago
- Business
- The Herald Scotland
Employee ownership boom and not a 'white elephant' after all
He takes a look at the story of United Auctions, reporting that its move to an employee ownership trust will help provide continuity for customers and staff and longevity for the business. Brian observes that the number of employee-owned businesses is growing at a rate of around 45 a year in Scotland. And he notes that Scottish employee-owned businesses and worker cooperatives currently have a combined turnover of £1.47 billion and employ 7,593 people. Elsewhere in this month's edition, Colin Cardwell reports on the resurgent Maxim Park business park on the M8 – once dubbed a 'white elephant' by critics. I interview Matt Chapman, managing director of brand design agency Contagious, who declares that launching the business with a newborn at home 'was both terrifying and exhilarating'. He also observes: 'In the UK, Brexit has gutted parts of the hospitality workforce – especially skilled bar staff – which affects on-the-ground brand advocacy.' Kim McAllister profiles UTROV, a Glenrothes-bases subsea company which has pivoted from salvaging items from the ocean floor to servicing the offshore renewables boom. Mairi Spowage, director of the University of Strathclyde's Fraser of Allander Institute, writes that 'reform of our public services is desperately needed to ensure they are sustainable, and innovation in delivery should be part of this', as she considers the broader question of productivity in Scotland. Read more Economist Stephen Boyd, director of IPPR Scotland, concludes that 'pretending that we can muddle through the great challenges of the 21st century on current levels of taxation is irresponsible and very wrong'. Fashion entrepreneur Antoinette Fionda-Douglas writes about the risk of underfunding female entrepreneurs. She concludes: 'It's time we stopped asking women to do more with less and started giving them what they truly need: funding, and the real, hands-on support that must come with it. That's how we change the future, by backing ambition with action, not just intention.' Solicitor Austin Lafferty meanwhile contemplates the issues and pitfalls when expanding a small but successful business. The Herald's business writers share their expert perspectives on a raft of business and economic developments as they reflect on what they have been writing about during the last month. Scott Wright meanwhile takes a look at who has had a good month, and who has not. Tech entrepreneur Ian Ritchie, and business and life coach Ed Haddon offer their insights in their regular columns. I hope you enjoy the broad range of content in this month's edition, and find it insightful and valuable.
