Huddled Group plc, the Nottingham-based business focused on building a portfolio of e-commerce brands, has acquired online retailer Food Circle Supermarket for up to £300,000. The acquisition comprises the entire stock, intellectual property and website and other social channels of Food Circle.

Founded in 2018, by owner/operators Paul Simpson and James Barthorpe, Sheffield-based Food Circle is an online, direct-to-consumer retailer specialising in discounted foods for healthy and specialised diets such as high-protein and energy products.

Food Circle serves customers across the UK and has become a trusted partner for well-known brands within this market, including Huel, Nakd, Grenade and Optimum Nutrition, amongst others.

Food Circle delivers an average of 3,000 orders per month, with an average order value of £40. The business has seen strong growth since inception and delivered unaudited revenue of £1.4m and a small net loss of £46k for the year ended 31 December 2023.

With access to additional funds to grow its range and other expected synergies as a result of becoming part of Huddled Group, the Board believes that Food Circle can be grown significantly. Paul Simpson and James Barthorpe will continue in their current roles and will be supported to grow the business.

Martin Higginson, Chief Executive Officer of Huddled Group PLC, said: “We’re delighted to announce this exciting opportunity to further strengthen our position in the online surplus food and drink market, alongside our existing brand, Discount Dragon.

“Food Circle is positioned at the intersection of a number of market trends; the continued search for value among consumers, the demand for e-commerce and direct delivery services, and the growth in health and nutrition products to support active lifestyles.

“It has developed important relationships with brands for whom responsible disposal of surplus stocks remains a priority and this will remain a core mission for Food Circle.

“Paul and James have done an amazing job growing the business to a turnover of £1.4m with very limited capital and therefore range. We are convinced given access to additional funds the pair will quickly grow this business to new heights.”

Paul Simpson and James Barthorpe, Founders of Food Circle, said: “We are delighted that Food Circle is joining the Huddled Group plc family. We have worked hard to build our business from the ground up since our formation in 2018, and feel that now is the ideal time to join a growing group with exciting ambitions for the future.

“We believe that Huddled Group plc is the perfect partner to help us unlock the huge potential of Food Circle.

“The business is positioned in a rapidly growing market, and we are confident that this acquisition will enable us to build on the work we have done so far in helping brands to reduce waste, while maintaining their brand equity, and offering consumers access to high quality products at competitive prices.”

James Pinchbeck, partner at Streets Chartered Accountants, considers the importance of a business’s culture. Having been involved in recruitment interviews recently, in which seemingly all applicants asked what the culture of the organisation was like, it did give rise to reflection on the same and what is meant by culture and how it affects the success or otherwise of an organisation. Organisational culture refers to the collective beliefs, values, attitudes and behaviours that define the unique identity and character of an entity. It’s the intangible fabric that shapes how employees interact, make decisions, and perceive their roles within the organisation. Essentially, it is the personality of a business. Manifestations of organisational culture are evident in various aspects of workplace dynamics. This includes communication styles, leadership approaches, decision-making processes, employee relationships, dress code, workspace layout and even organisational rituals and traditions. These elements collectively reflect the underlying norms and values embraced by the organisation. Describing the culture of an organisation can vary depending on its unique characteristics and values. It could be described as collaborative, customer-centric, results-oriented, hierarchical, innovative, inclusive or bureaucratic, among others. The impact of organisational culture on business performance is profound. A strong, positive culture can foster employee engagement, productivity, innovation and loyalty, leading to better customer satisfaction and overall business success. Conversely, a toxic culture marked by distrust, micromanagement, favouritism, resistance to change, fear or lack of transparency can hinder employee morale, creativity and collaboration, ultimately impeding organisational effectiveness and growth. Organisational culture is particularly important for new employees as it shapes their onboarding experience, integration into the company and long-term engagement and satisfaction. A positive culture can facilitate smoother transitions and help new hires align with company values and expectations. Assessing organisational culture involves analysing various factors such as employee attitudes and behaviours, management practices, communication patterns and alignment with organisational values and goals. While leadership plays a crucial role in setting the tone and direction of organisational culture, every individual contributes to its formation and evolution. However, senior executives and managers bear primary responsibility for shaping and nurturing a positive culture through their actions, decisions and reinforcement of desired behaviours. People seek to change organisational culture for various reasons, including adapting to external market forces, addressing internal issues or inefficiencies, fostering innovation and agility or enhancing employee well-being and satisfaction. Changing organisational culture is a complex and challenging process that requires commitment, patience and strategic planning. It typically involves identifying areas for improvement, engaging employees in the change process, providing training and support and implementing new policies and initiatives aligned with the desired cultural shift. Current trends in organisational culture include a greater emphasis on more flexible and remote work policies and virtual collaboration tools, fostering diversity, equity and inclusion initiatives, promoting employee well-being and mental health support and adapting to rapid technological advancements and market disruptions. In conclusion, organisational culture is a vital aspect of any business, influencing its performance, employee satisfaction and long-term success. Understanding, assessing and shaping culture requires proactive efforts from leaders and employees alike, with a focus on fostering a positive and inclusive work environment conducive to innovation, collaboration, and growth.   See this column in the April issue of East Midlands Business Link Magazine here.

The NFU says there are major issues with the Government’s Farming Recovery Fund which opened earlier this week to support farmers affected by flooding from Storm Henk.

The Farming Recovery Fund was announced in the aftermath of Storm Henk to help those affected, with eligible farmers set to access grant support of up to £25,000, with those around Nottinghamshire’s Rivers Trent, Devon, and Soar being in the catchment. In Lincolnshire Lit covers the Witham, Brant, Welland, and Ancholme.

However, in a new statement released today, NFU Vice President Rachel Hallos has said it had very quickly become clear that there are major issues with the fund. She said: “We are hearing from numerous members who have suffered catastrophic impacts who have been told they are not eligible for the Fund because some of their affected areas are more than 150 metres from ‘main’ rivers. These include members with 90% of their land saturated or under water, and huge damage to buildings and equipment. “We are taking this up with Defra urgently. I cannot believe this is what Ministers intended when they launched the Fund, which was a welcome and well-intentioned development which seems to have been fundamentally let down in the detail. While the impact of the weather goes far beyond Storm Henk, this could have been a good start but, as it stands, it simply doesn’t work.” The grant is to support the cost of recultivating and reinstating agricultural land that was flooded due to notably high river levels between 2-12 January 2024, caused by Storm Henk. The Rural Payments Agency is administering the fund on behalf of Defra, with landowners or tenant farmers who occupied eligible land parcels at the time of Storm Henk able to claim £130 per hectare for recultivation work. Eligible farmers can access grants of between £500 and £25,000 to return their land to the condition it was in before exceptional flooding due to Storm Henk.  

Peter Watson and Bradley McKenny, former Directors of Distract, have sold the digital marketing agency to Steve Bryant, founder and Managing Director of Umbrella Brands Group, behind affiliate marketing agency Thoughtmix.

As an old friend of Watson and McKenny, Bryant’s interest in Distract’s journey has always been more than just professional curiosity. Over time, he witnessed the agency’s growth, direction and potential. When the pair decided to sell the business to focus on new areas, Bryant was a natural fit to lead the next phase of its development with a clear vision for Distract’s future.

Having established Thoughtmix in 2015, Bryant has many years of experience scaling an agency and delivering partnerships that grow businesses worldwide.

Bryant’s portfolio includes working with brands such as cardfactory, National Express, and The Couture Club, and he is now ready to pass on his knowledge and expertise to help Distract grow and excel further.

Assuming the role of Managing Director, Bryant has exciting plans for Distract, redefining and consolidating its offering. Recognising the team’s strengths in paid advertising, Distract will become a specialist paid media agency.

He will work closely with Stephanie Henderson, the commercial and strategy lead, and Hannah Langton, the delivery lead, to implement the new business strategy and tactics.

Bryant is looking to focus Distract’s services on the B2C E-commerce, B2B and Education sectors.

Bryant said: “I’m excited to lead Distract into its next phase of growth and development. The team deliver some exceptional results for its Clients, and I’m delighted to have been welcomed in to harness their skills and expertise.”

Stephanie added: “It’s a really exciting time for Distract. Steve brings a host of knowledge from his experience growing Thoughtmix to one of the largest agencies within the affiliate space. The offerings from both separate agencies complement each other really well and offer the potential for some really unique collaborations.”

Hannah said: “Steve’s approach to Distract and the direction he has presented have been very refreshing and give us a clear plan for the future. His experience in affiliate marketing has given the team a new perspective, and we’re all looking forward to the changes being made and the relationship with Steve and Thoughtmix.”