Presumably, if you are reading this you have heard of Bowles & Wyer, and indeed of me. You may be less familiar with the ‘Bowles’ half of the partnership. Chris Bowles is fairly well known to most of our clients and to many of our suppliers, but less well known in the broader industry. As Chris is retiring at the end of September (to spend more time with cricket!), I thought now would be a good opportunity to give a potted history of Bowles and Wyer, Including how Chris and I met.
Sowing the seed 1984-1992
The partnership’s genesis goes back to April 1984 when Chris and I met on a landscape site in Lower Thames Street. Shortly afterwards I started at Clifton Nurseries as a designer. Chris had been there for a year at that point, having been taken on as the contracts manager following a job in Maracaibo, Venezuela establishing a botanic garden and a brief stint at another contractor in London. By the late 80’s we had begun to explore the idea of going into business together, with some helpful advice from Michael Johnson at the Needham partnership. Although recession in 1990 slowed the process, the break finally came in 1992.
In May 1992, John left Cliftons to start up Bowles & Wyer, initially called ‘John Wyer – Landscape design and construction’. Both partners had made an investment at that point with me putting 70% of the money in and Chris 30%. Their first big job was a private garden in Weedon, near Aylesbury for one of the founders of Virgin Music. Initially the business ran from Shoreditch Studios in Scrutton Street (they were ahead of the Shoreditch curve!). The following year in April 1993, Chris joined up and the business was renamed Bowles & Wyer, with the share capital being equalised. At the end of 1994 the partners decided to move the office from Shoreditch to Hertfordshire and took space in the attic of a serviced office in Berkhamsted. Turnover went from a modest £80K in 1992-3 to £350K in 1994-5
Potting on 1995-2000
All the construction work in those early years was done by sub-contractors. Meanwhile Chris was out on the mower maintaining our first few gardens, in between project managing the business’s first really large garden – a three acre plot on the Bishops Avenue in North London. Our first really big break came in late 1994, when we were retained by Northacre (still a client today) to design their project at Earls Terrace, having done some design work the previous year for them at Observatory Gardens. Earls Terrace was the job which really put Bowles & Wyer on the map. The project comprised 24 rear gardens and a 160m long communal front garden in Kensington, with a host of construction challenges. It was finally finished in late 1999. The maintenance portfolio was growing and in 1996 we were joined by two old friends in the shape of Jeff Stephenson and Richard Pantlin to form our maintenance arm. The business became a limited company in 1998 and after several moves within the business centre, made the bold move of relocating to our own rented offices. By this time, as well as Chris and me, we had two designers, as well as Barbara Northcott (still with us) on the admin side. Turnover topped £1m in 1997
Planting out 2000-2006
This started with a period of rapid expansion, with lots of large and small projects on the go and many new members of staff joining – several still with us today. Stuart Wallace joined us in the spring of 2000 with Neil Percival on the design side in 2002, having started as a summer student the year before. Dan Riddleston also started working with us (as a consultant) during this period. The business growth slowed to a steady consolidation from 2002-2004. In 2005 we had an exceptionally busy year with three major projects in the form of Victoria Square in London for Grosvenor Estates, a country Garden for a Pink Floyd and a large garden in Kensington Palace Gardens for an industrialist. James Smith joined in the same year. Turnover for 2005 reached about £2m
2006 saw two defining shifts in the business. After eighteen months of talks, Dan Riddleston and Matthew Maynard joined the Business with Bowles & Wyer Contracts formally launching in June 2006. Also in that summer, we had finally outgrown our rented office and made the move to our current location at Pitstone, buying and converting a building to add more space. The business continued its rapid expansion for a couple of years or so until the recession finally began to bite in 2009-10. However, 2010 did see a major milestone with B&W winning the BALI Grand Award for a private garden in Surrey, built with cooperation from all parts of the business. Although we had our problems, after a bumpy few years we climbed out of recession to a more solid and predictable turnover across the group, although individual divisions do still have their ups and downs.
The business is in good shape overall, with strong cash reserves, a loyal and committed team of people and an expanding client base. In July 2017, Chris Bowles stepped back from day to day running of the business, leaving me as CEO. I am supported by an exceptional team including Dan Riddleston, Matt Maynard and Vicky Wyer along with Stuart Wallace, James Smith and Jeff Stephenson. The B&W group is seen by most of the industry as a single brand and is well respected. Group turnover hovers around £5.5m.
And the future…
..is exciting! The business is going through something of a revolution at the moment. The management team have written a paper outlining want we want to achieve over the next ten years. From this, we are in the process of developing a more detailed strategy. There are also various different projects running internally which have spun out from this, and I will come back to in more detail in later posts. The first is one on Purpose and Values, which is being run by Vicky. This is really exciting stuff and is all about what drives the business, the values that are common to all the people that work here. The very first post that I wrote in December 2010 talked about this:
“…everyone at B+W has a commitment to high quality that borders on the obsessional. It is difficult to achieve a really good result without staff at all stages of the project being focussed on the same thing. It doesn’t matter how many forms are filled in, how many checks are done or how much snagging. In the end it will only happen because people want it to. This may seem smug and even a bit facile. But it strikes me that communication, training, camaraderie and a relentless focus on quality are the only way to produce consistently good results in the long term. The bottom line follows – not the other way around.”
The values project that Vicky is running attempts not only to capture this, but to define and feed it back in the business so that the values become embedded in everything we do, in every process in the business.
Meanwhile, Dan (and I) are looking at a Capacity plan and Stuart is just to starting an exercise on Workflow and Engine-room. This latter will look at every aspect of the business and involve everyone. The aim is to iron out all the wrinkles, all the bottle necks so that internal stress is reduced (to us and the business!) and customer experience is improved.
Finally, I am going to be looking at Positioning. This is also quite a big one but from it flows brand identity, a marketing strategy and a really good understanding of how our work comes to us.
So – the next few months and years are looking eventful. We have some other plans too, but I am going to keep those under wraps for the moment – you’ll just have to keep reading to see!