BIG INTERVIEW: How Luke White bounced up the ladder

However, when then teenager Luke White was told the reason he should be door staff was because of the manner in which he was able to create relationships with customers, it put him on a pathway that has led to him becoming Damm UK managing director.

White began working in pubs and nightclubs by collecting glasses 21 years ago in his hometown of in Bideford, in Devon, and was pulling pints when he turned 18.

He says: “Shortly after, the management thought my svelte stature and the way I created relationships with customers was better suited to working in security so then found myself working as a bouncer.

“I did this for the best part of 10 years while I studied and then held down jobs in marketing for tourism, and then agency marketing creating campaigns and field sales teams for the likes of Virgin Media.”

A stints in sports apparel sales at Kooga Rugby made White realise he missed pubs and took a role at AB InBev, covering Leeds, York and Sheffield – which he loved.

“Having worked a lot of bars in Leeds in security, I’d built a rapport with local owners and managers, and it wasn’t long before I’d found myself at the right end of the leaderboard for Corona sales before heading to London to be a field sales manager for Eamon Lloyd,” he recalls.

Thriving on leading and inspiring big teams, 16 months later, the opportunity arose for a move to commercial at Marston’s and senior leadership followed in the on-trade leadership team under JD Thumelaire and Juan Gonzalez where he led commercial functions, business cycle and strategy formulation before then moving back into nationals and leading the transformation of the pubcos and brewers channel for two and a half years – all at Budweiser Brewing Group UK & I.

“I’ve been very fortunate to have had a lot of career highlights and travelled to various events globally hosting customers and big wins but the ones that have given me the biggest satisfaction have been linked to the development of people,” White says.

“I had a fantastic team as an FSM and loved coaching people to be better and in 15 months of the team of 11 reports, had 12 promotions some of who went on to be high ranking directors above me but this, personally, was really gratifying.”

Of course, he has suffered low points, and it was Covid-induced. In the on-trade at ABI, White says the business spent 14 months in crisis mode with a highly reduced team in various war rooms and scenario planning the ‘what ifs’.

He adds: “As mentally and emotionally challenging that time was though, we learnt a lot about ourselves and what we were capable of when you put amazing people together to overcome those problems.”

And pressure is inevitably a feature in a leader’s job, White explains: “The most pressure in my role is probably what I put on myself – I have really high expectations.

“The potential here at Damm UK and the goals we want to achieve as a business are big so add in juggling strategic decision making, financial oversight and making sure we are compliant add to the pressure but, ultimately, I have a great team around me who take the weight off my shoulders.”

Likewise, balancing family life and work can be tough, White says… especially in a role that demands a lot of time and energy.

He believes it’s all about setting boundaries and prioritising what’s most important, and has always tried to maintain an open communication channel with his team so he is not over-committed while ensuring he has time for family.

He adds: “Having a supportive family and understanding colleagues definitely helps create that balance but, ultimately, it comes down to ruthless prioritisation so that I can do both.”

However, one thing that surprised White when first starting in senior leadership was the constant need for adaptability. The ability to pivot quickly in response to challenges or changes in the market is crucial, he states, adding leadership isn’t just about directing; it’s about empowering the team around you and fostering an environment where people can thrive and contribute meaningfully.

On biggest achievements, White says: “I have had the honour of working on some amazing projects with some amazing people and seeing their growth has been hugely rewarding, especially within my last role at ABI in the pubcos and brewers channel, but honestly I’m living my proudest moment leading Damm UK.

“Being given the keys to lead an international family owned brewer in the UK and driving the transformation of the company forward is a real honour and something I don’t take for granted, but it gives me a huge sense of purpose each day.”

He advice to someone wanting to reach his heights would be to remain curious, be open to learning and never be afraid to take on new challenges.

He adds: “Seek out mentors, build your network, and always be willing to get your hands dirty. The most successful people are those who have a passion for what they do, coupled with a relentless drive to improve and grow. I won’t lie, there are times where you have to really dig deep and you’ll fail, but fail fast and built the plan on how you’ll overcome it next time.”

Likewise, he has advice for smaller pub suppliers/breweries wanting to grow and that includes staying focused on your core strengths and remaining adaptable.

“Build a strong brand identity, understand your target audience and stay agile to respond to market shifts,” he adds. “Quality is key but so is building meaningful relationships with your customers and you can build that by making sure consumers have the best experiences possible.

“Utilise the information that you may not know Is available to you; every brewer will have access to countless amounts of category and consumer data, and they will be able to help you build an offering that’s right for your consumer.”

The top three qualities a good leader should have according to White are being empathetic – understanding your team’s challenges is crucial to building a supportive work environment so ensure you adhere to the adage of ‘seek to understand before being understood’.

Also one must be visionary – a great leader has a clear vision of where they want to take the company and knows how to communicate that vision to inspire the team.

The third is being decisive – the ability to make tough decisions in challenging circumstances is essential.

White adds: “To me, excellent leadership means inspiring and motivating others to do their best work, creating an environment where people feel valued and fostering a culture of continuous improvement and growth.

“It’s about leading with integrity, staying accountable and making decisions that align with the values of the organisation while keeping the long-term vision in mind, all while staying humble.

“An excellent leader isn’t about knowing it all, it’s about putting the team and people in the room so that, ultimately, you can make a better informed decision and, if it’s wrong, then own it and lead from the front.”

He sums up with his view on regrets. “I wouldn’t say I’ve had any regrets,” he begins. “Every role, interaction, mistake, celebration, etc. has been a learning journey and where I’m at today is a result of that.

“I sometimes wonder whether making a move into the brewing industry earlier would have of made any difference but there no point dwelling too much on ‘what could have been’.”