Austin credits her career starting point more than 25 years ago as “a key lesson in the importance of investing time to dig deeper beneath the surface and beyond first appearances”.
Austin adds: “That curiosity has stayed with me throughout my career and shaped my passion for building high-performing teams and strong, consumer-led brands.
“I love bringing together commercial strategy, consumer insight and customer collaboration to deliver results that make a real difference. Thatchers has given me the opportunity to bring all of those things together.”
She has enjoyed a rewarding time over the past year in terms of a team effort at the cider maker that has seen the business grow across a variety of channels. She states: “It’s a fantastic achievement and a real reflection of what talented, ambitious teams can deliver when they share a clear vision. We’ve built strong momentum, and with exciting plans for the next three years, there’s plenty more to come.”
But for Austin, success is also about helping the business’s customers grow too because by understanding the challenges and opportunities facing its pub and bar customers, they can work together to find ways to grow cider sales and create more value. “It’s a genuine partnership, because ultimately, their success is our success,” she says.
It’s all about timing
One admission from Austin – who has spent more than 25 years in senior commercial roles, including almost two decades in the global drinks industry. – that demonstrates not everything goes perfectly was during a time before she worked for Thatchers with what seemed to be a great plan.
She explains: “I had a brand launch that had all the ingredients for success, except one: timing! We had a great product, a strong brand and a solid plan but we’d missed the peak of a major drinks trend. It was a painful lesson in how even the best ideas can fail if the timing isn’t right. I’ve never forgotten it.”
On the up-side, Austin says the rise of Thatchers in the free trade was “an achievement that means a great deal, not just because of the position we’ve reached, but because of what it represents; when people have the freedom to choose, they choose Thatchers Cider”.
When it comes to pressure, Austin says balancing priorities is key and the business tries to focus its energy in the right places. She adds: “The challenge is making the right choices and ensuring our plans, time and investment are focused where they can make the greatest difference.”
Other challenges come from having “two active young children”. Austin adds: “Each has a love of horses and teamed with a busy full-time job, it’s a constant plate-spinning act; but I like to be busy, so see it as a challenge.”
Although she tries not to have any regrets, Austin believes every decision has shaped her – and that includes the bad ones – and admits she applies a brand of simplicity to what she does but has been guilty of “overcomplicating things” on occasion.
Shrewd entrepreneurs
When it comes to using anything from her personal life in business, she says: “I negotiate every day with shrewd and demanding wannabe entrepreneurs, who can be utterly unreasonable, and convinced they’re experts in their field. They can spot and expose any weakness at 100ft – also known as my children! Constantly testing my leadership abilities.”
She cites curiosity, resilience and passion as the three top qualities a good leader should have and adds excellent leadership is “inspiring others to be their best selves every day”.
“Everyone leads in their own way,” Austin states. “I’ve known great leaders who march out in front, and others who lead from the centre. For me, the key to great leadership, just like the key to great brands, is authenticity. Surround yourself with good people and encourage honest conversations.”
Her parting words are advice for smaller businesses wanting to grow. She says: “Listen to your customers and put them at the heart of your plans.
“I recently met the owner of a small pub group who shared a challenge he had with one of his pubs. I know the pub well and was surprised by what he believed to be the issue. It transpired that he’d not taken the time to listen to his customers and was instead relying on the view of just one team member, of what the ‘locals’ wanted.”
