If I Knew Then: Darren Gaulton

Charles Saunders Food Service is a locally grown food wholesaler based in St Philips. It has been been supplying the catering trade with fresh fish and frozen foods for over 20 years.

In February 2012 Charles Saunders acquired Good Morning Foods and Disposables to create a ‘comprehensive independent food service’, expanding its product range and delivery areas. Darren Gaulton is the company’s owner and CEO. 

The company recorded £19.7m in turnover for 2014-15, an increase of £1m on the previous financial year. It employs 126 people and operates from two depots in Bristol, with customers throughout the South West, Dorset and South Wales.

Charles Saunders Food Service was named on the London Stock Exchange Group’s 1,000 Companies To Inspire Britain 2016 report. The list singles out fast-growing SMEs from across Britain that have demonstrated excellence and innovation in their sector.

How did you start at Charles Saunders?

I started at Charles Saunders as an office junior in 1989 when I was 18 and worked through the ranks until I was able to buy the business in October 2007. The previous owner was at retirement age and I was able to find funding for the £2.1m cost thanks to my property investments.

If you knew then what you know now, what mistakes might you have avoided?

The list is huge. I would keep really tight credit control and cash flow. Cash is king. It’s the lifeblood of a company; if you haven’t got cash you’ve got no business.

What advice would you have given yourself when starting out? 

Never give up. It’s an old saying but very true. You have to be strong willed. I’d also tell myself that things aren’t always as bad as they seem; don’t make snap decisions.

If you knew then what you know now, would you still be sitting there?

Definitely. 100 per cent.

What do you know now that you didn’t know then?

The biggest journey for me was people management. In 2007 I managed 35 people and a turnover of £6m. In 2015 the turnover is £20m with 126 members of staff.

I bought Good Morning Foods and Disposables in 2012, a competitor. It was unusual as we bought a bigger business than us so the first 18 months were challenging but we’ve overcome them.

Managing people is very complicated and now forms a big part of my job – no one tells you that when you buy a company! I’ve had to learn how to motivate and trust people.

What’s the best piece of advice you’ve received so far? 

One I always think and smile about was given by a friend and sounding board; I was having cold feet about the purchase and he asked ‘are you convinced what you can do with it?’ You should buy the business not for what it’s done historically; buy it for what you can do with it. It’s always rung true.

And ‘a penny saved is a penny earned’.

What is your business highlight?

The nomination for top 1000 inspirational companies to work for in the UK by the LSE.

What is your business lowpoint?

Within a short time of buying Charles Saunders, we were handed notice by the School Meals Programme in Bristol, which accounted for around 20 per cent of our turnover. However we regained that turnover within 12 months. It was an inspirational moment actually, because your backs are against the wall.

What keeps you awake?

Everything. I take the responsibility seriously. I have 126 people working for me and all those people have mortgages, rent, commitments and family. I want to create a secure place to work. 

What’s changed from when you started out?

We’ve changed from a small business to a significant business in the SW. We’re now competing against large multi-national businesses. In the industry we’re no longer thought of as a small Bristol business but rather as a regional wholesaler.

The industry in the last couple of years has got more buoyant. People have money in their pockets and are eating out and more restaurants are opening up in Bristol. That’s good for business.

What’s still on your to-do list?

I’m still looking to grow the business, including potential acquisitions, but we’ll stay Bristol-based. We’re also looking at diversifying slightly into relevant products that will enhance our portfolio. A coffee roaster or butchery, for example. 

What’s next for Charles Saunders?

The project at the moment is a new depot. We currently work out of two sites: two depots a mile apart. We’re looking to buy land to build a storage and distribution warehouse. Around North Bristol would be ideal.

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