The Library.

In the 1970s and 1980s, anyone driving Britain’s motorways could not fail to notice the growing fleet of immaculate green and red lorries bearing the name Eddie Stobart. Each truck gleamed. Every driver looked the part, dressed in shirt and tie. The company’s expansion was visible in real time: with every journey, there seemed to be more of these distinctive vehicles on the road, each one proudly carrying a woman’s name across its cab.

The other day I chanced upon a YouTube podcast in which Craig Wilkinson, a champion of tradespeople, was interviewing Charlie Mullins. Charlie Mullins is best known for his origins as a plumber based in London and who built a plumbing enterprise called Pimlico Plumbers. It is no easy task to recruit good-quality tradespeople and knit them into a successful business.

Everything was going fine with my new computer—until it wasn’t. The installer was very chatty, and on reflection, we spent a good hour talking about cars and his business rather than focusing on the new device.

Delivering a great customer experience depends on more than just processes and technology. It starts with the people who interact with customers every day. When employees clearly understand the purpose behind their work, they connect more deeply with their roles and deliver service that truly resonates. This connection transforms routine tasks into meaningful actions that build trust, loyalty, and satisfaction.

I used to be an avid marathon runner. For over a decade, averaging 100 miles of training each week, I came to know every public toilet within a 15-mile radius of my home. Anyone who has “enjoyed” such a regime understands that these facilities aren’t a luxury—they’re a necessity.

Let’s be honest—customer expectations aren’t just rising. They’re accelerating. What delights today will be table stakes tomorrow. By 2026, the gap between brands that “get it” and those that don’t will widen into a chasm.

If you have a bad meal, of course you should complain. Complaining feels natural. When things go wrong, it’s normal to voice frustration. But is there a potential downside to this? Is it possible that constant complaining breeds a mindset that finds it so easy to complain you end up being grumpy with everyone.

We buy insurance for one reason: peace of mind. We pay our premiums year after year, trusting that if the worst happens, a safety net will be there. But what happens when that net vanishes the moment you need it?