In this conversation we catch up with Jules Hydleman, seasoned executive and Chair of consumer brands; Innocent Drinks, Rab, Moju and Oddbox. He has supported the development of start-ups, scale-ups and turnarounds in the sector delivering 6 MBO’s and 7 Exits as an executive and Non-Executive.
Corner 1: The Past – Developing Resilience
Symbolic Object: A Bucket and a Leaky Roof
Jules’ earliest lessons in business didn’t come from balance sheets or financial models. Instead, they emerged from stories of spillage and unexpected chaos. Like the time his father (Owner of a fuel delivery business) reversed into a customer’s main filler pipe, unleashing a five-foot spurt of paraffin. Through that experience came a powerful lesson:
“In business, when it starts to go wrong, it keeps on going wrong.”
That understanding of adversity came full circle years later when Jules found himself leading a struggling Barnsley based business that sold children’s costumes. It was a tough environment with limited cash flow, difficult customers and reluctant investors.
On a cold January morning, after a gruelling Christmas period, the leadership team gathered in his tiny office, where a bucket was catching drips from the leaky roof. The mood was bleak, with no solutions in sight.
“Having expressed everything just seemed too difficult, they looked at me, waiting for some profound wisdom, but I stood up and said, ‘Best get on with it,’ and walked out.”
In hindsight, it was an emotional but instinctive response that captured the essence of resilience: keep going, even when the path ahead looks impossible. That moment, as unpolished as it was, rallied the team and set them on a course of survival.
Jules reflects that sometimes, “just keep going” is the best strategy when faced with hardship. Without that perseverance, opportunities for improvement disappear.
Corner 2: The Present – Commitment Over Involvement
Symbolic Object: The Pig and the Chicken
One of Jules’ favourite metaphors for understanding team commitment comes from his story of the pig and the chicken who decide to start a ham-and-eggs business. The chicken suggests a 50:50 split of the business, which the pig turns down. Outraged, the chicken doesn’t accept the pig’s counter of 40:60. The pig says to the chicken, ”Agh, but you’re only involved. I’m committed.”
“I want to work with people who are all in, who are deeply committed. Not just involved” Jules says.
Jules believes this level of commitment separates successful teams from those that merely get by. He has seen firsthand that businesses with individuals who take things personally. Those who feel genuine ownership and responsibility achieve far greater outcomes.
But can chickens become pigs I ask?
“I think they can, especially when they’re surrounded by other pigs,” Jules muses. When a culture of commitment is fostered within a team, even those who start off merely involved can become deeply committed contributors.
As a NED, Jules prioritises working with CEO’s who demonstrate this passion and commitment. His “white van test,” inspired by his time at Innocent Drinks, asks a simple but revealing question:
“Would I want to spend four hours in a van with this person?”
If the answer is yes, it’s a sign that trust, chemistry, and a shared sense of purpose are present. A solid foundation for meaningful boardroom relationships.
Corner 3: The Future – Eliminating “Pet Problems”
Symbolic Object: A Hamster in a Cage
Looking to the future, Jules highlights one critical lesson: don’t keep problems as pets.
“The problem with keeping problems as pets is they dominate time. People endlessly talk about them, but nothing gets done.”
In a fast-paced world, where the speed of decision-making is accelerating, businesses can no longer afford to waste time overanalysing. Jules advocates for making decisions when things feel 70% right rather than waiting for perfection.
“You don’t have time to wait for an 80% solution anymore. By then, the market has moved on.”
Jules believes this mindset is essential in creating board environments where trust and open dialogue allow CEOs to share their thoughts freely. Many CEOs already know what they need to do, they just need a trusted sounding board to validate their instincts.
“Most of my work as a NED involves reflecting what a CEO already knows but sometimes feels isolated in acting on.”
Blind Corners: Quick-Fire Insights
If you could switch lives for a day?
“Oliver, our family’s most loved dog. He’s fed three times a day, lives on a farm and goes out for long walks”
A skill you wish you had?
“Patience.”
Sunrise or sunset?
“Sunrise. Everything’s new, fresh, and ready for action.”
Final Thoughts: Trust, Commitment, and Resilience
For Jules, true excellence in business isn’t about flawless strategies or perfect execution. It’s about meaningful commitment, trust, and the resilience to keep going when things get tough.
Whether guiding CEO’s, navigating boardroom dynamics or helping teams confront challenges, Jules’ journey reminds us that success comes not from avoiding adversity but from facing it head-on and being willing to stay the course.
After all, “when it starts to go wrong, it keeps on going wrong”. The real test is what you do next.