Big Boss Interview

Marco Amitrano, European boss of PwC, joins the Big Boss Interview to discuss the UK economy, artificial intelligence, business confidence and the case for loosening the government’s fiscal rules to unlock infrastructure investment.
Amitrano makes a direct appeal to Chancellor Rachel Reeves to reconsider the government’s borrowing limits, arguing that strict fiscal rules risk preventing the investment needed for long-term economic growth. He says the UK faces what has been described to him as a £2 trillion infrastructure gap, spanning transport, digital networks and the energy grid. Relaxing borrowing restrictions, he argues, could allow government to invest alongside business in the technology, talent and infrastructure needed to make the UK globally competitive. Amitrano acknowledges that markets may initially react with higher borrowing costs, but says a transparent plan showing how spending would drive growth could reassure bond investors.
Artificial intelligence is already reshaping the professional services sector, with Amitrano revealing that more than 80% of chief executives globally are making material investments in AI, and around 60% now see it as critical to their organisation’s survival. He discusses how the technology is transforming how businesses operate, while pushing back against claims that AI is already replacing large numbers of graduate jobs. PwC recently reduced its graduate intake from around 1,500 to 1,300, but Amitrano says that decision was driven by a slowdown in demand following the November 2024 Budget, not automation. The firm still receives roughly 400,000 applications each year and uses AI only in the early stages of screening before human interviews.
Before the recent escalation in the Middle East, Amitrano says business confidence had been showing signs of recovery. Falling finance costs, strong corporate balance sheets and wage inflation running ahead of cost inflation had created conditions for what he describes as potential economic “lift-off”. However, geopolitical tensions have reintroduced uncertainty, particularly around energy prices, where the UK remains the most expensive country in Europe for energy.
He also reflects on the impact of the November 2024 Budget, which he describes as a miscalculation that combined several policies — workers’ rights reforms, minimum wage increases and higher employer National Insurance contributions — in a way that made hiring feel riskier for businesses. Amitrano says that damaged the relationship between government and business, although dialogue has begun to improve through initiatives such as Keep Britain Working, which aims to bring economically inactive people back into the labour market.
Presenter: Simon Jack
Producer: Ollie Smith & Olie D'Albertanson
02:32 AI transformation imperative for business survival
06:15 Graduate recruitment cut due to economic slowdown, not AI
10:07 AI in recruitment: screening 400,000 applications for 4,000 jobs
14:07 Value of university education beyond qualifications
19:37 November 2024 budget damaged business confidence
21:57 Middle East conflict derails UK economic recovery
26:32 Call for Rachel Reeves to relax fiscal rules for infrastructure
28:07 £2 trillion infrastructure gap: technology, talent and infrastructure spending needed

Charles Stewart, chief executive of Sotheby's, joins the Big Boss Interview and discusses the scrutiny facing the art market over money laundering, the growth of digital art and NFTs, the expansion of sports collectibles, and how the conflict in the Middle East could affect the industry.
Stewart, who previously served as chief executive of a small bank before joining Sotheby’s, describes the characterisation of the industry as working with illicit money as a “misjudged notion”. He argues the company’s client base consists largely of established collectors, museum trustees and philanthropists who buy works to live with them rather than to obscure wealth.
Russian buyers — often cited in discussions about opaque art transactions — represented less than 1% of Sotheby’s global business when sanctions were imposed following the invasion of Ukraine, he says, challenging assumptions about the role of Russian money in the market.
Geopolitics is also shaping the art market. The Middle East has become an increasingly important region for Sotheby’s, with auctions in Riyadh and Abu Dhabi reflecting years of market development across the Gulf. Stewart says the company’s immediate priority amid escalating regional tensions is the safety of staff working there, though he notes market reaction to the latest conflict has so far been “somewhat muted”.
Stewart notes that countries including the United Arab Emirates, Qatar and Saudi Arabia are investing heavily in cultural infrastructure as part of longer-term economic diversification strategies. Institutions such as the Louvre Abu Dhabi — open for nearly a decade — and the forthcoming Guggenheim Abu Dhabi form part of plans to establish new global cultural destinations.
Despite these shifts, London remains central to Sotheby’s global operations. The company’s New Bond Street headquarters reflects more than 280 years of British heritage and the city continues to function as Sotheby’s second-largest sales centre after New York. A recent London auction achieved a 100% sell-through rate with bidders from 40 countries, demonstrating sustained international participation despite post-Brexit complications around import and export logistics.
The conversation also examines how technology is changing the art market. Stewart argues digital art represents a natural evolution in artistic practice rather than simply a speculative phenomenon linked to the boom and collapse of NFTs. He distinguishes between cryptocurrency speculation, the blockchain technology underlying NFTs, and the broader creative shift as artists adopt digital tools.
Sports memorabilia has also become a growing category for Sotheby’s. The market now extends beyond historic trophies and medals to include game-worn shirts and collectibles authenticated through technology that can match items to specific moments in matches. Stewart attributes the expansion partly to generational wealth transfer and to younger collectors’ interest in pre-owned objects with personal and cultural significance.
Presenter: Sean Farrington
Producer: Olie D'Albertanson
Editor: Henry Jones
02:12 - Middle East conflict impact
15:30 - Anti-Money laundering regulations
17:29 - Russian sanctions
19:30 - "Misguided Notion" of art world bad behaviour
23:34 - Digital Art as natural evolution
29:30 - Sports memorabilia growth

Anthony Houghton, Chief Executive of Holland & Barrett, joins the Big Boss Interview as social media and online self-diagnosis reshape how consumers approach health and wellness.
He describes a retail landscape where customers increasingly arrive in store — or online — having already decided what they need based on influencer content or digital health advice, not all of which is accurate or appropriate to their individual circumstances. In a £110 billion global health and wellness industry, the challenge for established retailers is navigating the gap between what customers believe products do and what they are legally permitted to claim.
Holland & Barrett’s response has been a major internal reset. Three years ago, the company invested in a dedicated science team to review its entire range. Of approximately 4,500 core products, 2,700 have since been reformulated or upgraded. More than 1,000 own-brand products have been completely overhauled in the past 18 months alone.
Labelling presents particular complexity. Products marketed for perimenopause, for example, may feature the term prominently on packaging to help customers find relevant items. Yet detailed ingredient information states that vitamin B6 contributes to hormonal regulation and iron supports normal cognitive function — without referencing perimenopause directly. Strict Advertising Standards Authority rules limit what retailers can claim about specific conditions, creating a disconnect between searchable labels and regulated ingredient statements. Houghton acknowledges many customers may not understand this distinction.
The transformation has coincided with strong financial performance. Holland & Barrett reported 11% sales growth — its third consecutive year of double-digit increases — with digital sales up 20% overall and accounting for 21% of total revenue. However, £300 million invested over three years in store refits, supply chain upgrades and internal capability building has weighed on profit margins. Houghton describes the investment as “fixing the foundations”, with efficiency gains expected to restore profitability as the transformation programme matures.
Despite digital growth, physical retail remains central to the strategy. The company operates 809 stores across the UK and Ireland, opened nine new sites this year and has completed a major refit programme. Houghton rejects suggestions that the High Street is dead, arguing that physical and digital channels are complementary rather than competitive. Stores now offer personal consultations, experiential elements such as yoga studios in selected locations, and partnerships with diagnostic provider Randox to deliver health MOT blood testing in a growing number of sites.
Cost pressures remain acute. Minimum wage increases affect the majority of staff across hundreds of stores. Holland & Barrett pays above the statutory National Living Wage and plans to announce another rise shortly. Rather than passing those costs directly to customers through price increases, the strategy focuses on driving operational efficiencies elsewhere. At the same time, the company has increased investment in colleague training — requiring staff to complete health and wellness training before advising customers — even as many retailers are cutting back.
Presenter: Sean Farrington
Producer: Olie D'Albertanson
Editor: Henry Jones
00:16 Will and Sean intro pod
01:40 Anthony Houghton joins BBI
02:00 The growth of H&B
03:30 Self-diagnosing via social media
05:17 Decision to invest in dedicated science team
05:56 2,700 products reformulated in last couple of years
08:42 Which? found supplement doses higher than recommended intake
12:31 Product & label concerns
18:40 Growth in magnesium, creatine and fibre.
23:40 Loyalty schemes
29:31 The High St isn't dead
34:00 Impact of National Living Wage
41:00 Retail as a career choice

Nicole Melillo Shaw, Managing Director of Volvo UK, joins Big Boss Interview at a pivotal moment for the electric vehicle market, as the company recalls 10,500 EX30 electric cars following four battery fires globally.
“It’s against everything we stand for,” she says, reflecting on a situation that challenges a brand built on nearly a century of safety leadership. Despite a global failure rate of just 0.02% and no fatalities, Volvo identified the root cause in late December and immediately instructed owners not to charge beyond 70% while a fix is implemented. Repairs are scheduled to begin in late March. For Volvo, the response reflects what she describes as a precautionary, safety-first culture, even when the commercial implications are uncomfortable.
Melillo Shaw examines what the recall means for consumer confidence in electric vehicles — a technology already under heightened scrutiny — even though petrol vehicles statistically present a greater inherent fire risk due to flammable fuel systems.
The recall comes as electric vehicle adoption remains slower than manufacturers once anticipated, despite annual growth exceeding 20%. Volvo’s UK electric sales peaked at 28% following the EX30 launch but have since stabilised at just over 22 per cent as more than 160 additional models enter the market and buyers opt for “one more petrol” or hybrid before fully switching.
Range anxiety, she argues, is no longer the central issue, but infrastructure concerns persist. Confusing government messaging — pairing incentives with discussions of pay-per-mile charges and benefit-in-kind changes — continues to add to consumer hesitation.
Global instability adds further complexity. Volvo has been regionalising production, partly in response to tariff pressures, building vehicles closer to the markets in which they are sold. That turbulence elevates the UK’s importance as Volvo’s third-largest market, where a direct-to-consumer model has delivered 40% growth and lifted market share from 2.5% to 3.5%.
Government Zero Emission Vehicle mandates now require manufacturers to meet steep electrification quotas or face fines of £12,000 per non-compliant vehicle from November. Volvo discontinued diesel models in the UK in 2023 and says it could sell 100% electric vehicles tomorrow if demand existed. However, meeting regulatory targets while absorbing development costs and discounting pressures presents a commercial balancing act.
Finally, Melillo Shaw reflects on her own trajectory — from Scunthorpe through healthcare brands to automotive leadership. Volvo deliberately recruited her because she had never bought a car, valuing the perspective of someone who understood the anxiety of a major purchase. She argues the industry must broaden access and challenge assumptions about who belongs in automotive careers, creating clearer pathways for talent from working-class communities.

Mark Allan, CEO of FTSE 100 property giant Landsec, tells Will Bain that much of the narrative around the UK’s commercial property market isn’t quite right. Demand for office space is robust: businesses are signing 15 to 20 year leases, and firms that downsized after COVID are reversing course. Even the fear that artificial intelligence will trigger mass job losses isn’t materialising just yet in leasing behaviour.
He is bullish on the future of retail. Allan believes the shopping centre is firmly “back”, with sales and rents climbing again at major destinations such as Liverpool ONE and Bluewater. Retailers, he says, have become more selective - closing weaker sites while doubling down on the biggest and strongest locations. And with no new centres being built, the most successful ones are only becoming more valuable.
But Allan is blunt about the challenges facing large scale development in the UK. The affordable housing market won’t improve until private development becomes financially viable again. Rising construction costs, slow and unpredictable planning processes and persistently high interest rates are making major projects far harder to get off the ground.
His sharpest criticism, though, is for Westminster. Allan argues that political instability is damaging investor confidence and making long term planning extremely difficult. Allan says the business rates system is "crazily out of date". He welcomes the government’s ambition for planning reform, but says the UK keeps being dragged back into cycles of “permanent drama” that undermine efforts to fix the system.
Presenter: Will Bain
Producer: Jeevan Nerwan
Editor: Henry Jones
00:00 Sean and Will start pod
01:35 Mark Allan joins BBI
03:09 What does Landsec do?
04:56 Diversification into residential property
10:02 Gentrification
13:15 Investment outside of London and the South East
16:15 Affordable housing & planning
22:39 Demand for office space & AI
32:48 Shopping centres & the future of retail
39:43 Business rates
41:09: Government decision making & political instability
50:16 End of pod