I'm joined by Tyler Rose, Chief Gupshup Officer at Dishoom, and yes, we absolutely make him explain what that means 😉.

Dishoom has 2,099 people across some of the busiest restaurants in the UK, three new sites opening this year, and the lowest employee turnover in their 15-year history. In hospitality. Where the industry average sits north of 70%.

We get into the romance and meaning behind everything Dishoom does, internal comms pulled off completely differently - newspapers, apps, competitions, celebrations - hiring for personality as much as skill, the employee journey from the Welcome Walla onwards, the Family Mela, surviving Covid, and why Tyler has stayed for 10 years.

Whatever industry you work in, if you lead people, this one's for you.

I'm joined by Sam Valentine, Head of Employee Performance & Experience at Miro, whose career has been shaped by some of the most fascinating challenges in modern people leadership:🚀 Miro - scaling culture, performance and experience across 1,700+ employees🤖 Deep in AI transformation - building real in-house AI capability for the people team🏆 Navigating huge growth, restructuring, and organisational change all at once🌱 A genuine believer that we can de-pain work...and making it happenSam is one of those people leaders who finds the pace of change energising rather than exhausting, because he sees it as a constant opportunity to make work better for people.We got into AI fluency and what it actually looks like to embed it into a people function, his coaching philosophy for developing managers (sports team, not corporate hierarchy), the Miro manager framework: coach, communicate and drive, and how to build employee listening that people genuinely trust and engage with.

How do you assess, monitor and build a culture that actually lasts?

And more importantly, how do you prove investment in people to a CFO?

I’m joined by Nebel Crowhurst, whose career spans Virgin Atlantic Holidays, River Island, Roche (100k employees, during Covid), and leading the People function at Reward Gateway through its $1.3bn acquisition.

She’s seen culture at scale. Under pressure. Through hyper-growth. And through to the UK’s first HR Tech unicorn.

We get into the real relationship between CFO and CPO, and why HR leaders must speak commercial language to earn (and keep) their seat at the table.