Tim Green speaks with the chief executive of Howard Group, a Cambridge-based family-owned property company.

Howard Group, where Nicholas Bewes has been chief executive since 1999, is a Cambridge-based family business established in 1935 and one of the largest regional property investment and development companies in the UK. Through Howard Capital, its private equity arm, the company is a significant investor in early-stage businesses, both in Cambridge and further afield. Before joining the company, Bewes worked for BOC Group for ten years in various management positions.

Bewes is one of the founding directors of Cambridge Ahead, an organisation dedicated to the city’s successful long‑term growth, and has held various roles in the Institute for Family Business, currently serving as a member of its policy committee. He is also a trustee of various charities, including the Cambridge Music Festival. He has also trained as a professional singer at the Guildhall in London, working for a spell with the BBC and touring within the UK and internationally.

What was your first job and what is the worst job you’ve ever done?

My first full-time job was as a graduate trainee at BOC Group. I joined the business straight from university and was assigned a role selling industrial gases around Berkshire. It was a great experience for me and one that provided me with a great grounding in business.

Perhaps the worst job was when I was in Oxford and earning some money as a student. My girlfriend (now wife) was a recruitment consultant and managed to place me in one of the colleges helping to build their alumni database. My PC skills were highly limited, indeed questionable. I remember crashing the system on day one, causing a power outage in the building, and not being invited back on day two!

What was your first career choice?

I was keen to work in industry in some shape or form. I didn’t really have a particular sector focus when I left university. I was keen to learn, be well trained and consider options. In the end, during my ten years or so at BOC Group, I gained experience across marketing, business development, communications and change management. I loved the variety and opportunity of working within different business functions, as well as experiencing a variety of working cultures around the world.

Why did you choose a career in the commercial real estate sector?

I had never really considered a career in real estate. Howard Group is a family-owned business which was started by my wife’s grandfather in the 1930s. I was invited by the family to consider taking on the role in around 1998, leading the business in our third generation. It took about two years for me to make up my mind to leave BOC, our home in Surrey, and relocate to Cambridge.

The family business at the time was a diverse mix of businesses spanning engineering, warehousing and logistics, concrete block making, quarrying and property. It was clear that the most profitable part of the business was real estate, so I set about refocusing the business around a commercial property core. We have since broadened this into other related sectors.

Why do you enjoy the sector?

The real estate business is at its core a people-based sector. I have met so many inspiring and fascinating people over the years and made many friends through the industry. There is something both challenging and exciting about dealing with physical assets and land.

As a family-owned business, we tend to take a long-term view of property and our role as owners. It is a great privilege but also a significant responsibility to be long-term stewards of property, creating spaces for people to live and work. I take enormous pleasure in seeing our occupiers’ businesses thriving and growing, and being part of their story and success.

What’s a typical day like?

I guess like many CEOs, no two days are the same. I have a very varied role, which is one of the aspects that I most enjoy. My role as CEO is really a threefold function. Firstly, I lead the team, ensuring that we are all pulling in the same direction, focused upon our strategic goals. I am also involved in leading the family office, which is more of a shareholder-focused function. Then I have an outward-facing role, representing the group within our community, among our business partners, and involvement with various organisations such as the Institute for Family Business and Cambridge Ahead. I also have the privilege of serving as a trustee on a few charities. All put together, the days are busy, but largely energising and rewarding.

Who or what has had the biggest impact on your career?

There have been many people who have been very influential over the years. My father was in business all his working career. Growing up, I wanted to be like him. I hugely admired him for the way that he was always more concerned about the success and wellbeing of others. This attitude was shaped and informed by his strong Christian faith, something we in turn have tried to model to our children.

From time to time, I still enjoy being able to seek his wisdom and guidance. I have learned that surrounding yourself with people who are wiser and more experienced is invaluable.

What advice would you give to people at different levels on developing their careers?

Those entering the workplace are now more likely to have multiple roles, or varied careers over their working lives. I would definitely advocate getting as much diverse experience as possible in the early years. Think very carefully before turning down opportunities, be it an international assignment, a secondment into another sector, or gaining a qualification in another discipline.

When I am recruiting, I am increasingly looking for breadth and diversity of experience. I want people who are able to challenge, think differently and bring other dimensions to our business. The workplace is changing fast. The property sector has been slow to respond but change is coming, and we will need to adapt and evolve. This requires not only experience but also agility and flexibility.

Who inspires you and why?

The pandemic has helped us all to recognise some true heroes within our midst, people who are quietly getting out there and making a real difference in people’s lives. For myself, I am often most inspired by the unsung heroes working in our communities.

Howard Group has been working in the area of youth homelessness. I have been struck by the sheer dedication, commitment and compassion shown by those who are working among youth homeless. I am also inspired by the young people themselves, those who are determined to overcome challenges and adversity, overcoming the prejudices and other obstacles they face.

What are your strengths and weaknesses?

Some have mentioned in the past that I possess creativity, drive and energy. These can be both strengths and weaknesses! However, these attributes have certainly been useful as I have navigated our family business through various periods of change and growth over the past 20 years or so.

When I began at Howard Group, I immersed myself in every corner and discipline within the business. There is a tendency still for me to focus too much on the detail, which can sometimes distract me from that big-picture perspective. I continually need to check myself and rely on others to remind me!

What do you think are the common qualities that the best leaders have?

A sense of humility is essential. Being willing to listen to others, accept that you don’t have all the answers, and being willing to accept fault. Good leaders also need strong conviction and courage, being willing to make a stand and follow their instincts.

I also feel that pure and simple kindness is often overlooked and undervalued. It is remarkable to see the positive impact that kindness can have on others, sometimes simply recognising a particular achievement or that well-timed word of encouragement.

What are you most proud of?

I am constantly thankful for our remarkable Howard Group team. We are very fortunate to have such committed and motivated employees. Beyond this, we have an extremely supportive board and shareholders who realise the responsibilities and importance of continuity and stewardship. I try never to take these things for granted.

Why do you feel championing inclusion and diversity is so important?

I have always taken the approach that we want to employ the best possible people within our company, those who will flourish and enjoy their career with us, regardless of gender, creed or background. We owe it to every member of the team to ensure that we remain true to this approach.

The property and construction sector remains very male-dominated. It is a sector where women still represent only about 15% of the workforce. I am often confronted with male-only shortlists for property roles in our business. I would love to see more being done to attract women into industry careers. This is something that starts from the early school years. It is encouraging to see some progress in this area, but there is much more we can and should do as an industry.

Where do you see the real estate sector in ten years’ time?

The recent pandemic has caused enormous disruption and change within the sector. I don’t believe that we will return to business as usual once things are more stable. We have learned to adapt our working patterns and approach, and we are starting to think about the workplaces of the future and what we need. Advancements in technology and in particular proptech will play an important role in helping to drive change and innovation through what has been a fairly traditional sector and one slow to adapt and respond to external influences.

But is this the end of the office as we know it? Some organisations have made decisions about how they will operate in the future; however, many are waiting for some stability before introducing any long-term policies. My sense is that there will be more flexibility around the workplace, with more flexible and remote working. We will, however, continue to need the office, since face-to-face collaboration and engagement is so fundamental to shaping ideas, plans and strategy.

What are key challenges for business directors/partners in 2021?

Today, we have so many headwinds, including Brexit, covid-19, economic recession and the social and political consequences of a disputed US election outcome. It will remain a challenge to navigate around all these uncertainties. As a business, Howard Group has become far more risk-focused.

For me, it is more important than ever to have a simple and clear strategy but maintain a high degree of agility and flexibility. The truth is that we really don’t know what the world will look like through 2021, let alone beyond this. However, history has shown that uncertainty produces opportunities, and those who can adapt and react to these challenges and changes should thrive in this fast-changing world.

Was a singing career ever a thought?

When I left university, I had a definite choice to make about my career. In short, I felt that my singing was likely to be more enjoyable and enriching as a part-time pleasure, rather than what may well be a highly unpredictable and rather volatile career option.

I had studied for a degree in music and English literature, I had trained at the Guildhall School in London and also sang in the cathedral choir at Christ Church in Oxford. I also used to appear regularly on BBC Radio 4, singing the “Daily Service”. During those years, I was fortunate enough to have been able to enjoy some wonderful experiences both in the UK and around the world. It was certainly a very enriching and enjoyable period of my life.

I am fortunate that I am still able to continue singing and fit this around my working commitments. Cambridge is a wonderful city for the performing arts, and I have had many opportunities to continue performing as a soloist with some excellent choirs and orchestras.

My background as a singer has also helped me in my career. I have found that standing on stage and performing is excellent training for public speaking, presenting and learning how to engage an audience. I hope to be able to continue singing for as long as the voice lasts!

Finally, what do you do to relax?

I have enjoyed more cycling than I ever thought possible, all as a result of the first lockdown – most recently a Cambridge to north Norfolk bike ride. Cycling has offered me a great way to stay fit and clear the head at the end of a busy day. I also continue to enjoy playing golf and spending time on the north Norfolk coast, when time permits.