As Paul prepares to step back and pass the reins of KFE to the next generation, we reflect on his journey and share his thoughts on the successes and challenges he’s encountered, the significant changes he’s witnessed in the industry, and his hopes for the company’s future.
What inspired you to start KFE?
I met Bill Shaw who introduced me to Dutch frying ranges. I was totally sold on the concept and installed them in both our fish and chip shops at the time. Then, a few years later, I met Gijs Okkerman, the owner of Kiremko, who offered me the UK agency and the rest is history.
What are you most proud of achieving during your 28 years?
Building KFE into one of the most recognisable brands in the fish and chip industry. Our primary focus is our brand and reputation, coupled with the close relationships we have developed with customers and industry suppliers.
What were the biggest challenges you faced, and how did you overcome them?
Bringing a Kiremko into the UK market in 1996 was tough as it is difficult to sell a brand that nobody has heard of. Gijs had sold a couple of ranges directly from Holland in the six months before KFE started trading and those two customers – Richard Long and Tony McDermott – were key to our development, and remain so 28 years later.
Can you share a defining moment or turning point in the business’s history?
As a one-man band with a third-party service partner, I won the Harry Ramsden’s frying range contract in 1997. They were expanding throughout the UK and their name as a customer helped establish our credibility.
How has the industry changed since you started, and how did you adapt?
I started in fish and chips in 1978 when the only competition was Chinese and Indian. Portion sizes were sensible, pub time was as busy as a teatime, and there was no VAT. When I started KFE in 1996, the average range sold was 3-4 pans, now they are bigger, often L-shaped and generally include flat grills, char grills, induction hobs and bain maries.
What advice would you give to someone starting in this industry today?
Don’t invest thousands of pounds into buying a business without learning the basics – go on a training course. Make mistakes on a course, not in your own business where they could be devastating.
What led to your decision to step down after 28 years?
My children, Tanya and Nik, have been in the business for years. They know our standards and our philosophy and are full of energy, so it was a no-brainer. They will take KFE to another level and I’m so proud of them both.
How do you feel about leaving the day-to-day management of the business?
That has been happening gradually over the past 12 months so I have pretty much been made redundant already. I thought I wouldn’t know what to do with myself, but there are often not enough hours in the day!
Is there anyone in the industry who had a significant impact on your journey?
Too many to mention them all, but Bill Shaw, who helped build the company; my staff without whom none of this would have been possible; long-term, loyal customers and friends (too many to mention); and, most important of all, my family.
What do you think your team or customers will remember most about your time at KFE?
Hopefully, my professionalism and loyalty but I suspect it could very well be drinking various shots in bars all over the UK.
What opportunities or trends do you see shaping the industry in the next 5–10 years?
I was always a believer in good shops doing a very limited menu with a focus on great fish and chips, however, a more expansive menu needs to be explored. It’s not for every shop but I would say to operators to look at what opportunities there might be with the introduction of grills, induction hobs and ovens.
What’s one piece of advice you’d like to share with your team as you step away?
KFE’s success is built on long-term relationships. Look after them, whether that’s a customer, a supplier or an association.