This week I interviewed Nick Jones, the founder of Soho House, at an event held in a very sunny Berlin – what’s not to like in that sentence? It was at the International Hospitality Investment Forum; there were money people in the room, lots of hotel owners, folk who do clever stuff with loyalty programmes. But by the time it came to Jones and Tuck – the closing act – people had been deep-fried in conference chat and a few had clearly headed off to explore Berlin or perhaps just down a stein or six. But Jones was up for winning back the crowd and, just before we went onstage, told me to ask him anything.
I like Jones. He once spoke at a Monocle Quality of Life Conference – coincidentally the Berlin edition – and not only was he good value but he took the time to sign Soho House books (well, I guess every penny counts) and talk to delegates afterwards. He’s easy with people. Onstage this time he was true to his “quiz-me” word. We discussed the business’s flight path to profitability – Soho House continues to post a loss. “Every house is profitable so if we stopped opening houses, the company would make a profit,” he explained patiently. (Meanwhile, the pace of expansion just seems to quicken.) I asked whether it was hard for a brand to stay attractive and cool after it hit 25 years of age; he underlined that being cool was not what Soho House was built on. We talked about why it had ditched the Cow brand names for its various shampoos (too easy to offend; one shampoo had been called Grumpy Cow, which just won’t wash these days – the name, that is, not the product).
But – and I hope that people in the audience took this away too – the most impressive thing about Jones is that, despite all the stresses of that rapid growth (Brighton is just about to open, Copenhagen imminent, Stockholm en route), he clearly loves his job. He beams when he’s talking about the business. And he delights in the fact that Soho House is young, diverse, offers a way for people to connect over a bottle of wine, a place for all sorts of adventures. And it seems that a digital version of Soho House is around the corner. I might have even seen it but that would be telling.
The following morning, Jones was off to Copenhagen to inspect the new house. I asked him whether he still changes everything at this stage. “Well, the bar will probably move,” he joked. His mode of transport to CPH? Easyjet out of BER, Berlin’s new airport. It was a good display of what his brand stands for: it’s not about wealth but experience.
But blimey, what’s happened to airports? They are all so creaky. It took close to an hour for the snaking queue just to clear security in Berlin. Every person had to stand in a body scanner but, unlike at other airports, instead of waving your arms in the air like you just don’t care, you had to point them downwards like a wobbly Frankenstein’s monster. But time and again people instinctively put their arms in the air and had to be retrained on the spot, with staff sometimes physically moving them into the correct monster shape. Wow, was it painful to watch.
Then there was a large Turkish contingent ahead of me. The security guards prodded and poked every headscarfed woman; children of three were being frisked as if the airport had been tipped off about a miniature mafia gang on the prowl. Then to the passport control, where, for no clear reason, they had installed a member of staff who was asking everyone where they were heading. And each time someone said “London” he would bark, “London has five airports – which one?” It felt like being in a pub quiz where the same question is asked again and again. Finally we were through! Flight delayed.
I took the train out to the airport. Navigating public transport in a city that you don’t know perfectly seems to be getting trickier. The ticket machines in Berlin were confusing, the way-finding in the stations discombobulating. So I asked a man who looked like a local which platform I needed. In seconds he pulled up an app on his phone that had beautiful and easy-to-understand graphics, a world of information that only real Berliners knew how to access, and he found me my train and sent me on my way. At this point I could have hugged him but, not wanting to be arrested, I made do with a whacking “Danke schön!” delivered as if he’d just donated me a kidney.
One final thing from Nick Jones. Don’t underestimate what your brand can do and become, while still holding true to its values. Even with the scale of expansion at Soho House, members love being part of it. Jones said that people stayed loyal throughout the pandemic and that if he ever gets a letter of complaint, he knows that it’s because people care. Bigger can be better. In work and in life, perhaps we all need to have a little more Jonesian confidence and just go for it, without restricting ourselves because of limitations set by people who don’t know what we know. Gosh, I’ll be writing self-help books next.