‘Great to be back in operations’ – Booker’s COO Stuart Hyslop

In an exclusive interview, Booker’s Stuart Hyslop talks to Kirsti Sharratt about his rise from the checkouts 33 years ago to chief operations officer of the UK’s biggest cash & carry business.

The move of Stuart Hyslop to chief operations officer of Booker last autumn was widely applauded by not only his colleagues but also the wider wholesale industry.

There’s often an extra level of respect for people who have come up through the ranks, and Hyslop did just that, starting on the checkouts at Booker Dumfries in 1993 and progressing through different roles at branch level before taking on regional responsibilities and then moving to head office as head of operations support in 2003.

The irrepressible Warren Thomson – someone else who worked his way up the career ladder – was operations director at that time, and Hyslop was strongly backed by Thomson, who recognised his talent and work ethic.

The high regard in which Hyslop is still held today is in no small part attributed to his clear commitment to staying connected with – and listening to – workers on the shopfloor and, of course, customers. Indeed, as soon as he was appointed chief operations officer, he embarked on a depot tour, visiting 19 Booker branches over six days, to ‘hear what’s what from the frontline’.

In a rare interview, Hyslop (now 53) spoke to Cash & Carry Management’s managing editor Kirsti Sharratt about his career journey, people who have inspired him along the way, and his management style.

You did an HND in Consumer & Business Services at Glasgow Caledonian University from 1990-1993. Did you have any career ambitions? Where did your work ethic come from?

At that stage, my focus was simply on getting through the course. I wasn’t looking too far ahead in terms of a defined career path.

I found the first couple of years challenging but also genuinely enjoyable. By my final year, I’d really found my stride. I became disciplined and consistent, getting coursework in on time, spending full days in the library, and supporting other students where I could. It was the first time I truly understood how to apply myself to achieve a meaningful outcome.

My ambitions were still quite fluid, and I was open to any direction that felt right.

My work ethic was very much shaped by my parents. I grew up on a rural farm where, from a young age, everyone was expected to contribute. They instilled in me the importance of responsibility, hard work and taking pride in what you do.

Chores were a given, and with them came lessons in making judgement calls, seeing tasks through to completion, and not starting something new until the job at hand was finished. Those values became second nature and have stayed with me throughout my career.

How did you come to work at Booker, and can you recall how you felt working there?

A young Stuart Hyslop as a trainee manager in 1996 at the Booker branch in Longstone, Edinburgh.

I left Glasgow Caledonian University in May 1993 and returned to the family farm to earn an income while I figured out my next steps. I submitted a lot of job applications, but by July nothing had come through.

At that point, I spoke to my uncle, Tom Forrest, who managed the local Booker branch in Dumfries. I went through the standard interview process, and it was made very clear there would be no special treatment because I was family – if anything, he expected me to set the standard.

Tom was someone I really looked up to – he had won wholesale-related awards and previously served in the Scots Guards. He ran the branch with real discipline. That environment gave me a strong grounding in the importance of daily controls, high standards and leadership. Once I understood that these were the foundations of success, everything started to click.

From there, I worked hard to progress through different roles in the branch, taking every opportunity that came my way. Backing yourself and finding a way forward is a quality that’s stayed with me ever since and something that’s still really important today.

After nine-and-a-half years in various branch-related roles, how was your first taste of being a manager?

My first step into management came in Stirling, where I was working as assistant manager.

The opportunity came unexpectedly and I stepped in on an interim basis. In some ways, that made the transition easier: I already knew the team well, so the focus was on galvanising everyone and creating momentum.

We agreed new ways of working, clarified roles and responsibilities, and it created space for others to step up and show what they were capable of. That shared sense of ownership drove strong results, and it was something we all took pride in.

After three months, I was promoted to my first permanent branch manager role in Dundee, another branch where I had previously been assistant manager. I took a similar approach: get the team aligned, set clear expectations, enjoy the work, and focus on delivering success.

About a year later, I was tasked with integrating two Booker branches. It was a significant challenge – bringing together two very different teams and cultures, managing a major refit, handling customer disruption, and ensuring we delivered a return on that investment, all while proving I could operate at that level.

I was 27 at the time, and experiences like that make you grow up quickly. Looking back, Dundee was a defining chapter for me. I have a huge amount of affection for that period and the team – it played a big part in shaping the leader I became.

Warren Thomson, then regional director, presented Stuart Hyslop with a student of the year award.

How important to you was it that you worked in many of the different roles at branch level?

It was pivotal. Seeing the same operation from different angles taught me how everything connects – from stock control to goods-in, to the shopfloor, and ultimately the customer.

It reinforced a simple principle: success comes from playing as a team, not as individuals. Clear communication and shared understanding are the bedrock of any strong operation.

That experience also gave me practical credibility. When I moved into field roles, I could support teams in a meaningful way, often just by helping them see how a small change could deliver a better result.

Being able to speak the same language as your teams makes a real difference and it’s something that’s stayed with me throughout my career.

Recalling your early years at Booker, who inspired you and why?

I was lucky to be surrounded by exceptional people – peers and leaders who set the standard every day. I often say we’re all standing on the shoulders of giants, and that really sums up those early years.

From Tom Forrest’s discipline in Dumfries to Pat Foy’s commitment in Dundee, David Horsburgh’s work ethic in Edinburgh, Eddie Lynagh’s leadership in Glasgow, Bob Haldane’s uncompromising standards as area controller, and Warren Thomson’s passion and belief as regional director, I was constantly learning.

Being able to absorb that level of experience, day in and day out, shaped how I think, how I lead, and ultimately how I approach my role today.

In 2008, Stuart Hyslop won the FWD Young Wholesaler of the Year award.

You held your previous role of managing director for catering for nearly 10 years. How does it feel to be back working in operations?

It feels great to be back in operations; it’s where everything comes to life.

I’ve been incredibly fortunate to lead a variety of teams across Booker and Makro, and when I look back, the standout moments are always about people.

Seeing groups come together, often from very different starting points, and achieve something meaningful as a team is what I find most rewarding.

Whether it was building our central operations function, running successful regions, launching a new store format from concept to opening, leading at Makro post-acquisition, or evolving Booker into a real force for independent foodservice operators over the past decade, every success came down to people committing to a shared goal and giving their best to deliver it.

That’s what gives me the greatest sense of fulfilment, and it’s what continues to drive me today.

You were named in the INvolve HERoes Global Role Models List for 2024 and 2025. Why is supporting people so important to you?

The simple answer is that I’m in a position where I have the privilege to make a difference.

Stuart Hyslop, an ally of the Women at Booker network, believes strongly in supporting others.

Early in my career, I benefited hugely from the support of sponsors, role models and mentors. That guidance helped shape my path, and I’ve never forgotten the impact it had.

At this stage in my career, I’m passionate about paying that forward – supporting others, creating opportunities, and helping people realise their potential.

What about Booker’s colleague networks, particularly the Women at Booker network – why are you an ally?

I’ve been fortunate to be around long enough to see how Booker and wholesale more broadly is embracing the importance of broader representation of women at all levels and across all roles.

Every day, I’m inspired by the incredible women I work with, and it’s clear they can build remarkable careers right here, without feeling the need to look elsewhere. Being an ally, and encouraging my male colleagues to step forward and support this, is central to the kind of business I want to be part of.

As newly-appointed chief operations officer, Stuart Hyslop visited 19 depots over six days to hear what matters on the ground.

You went on a nationwide tour of branches and distribution centres when you started in your current role. Why was that important to you and what have you learnt so far?

Visiting colleagues across our branches and distribution centres was crucial. It gave me the chance to hear first-hand what matters on the ground before shaping any plans with my leadership team.

Staying ‘always-on’ to how our colleagues feel keeps me grounded and gives me perspective when I’m in the boardroom. Having been away from operations for a while, I wanted to relearn the business from the lens of branch assistants, pickers, and all team members upwards. The insights I gained have been absolute gold.

What do you see as the strengths of Booker and how do you intend to build on those?

Booker’s greatest strength is our people. I see the passion and commitment in our teams to deliver for our customers every day. My role is to make sure we do that efficiently, providing excellent service without giving any reason for a customer to look elsewhere.

What are the main challenges you face in your role as chief operations officer?

The challenges we face aren’t unique to us – they’re seen across the sector, such as how consumers are spending and pressures on hospitality operators. In response, we tackle any challenge head-on while staying nimble, ensuring our customers can rely on us and continue to prosper. When they thrive, so do we.

How has C&C/wholesale changed over the years?

Aside from the usual industry challenges, we’re still fortunate to be in a fantastic sector. There are some incredible operators across wholesale, and we respect the competition – it keeps us grounded and focused on our priority: doing a great job for our customers.

Today, there’s clearly more demand for delivery as customers navigate their businesses, but the value of connecting customers with our experts in-branch – whether that’s butchers, greengrocers or others – remains strong, and it’s why footfall in our branches continues to be high.

A ‘huge heavy metal fan’, Stuart Hyslop plays bass guitar and his wife is a DJ.

What does a typical week look like for you? How do you manage your work-life balance?

Thankfully, I have brilliant support from my PA, Sherell, who keeps me on track and ensures I’m where I need to be (most of the time!).

A typical week usually looks like this: Monday and Tuesday in our Wellingborough office; Wednesday morning for team updates and afternoon reserved for personal development, reading and mentoring; and Thursday and Friday spent visiting branches and distribution centres.

Outside of work, life is busy and full! I have four fantastic children, aged 24 to 37, and two gorgeous granddaughters, Teddi (7) and Miley (2).

My wife is a DJ, so I often get roped into carrying her bags when she’s performing at Ministry of Sound or in Ibiza. I also enjoy hiking, am currently training for the London Marathon and – a personal passion – I’m a huge heavy metal fan and play bass guitar to a decent level.

What do you most enjoy about working at Booker?

The variety and the people. I feel truly fortunate to have joined a business that, 33 years on, still inspires me every day.

How would you describe your management style in one sentence?

Pragmatic, candid, committed, passionate and always hungry for results!

What are the top business lessons you have learned along the way?

I had the privilege of working alongside Charles Wilson [former Booker CEO] for 16 years, and many of the values I hold today were shaped by that experience – focus on the 20/80 mindset, play to your strengths, and always listen to both your colleagues and your customers.

What words of advice would you give to someone starting a career in the wholesale industry today?

Say ‘Yes’. You’ll work it out!