My big idea: fresh food wholesaler Wholegood

Hi Carl! What's your elevator pitch? 

Wholegood is a fresh produce wholesaler on a mission. We supply organic fresh produce to Ocado and independent retailers like Wholefoods and Planet Organic. We’ve been doing this for over 15 years and believe that fresh organic produce food has the power to shift the dial on health, sustainability and climate change.

Why does the market need it?

Ultra-processed food has become the norm, and we’re raising generations disconnected from where real food comes from. There’s a lot of talk about public health, obesity and mental wellbeing but so little action on the ground. Fresh produce should be the foundation of every plate, yet it’s often treated as an afterthought. That’s what we’re trying to change; making high-quality, consciously sourced fruit and veg accessible and viable for businesses that care.

Where is the business today? 

We’re back to our roots, focusing on fresh produce and delivering quality at scale. We’ve come through massive change. At our peak post-pandemic we hit £35m turnover but in 2024 we executed a carve-out to shed unsustainable warehousing and debt. We’re not operating at around £20m turnover with a healthy cost base, a brilliant team and a tight operational focus. The mission is clearer than ever and we’re building something more resilient, not just bigger.

What made you think there was money in this?

I didn’t start Wholegood with a grand financial plan. I was just someone who wanted people to eat better. Where I lived in North London, I couldn’t find the quality of organic produce I wanted so I started buying small growers in Essex and selling the surplus locally to neighbours. It grew from there and the money followed the mission. Over time, I saw how underserved this niche was and realised there was a good opportunity to build something meaningful.

The research into the industry came from talking to growers, retailers and chefs to really understand the challenges at every level of the supply chain. It wasn't my world so I wasn’t stuck in its traditional thinking and could question everything. Why is this product wrapped in plastic? Why is this fruit always bruised? I was curious and that mindset helped me build something a bit different.

There are some great businesses out there but a lot of what was wrong was structural with margin-obsessed supply chains rather than properly focusing on doing good. We’ve always been closer to the ground, both literally and figuratively.‍

What's your biggest strength?‍

Our strength lies in our agility and depth. We’re small enough to be nimble and close to the product but big enough to deliver scale and consistency. Our team is exceptional and many have been with me for years and understand not just the logistics but why we do what we do. We also run our own transport and control the chain end-to-end. That’s a huge factor in delivering real quality, not just volume.‍

What is the secret to making the business work?‍

Our secret is understanding that pace isn’t everything. For years we were sprinting, constantly chasing the next opportunity. But real sustainability, both personal and professional, comes from deliberate focus. Our turning point came when I burned out and had to hand the reins over to a CEO. It taught me that success isn’t just growth; it’s building something that can endure without burning people out. Especially in wholesale, where margins are tight and pressure is relentless. Discipline is everything. ‍

How do you market the company?

We love to get people interested in our company through great stories. I was an actor before I was a wholesaler and so I understand the strengths in bridging people into the narrative; the growers, the quality, the why behind the product and the business. A lot of our best growth has come through word of mouth, from customers who feel we’re part of their lives. Transparency builds that trust.‍

What funding do you have? Is it enough?‍

We’ve been largely bootstrapped over the years, but we’ve raised strategically when needed, particularly through the carve-out deal in 2024. That was complex and painful but necessary. Is it enough? Right now, yes. But growth capital will always be on the table if it aligns with our vision.‍

Tell us about the business model

We’re a B2B wholesaler, so we buy from growers and producers and sell to independent retailers and foodservice operators. Our margins can be slim so it’s key for us to have volume, efficiency and consistency. We manage our own logistics and warehouse operations, which adds cost but gives us quality control. Tech helps us forecast, reduce waste and optimise pricing. Breaking even is a constant focus and a balancing act every day. Importing also requires us to keep a very close eye on currency hedging when we see positive changes to assist in protecting our margins.

Are there any technologies you've found useful?

I was a trained actor! Since I was 8-years-old I’ve worked in TV and theatre. I also managed graffiti artists and sold street art including a big collection of early Banksy work. So I didn’t exactly take the conventional route into fresh produce…

What is the future vision?

Stability and scale, and only in that order. We’re focused on building long-term resilience, having a balanced customer base across retail and foodservice, a wider supplier network to protect quality and a tech backbone that supports smart growth. And, more personally, building a business that continues to feel good to run. I’ve learned that success isn’t just numbers on a spreadsheet but about building something that you’re proud to wake up and work at, and that can make a genuine difference, to the people you work with and the community you provide to.