Stake & Soul

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Your dose of thought-provoking insights into the world of Employee Ownership with Barry Horner. 

  1. 4h ago

    #13 Gary Grant on Faith, Family and Handing The Entertainer to Its Staff

    In this episode of Stake & Soul, Barry speaks with Gary Grant, the founder of The Entertainer, who together with his wife Catherine built one of Britain's most values-driven retail businesses from a single toy shop in Amersham in 1981 to over 160 stores, a Tesco-wide supply contract and a business turning over hundreds of millions a year. In September 2025, Gary and his family transferred 100% of their shares into an Employee Ownership Trust, a move he describes as the biggest risk they've ever taken, and the one that best preserves the jobs and culture they spent 44 years building. Gary is best known for what he wouldn't do: closing his stores on Sundays after the Sunday Trading Act, refusing to stock products that didn't sit right with his Christian faith, and quietly gifting 10% of EBITDA to charity for 35 years. This is the story behind those decisions and how they ultimately shaped the exit. What's covered in this episode: Gary's route into retail through a childhood of Cubs "Bob a job", paper rounds, milk floats and a bike shop apprenticeship, and the skateboard boom that gave him his first £20,000 of trading capitalThe January 1981 firing from the bike shop, and the toy shop in Amersham that opened on 5 May 1981 with a first year turnover of £100,000The pack-of-cards financing story: buying a shop, moving house and losing his job all at once and the Barclays manager's secretary who told him "just lend him the money, he'll be okay"Why Gary quietly gave away 10% of EBITDA to charity for 35 years, and the charities the family started, including Restore HopeThe 2008 financial crisis (October turnover down 30% overnight) and the COVID lockdowns of 2020 (losing around £1M a week for 17 weeks) that ultimately drove the succession decisionThe Thursday family meeting where Gary told Catherine he thought they should sell  and the Salvation Army prayer earlier that morning: "have the strength to do the right thing"Why VC, trade sale and float were all ruled out, and how the EOT was the only route that preserved both jobs and valuesThe 13-week transaction timeline, the tax anti-avoidance scrutiny they faced, and Gary's honest view that tax wasn't the leading motiveThe governance structure Gary put in place: three trustees, one representing the exiting shareholders, one chairing the new Colleague Advisory Board of 10–12 people, and one independent professional trust chairThe presentation day in Birmingham for around 350 colleagues about five weeks before completion, and the phrase that kept coming back: "you believed in me, you gave us an opportunity"Gary's RIG framework, born at a Jersey prayer breakfast: Reputation, Integrity, Generosity  and how he now applies it to his post-EOT lifeQuickfire highlights: Employee ownership is: empowering everybody in the business to have a voice.Biggest EO surprise: the speed of the transaction with a willing attitude, almost any business could do an EOT.Book recommendation: an honest admission that he rarely finishes books. Richard Branson, Steven Bartlett and even the Bible sit half-read on the shelf, because as a dyslexic entrepreneur, he learns by seeing and doing rather than reading.Confessional: a secret struggle - the weight of responsibility carried for staff, suppliers and family across 44 years, and the quiet pride of never having a supplier or staff member say they'd been paid late.Barry and Gary also touch on the £6 million Restore Hope community hub Gary is now building in Amersham, and why he's already convinced the EOT is the best decision the family ever made even before the first pound of deferred consideration has been paid. Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #13 Gary Grant on Faith, Family and Handing The Entertainer to Its Staff

  2. Jun 10

    #12 Liam Toms: How Grapevine Became Employee-Owned and Found Its Voice Again

    In this episode of Stake & Soul, Barry speaks with Liam Toms, Communications and Engagement Manager at Grapevine, the Dorset-based managed IT and telecoms provider that transitioned to 100 percent employee ownership via an Employee Ownership Trust in March 2023. Two and a half years later, Grapevine was named EO Rising Star of the Year at the 2025 UK Employee Ownership Awards. Liam talks about coming into Grapevine from a marketing and academic background, what the EO transition actually felt like from the inside, the imperfect path of building governance, a Co-Owner Charter and a comms rhythm that works, and the things he tried that didn't land first time round. What's covered in this episode: How Grapevine evolved from a 1991 mobile reseller into a B2B telecoms business, then a merged IT and telecoms provider, and why a trade sale was rejected in favour of EO.Liam's unusual route in via Bournemouth University and a Knowledge Transfer Partnership, and why feeling like an outsider initially helped him during the transition.The communication of the EO announcement itself, the shift from a board of five directors to two, and how an Employee Forum became an unintended training ground for future senior leaders.The evolution of governance at Grapevine: a Trust Board with a rotating founder seat, an external trustee, an employee representative, the disbanded forum, and the open question of what comes next as Financial Freedom Day approaches.The tension between paying larger profit shares and reinvesting in headcount, working patterns and team wellbeing once the deferred consideration is paid off.How Liam reinvented internal comms, from a weekly Monday email to a browser homepage progress bar tracking the deferred consideration payoff.Bella from Salad's advice that has stayed with him: "you need to do things differently for people to realise that something has changed."The creation of the Co-Owner Charter, inspired in part by Rubicon's house rules, and why it sits closer to a contract people make with themselves than a company policy.The deliberate language shift to "co-owners" everywhere, the short-lived but useful "we includes me" reminder, and why language matters more than it first appears.The peaks and troughs of three financial years post-transition, the surprise uptick in inbound enquiries, and the question of what story Grapevine tells once EO itself becomes "wallpaper."The uncomfortable but honest reflection on the colleagues who may never fully embrace EO, and why that is not a reason to stop doing the right thing.Quickfire highlights: Employee ownership is: empowering.Biggest EO surprise: the community, and how generously people share without expecting something back.Book (sort of) recommendation: You Are The Media by Mark Masters, a newsletter and community Liam credits with reshaping how he thinks about marketing and audience.Confessional: a moment of honesty about the first couple of years at Grapevine, when the company was changing faster than he could keep up with, and the long road from "drowning" to finding where he could contribute best.Barry and Liam also touch on transaction, transition and transformation as three distinct phases of an EO journey, and why the last one only really becomes visible looking back. Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #12 Liam Toms: How Grapevine Became Employee-Owned and Found Its Voice Again

  3. May 26

    #11 Alastair Sawday: How Sawday's Built a Hybrid Employee-Owned, Charitable, Family Company

    In this episode of Stake and Soul, Barry speaks with Alastair Sawday, founder of Sawday's, the Bristol-based travel publisher that began in 1994 as a scruffy file of addresses from his small group tour company and grew into one of Britain's most trusted authorities on special places to stay. In 2018, after refusing to sell to the highest bidder, Alastair pioneered a hybrid ownership model: 52 percent to employees, 24 percent to a charitable trust, and 24 percent retained by the Sawday family. Alastair talks about being driven by a dislike of conventional tourism rather than business ambition, how the first book happened almost by accident, why he believes business itself needs to change if the world is to survive, and what he wishes he had done differently. What's covered in this episode: How a friend bursting into his office looking for a job led to the first book in 1994 that sold 12,000 copies, then another 12,000 on reprint, turning a small tour company into a publishing business almost by accident.Why he never saw himself as a businessman, and how a parallel life as a Soil Association trustee, Green Party parliamentary candidate, and environmentalist shaped every ownership decision.The Bristol lecture about a Palestinian doctor that led to a chance conversation, a recommendation to read David Erdal's ‘Beyond the Corporation’, and the moment employee ownership clicked.Why he chose a hybrid 52-24-24 structure, and how the charitable trust was designed to protect the company's values over decades, not just distribute money.The honest admission that he did not consult employees properly, the patriarchal habits he recognises in himself, and what he wishes he had done instead.The mistake of appointing the company chair as chair of the EOT Trustee board at the same time, and why he now believes the Trust needs proper independence.Recruiting the new chair and managing director externally after stepping back, and the reflection that he should have brought more outside voices onto the board earlier.How the charitable foundation has connected the business to remarkable people, including a young Bristol activist supporting burnt-out Extinction Rebellion campaigners.Why he believes conventional capitalism is failing, and how the Quaker tradition of business, Cadbury, Rowntree, Fry, Barclays, offers a model worth drawing from.Moments to listen out for: The grand piano in the middle of the office, and why the physical quality of the workplace mattered as much as anything else.The honest reflection that he "dumped" employee ownership on the team rather than consulting them properly, framed as iconoclasm but acknowledged as a failure.The Quaker influence on his thinking, and the conviction that business logic itself is what needs to change.Quickfire highlights: Employee ownership is: one of the best ways of ensuring equity in its human sense among the people who've enabled you to work and to prosper.Biggest EO surprise: how extraordinarily successful it can be and has been.Book recommendation: ‘Mother Mary Comes to Me’ by Arundhati Roy, for its commitment to individuality and sticking to your values whatever the cost.Confessional: thirty years of working alongside Annie, his bilingual secretary who became managing editor and effectively ran the publishing company, and his belief that she deserves the vast majority of the credit for the success of Sawday's.Barry's book recommendation: ‘Travelling Light’ by Alastair Sawday, a delightful travel companion.Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #11 Alastair Sawday: How Sawday's Built a Hybrid Employee-Owned, Charitable, Family Company

  4. May 13

    #10 Nick Parsons: How Parsons Bakery Handed a 100-Year-Old Family Business to Its 400 Staff

    In this episode of Stake and Soul, Barry speaks with Nick Parsons, fourth generation leader of Parsons Bakery, the Bristol-based bakery that grew from a horse and cart in the 1910s into a 50-store, 400-strong business across the southwest. In April 2024, on the eve of the company's 99th anniversary, Nick and his family transitioned 100 percent of the business into an Employee Ownership Trust. Nick talks about flunking his exams and learning to sell beds in Australia before joining the family business, nearly going bust four times, the 2008 phone call from the bank that forced a private equity deal he never wanted, and why employee ownership felt like the only honest exit when his time came. What's covered in this episode Buying his parents out of the bakery in the 1990s with his brother, with no formal training and a point to prove after flunking school.The visionary moment driving around Bristol in the late 90s, seeing high streets dying, and deciding bakeries had the emotional pull to survive.Spotting Ben on day two of a part-time driver job and knowing within six months he was the next leader.Stepping back four years before the EOT, working from the kitchen, and learning to read a team you can no longer overhear.Communicating the deal to 400 people across 50 stores, expecting champagne corks and getting an avalanche of worried emails instead.The 2008 bankers' phone call demanding £1.2 million back, the floating charge over his home, and the forced private equity sale that triggered a culture clash.Why employee ownership beat the alternatives Nick had already lived through, including a trade acquisition where the seller put the business into administration on the day of signing.Leaving a million pounds of working capital in the business so Ben would never have to sit across the boardroom table saying the deferred consideration could not be paid.The post-transaction adjustment, grey days drumming his fingers on the desk, and hosting his old team in his kitchen for coffee to stay connected.Acting as the vendor while three separate law firms negotiated the deal, and why advisors who have done it before are non-negotiable.Moments to listen out for The day Nick stood up at a business coaching session and could not articulate his own role, only to be told he had quietly become a leader rather than a managing director.The phone call at the lawyer's office from an acquisition target who had put his own bakery into administration that morning, leaving Nick 48 hours to salvage eight stores.The 98 percent of staff who put their hands up to keep working through Covid when given the choice not to.The line about why he could not have sold to the highest bidder: he lives a quarter of a mile from his shop and bumps into 20 customers on the high street.Quickfire highlights Employee ownership is: a nice way to thank your team for helping you build the business.Biggest EO surprise: how genuinely enjoyable the transaction process turned out to be, when most trades are not.Book recommendation: ‘Kitchen Confidential’ by Anthony Bourdain, for endurance and survival through difficult times.Confessional: the 2008 bank crisis, remortgaging the family home, and learning two things from it. Back yourself when you are really up against it. And pick a good person to marry.Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #10 Nick Parsons: How Parsons Bakery Handed a 100-Year-Old Family Business to Its 400 Staff

  5. Apr 29

    #9 Karen Maguire: How Relinea Became Northern Ireland's EOT Pioneer

    In this episode of Stake and Soul, Barry speaks with Karen Maguire, founder of Relinea, the Northern Ireland-based manufacturer supplying glass reinforced plastic (GRP) alternatives to the construction sector. Karen built Relinea from a port-a-cabin and a dodgy forklift into a multi-million-pound business, and in March 2022 became the first manufacturing company in Northern Ireland to transition to an Employee Ownership Trust. Karen talks about walking away from M&A meetings that left her feeling "a wee bit dirty," navigating the EOT transition during Covid with no local ecosystem to lean on, and the parts of the journey she got right and wrong. What's covered in this episode Leaving a sales role at a company that kept letting her customers down, and starting Relinea from an old farm shed with no windows.Surviving the 2010 financial crisis with a bag of samples and her first English customer, who is still with Relinea today.The death of Karen's father in 2018 and how it became the catalyst for thinking seriously about succession.Why M&A felt wrong, and the Chain Reaction precedent that hardened her resolve: sold to outside investors, closed within years, 300 jobs lost.Transitioning to an EOT during Covid with no local adviser network and "flying blind" through a process Northern Ireland had barely seen.Paying the full tax-free £3,600 bonus from year one, and why founders should not wait until the deferred consideration is paid to share rewards.Clearing the deferred consideration two years early, and the conversations about life beyond debt-free day she wishes had happened sooner.The identity loss after stepping down, and what she would do differently around founder transition.EMI schemes inside an EOT business, the governance tensions they create, and her concerns about employee protections.Founding Employee Ownership Ireland to build the ecosystem that did not exist when she went through her own transition.Moments to listen out for The kitchen-table conversation and the two questions: what is the worst that can happen, and would I live to regret it if I did not do it.Coming out of M&A meetings feeling "a wee bit dirty" because no one wanted to talk about employees or community.The employee trustee who had never seen a P&L in his life, and the realisation you cannot hand someone the role without the tools.Her grief metaphor for stepping down, and the internal struggle she worked hard to keep out of the business.Quickfire highlights Employee ownership is: creating a system where everybody has a voice, and a right to have that voice heard.Biggest EO surprise: how lonely the journey was, and how exciting it has become as honest conversations about EO start to surface.Confessional: the imposter syndrome of a woman in business who still sometimes thinks Relinea happened more by accident than by design.Book recommendation: Find Your Why by Simon Sinek.Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #9 Karen Maguire: How Relinea Became Northern Ireland's EOT Pioneer

  6. Apr 16

    #8 David Sproxton: Why Aardman Turned Down a Buyout and Gave the Studio to Its People

    In this episode Barry speaks with David Sproxton, co-founder of Aardman Animations, the Bristol-based studio behind Wallace and Gromit, Shaun the Sheep, Morph, and Chicken Run.  For more than 50 years, David and his co-founder Peter Lord built one of the most beloved creative companies in British history. In 2018, they had the opportunity to sell to a major studio. They chose not to. Instead, they transferred Aardman to an Employee Ownership Trust, handing control to the people who had built it. In this conversation, David talks about what drove that decision, how a creative business holds onto its soul when the financial pressure to sell can be enormous, and what it actually feels like to say "you have control" after four decades at the helm. What's covered in this episode How David and Peter met at school in the mid-1960s, discovered animation through a borrowed 16mm clockwork camera, and sold their first piece of work to the BBC's Vision On for £25.Why Aardman said no to Jeffrey Katzenberg when DreamWorks offered to buy the studio outright, and the deal structure they chose instead.What David observed watching the ad agency Gold Greenlees Trott get absorbed by a US conglomerate, and why that convinced him a trade sale would destroy the thing that made Aardman worth acquiring.The book ‘Beyond the Corporation’ by David Erdal, a 2011 EOA conference talk, and how they spent several years researching the EO model.The John Lewis trust model and why it suited Aardman better than direct shareholding.Monthly financial workshops, bimonthly town halls, and the challenge of communicating financial information.The games department closure, the announcement of forthcoming trading losses, and how transparency in difficult periods is managed.David's view on AI: a powerful tool for administration and search, but one that averages rather than imagines, and one whose generative output is already feeding on its own mediocrity.Moments to listen out for David's account of that first wet Sunday afternoon when he and Peter pulled a clockwork Bolex out of a cupboard and played with paper cutouts, not yet knowing where it was headed.The moment Aardman announced its transition to employee ownership and received hundreds of emails from people inside Disney, DreamWorks, and Sony saying "if only."His description of the away days where he would take questions from the floor and the question that kept coming up: what happens when you and Peter retire?The phrase he used on transition day, borrowed from his time learning to fly gliders: "you have control," and what it cost him emotionally to mean it.His CEO confessional: the Tortoise and Hare feature film that had too many legs on it, that he believes could have been saved, and the goodwill with the crew that took a long time to rebuild after it was cancelled.Quickfire highlights Employee ownership is: the only way forward.Biggest EO surprise: the reaction from people inside the big US studios. Hundreds of emails, all saying the same thing.Leadership insight: at a certain point, you have to stop being a backseat driver. Giving someone control means giving them control, not giving them control with an asterisk.Book recommendation: ‘Beyond the Corporation’: Humanity Working by David Erdal.Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #8 David Sproxton: Why Aardman Turned Down a Buyout and Gave the Studio to Its People

  7. Apr 1

    #7 Sam Boustred on Industrial Democracy and Keeping the Soul of a 100-Year-Old Employee-Owned Business

    In this episode of Stake and Soul, Barry speaks with Sam, Chair of the Global Members Board at Scott Bader, a global chemical company that became employee-owned in 1951 and remains one of the oldest and most distinctive examples of common ownership in the world. Over nearly 18 years, Sam worked his way through the democratic structures of the business from process operator to community councillor to, almost by accident, Chair of the Global Members Board. In this conversation, he talks about what it means to lead industrial democracy inside a multinational, why common ownership is a fundamentally different concept to employee ownership, and what happens to culture when the flame that made a business special is left to burn without tending. What's covered in this episode How Scott Bader came to be employee-owned in 1951, and why a strike was the catalyst Ernest Bader needed.The difference between employee ownership and common ownership, and why Ernest wanted to dissolve the shares rather than distribute them.How the 60-20-20 profit split works in practice, including the Big Mac index used to distribute bonuses fairly across a global workforce.The role of the Scott Bader Commonwealth as the charitable custodian of the business, and the tension that creates when profitability is under pressure.The challenge of maintaining culture across multiple countries and decades, and what Scott Bader built to address it.The Members Report, the Culture Cafe, and the Membership Connect initiative as tools for keeping democracy visible and lived.The recruitment challenge that comes with a communal reward structure in a competitive talent market.Moments to listen out for Sam's account of growing up next to the factory he promised himself he would never work for.The moment at the Employee Ownership conference when he realised Scott Bader was doing things other businesses thought were exceptional as a matter of course.His description of culture drifting by default rather than design, and what that looks like inside a mature EO business.The regret he chose to share: a salary freeze applied to colleagues in Dubai that stayed in place longer than it should have, and how a colleague's challenge about what Ernest would have wanted, sent him back to the founding texts.Quickfire highlights Employee ownership is: life changing. But it is the start, not the whole thing.Biggest EO surprise: how much people genuinely care. The pride in the name, the legacy, the staying through good times and bad.Leadership insight: in an EO business you are leading owners. Style has to adapt. Those who do not adapt tend not to last.Book recommendation: Reinventing Organizations by Frederic Laloux.This episode covers ground that most EO conversations avoid: what it looks like when the model is old enough to have developed blind spots, and what it takes to keep the founding spirit intact across generations, geographies and leadership changes. Scott Bader has been doing this for over 70 years, and there is still work to do. Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #7 Sam Boustred on Industrial Democracy and Keeping the Soul of a 100-Year-Old Employee-Owned Business

  8. Mar 17

    #6 Kirsty Dias on Employee Ownership, Purpose-Driven Design and Leading a Creative Studio Through Transition

    In this episode of Stake and Soul, Barry speaks with Kirsty Dias, Managing Director of PriestmanGoode, one of the world's leading transport and passenger experience design studios, responsible for landmark projects including the New Tube for London and aircraft cabin interiors for major global airlines. Kirsty joined the studio in 2001 and became a director in 2016, the same year the founding partners transitioned the business to an Employee Ownership Trust. She has led the studio as MD through a decade of significant growth and has experienced EO from every angle: as an employee who received the news, as a trustee director who had to communicate it, and now as the leader responsible for sustaining it. In this conversation, she speaks candidly about what the studio underestimated at the start, why the ownership model only truly came into its own during COVID, and what it actually takes to build a culture of genuine engagement rather than a formal one. This is a thoughtful conversation for founders, leaders and employee-owned businesses navigating the gap between the transaction and the transformation. What's covered in this episode What prompted the founders to explore employee ownership and why a trade sale was not the route they wanted.The experience of receiving the EOT news as an employee, and what was and was not explained at the outset.Why the early years looked more like a benefits package than genuine ownership engagement, and what shifted.How COVID became the moment the model came into its own.The governance structure and how communication between the trust board and main board has been formalised over time.How the three-pillar framework of retain, reward and invest shapes how profit decisions are communicated to the team.The challenge of maintaining culture as the studio scales.Why EO longevity is a credible signal in a long-term, relationship-driven industry.Moments to listen out for The role one external adviser played in setting the expectations of employee ownership at a critical moment.How communication during COVID shifted from one-sided to a genuine exchange, and what that unlocked.Why EO requires dedicated time and consistency, and what happens when it is treated as an afterthought.Kirsty's reflection on significant people leaving and why different does not have to mean worse.Quickfire highlights Employee ownership is: working collaboratively for the best shared outcome.Biggest EO lesson: the time and consistency it demands. You cannot run it on the side.Leadership insight: collaborative, non-hierarchical leadership suits EO. Good ideas come from juniors too.Cultural priority: building a studio where people leave having absorbed the culture, and take it with them.This episode is a grounded account of what EO looks and feels like inside a creative business that did not start with a clear playbook. The conversation is a useful reminder that the transaction is the starting point, not the destination. Disclaimer: The following podcast is intended to be of a general nature, will not be suitable for everyone, and should not be treated as a specific recommendation. We recommend taking professional advice before entering into any obligation or transaction. Paradigm Norton Financial Planning Limited is authorised and regulated by the Financial Conduct Authority. Our FCA Register number is 455083. Registered in England. Reg No 4220937, VAT Reg. No 918550904.

    #6 Kirsty Dias on Employee Ownership, Purpose-Driven Design and Leading a Creative Studio Through Transition
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About

Your dose of thought-provoking insights into the world of Employee Ownership with Barry Horner. 

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  • Creator
    Paradigm Norton
  • Years Active
    2026
  • Episodes
    13
  • Rating
    Clean
  • Copyright
    © 2026 Stake & Soul
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