How and why did you start Hoolet / in business?

Hoolet is a strategic communications consultancy, but the idea for it really took shape during lockdown.

I’d left my previous job a fortnight before everything shut down, which gave me an unexpected chance to stop and think properly about what I wanted to do next, instead of just rushing into another role.

Looking back, it was the perfect moment. I’d worked across journalism and corporate communications in different sectors, and it gave me the time and space to identify where what I’m good at overlaps with what I actually enjoy doing.

That’s really what Hoolet is built on. We help organisations work out what makes them memorable, then find the clearest, smartest way to tell that story. There’s a lot of noise out there – our job is to help clients cut through it.

How did you get to where you are today?

My 10 years at the Press & Journal gave me a brilliant grounding. I worked across design, photography and writing copy, so I learned very quickly how to spot the story and make it land.

I then moved south to work for the BBC in a more strategic role, helping shape part of the news agenda. That gave me a completely different perspective – not just on what makes a story interesting, but what makes communication effective.

Back in Aberdeen, I built my corporate communications career across sectors including energy and food and drink, with a spell leading the communications team at Aberdeen & Grampian Chamber of Commerce.

It makes for a fairly varied CV, but the thread running through all of it is people. I’ve always been fascinated by what makes them pay attention, what builds trust, and what makes a message stick.

Who helped you?

Starting Hoolet was was a daunting step into the unknown, and I am hugely grateful to the people who gave me their time, advice and encouragement in the early days.

The generosity of fellow comms professionals really did take my breath away, and a lot of that support has since turned into brilliant collaborations.

I am also indebted to the much-missed Mary Holland of Developing the Young Workforce, who had faith in me and gave Hoolet its first contract through the Positive Futures campaign.

What’s the best piece of advice you’ve ever had?

The P&J editor Derek Tucker was legendary for many reasons. This wasn’t advice per se and I may not have appreciated it at the time.

However I lost track of the number of times I said at morning conference: “We can’t do that – we don’t have time, we don’t have the people, it’s too far away, they won’t agree to that, it’s impossible…” Of course by the end of the day, somehow we’d have done it. 

It taught me to see beyond obstacles and that has stayed with me. I’m good at keeping the goal in sight, making a plan and staying flexible enough to deal with whatever gets thrown at you along the way.

What is your biggest mistake?

Like a lot of small business owners, my biggest mistake was thinking I had to – or indeed could – do everything myself.

Words are my friends, not numbers. Technology frequently baffles me. So it took me longer than it should have to realise that bringing in specialists –  whether that’s an accountant, IT support or other expert help – saves time, money and a lot of stress.

There’s a bit of irony there, because Hoolet’s clients say exactly the same thing about having us in their corner. Sometimes you really do need someone whose job is simply to help you say the right thing, clearly and confidently.

What is your greatest achievement?

I’m proud of building Hoolet into a successful, sustainable business doing work I genuinely enjoy.

That was always the goal – to build something that played to my strengths, worked for clients and felt rewarding at the same time. It’s taken a lot of determination and resilience, but I can honestly say I love what I do.

That said, a stand-out moment so far was being part of the Tall Ships Aberdeen team for nearly a year.  We came in to support volunteer and sail trainee recruitment, then stayed on to help with media liaison.

Being part of that event was incredibly special. It felt like one of those once-in-a-lifetime projects – for the city and for everyone involved.

What is your greatest achievement?

I’m proud of building Hoolet into a successful, sustainable business doing work I genuinely enjoy.

That was always the goal – to build something that played to my strengths, worked for clients and felt rewarding at the same time. It’s taken a lot of determination and resilience, but I can honestly say I love what I do.

That said, a stand-out moment so far was being part of the Tall Ships Aberdeen team for nearly a year.  We came in to support volunteer and sail trainee recruitment, then stayed on to help with media liaison.

Being part of that event was incredibly special. It felt like one of those once-in-a-lifetime projects – for the city and for everyone involved.

How are you managing the rising cost of doing business?

Running a small business means feeling pressure from both directions.

On one side, your own costs keep rising. On the other, clients are under pressure too, so every spend is being looked at more closely. It can be a tricky balance.

The upside is that communications done well really matters in that kind of climate. When budgets are tight, businesses need to be even clearer about who they are, what they offer and why they matter.

I have to say, the knowledge and network of the Federation of Small Businesses has been invaluable, in terms of both practical and moral support.

What do you still hope to achieve?

One thing I’d really love to do is give a young person their first step into the world of work through Hoolet.

In previous roles, I’ve had the chance to host student placements and mentor young people starting out, and I’ve loved it. There’s something really rewarding about helping someone figure out what they’re good at and where they might fit.

At the moment, we do a fair bit of voluntary work with DYW, going round schools demystifying both the workplace and squiggly career paths. I’d love Hoolet to be able to offer that first opportunity, discovering  what they’re good at and what they enjoy doing the same way I did.