Conversation with… James Rutter, chief creative officer at COOK
From a career in publishing to leading strategy at COOK, James Rutter has had an unconventional journey. In this latest interview in our Conversations series, he shares how a chance encounter led him into the world of food retail, the values that set COOK apart, and why he believes in a people-first approach to business.
James will be speaking at The Retail Bulletin’s Omnichannel Futures conference in London on 6 March.
You started your career in publishing before moving into retail. That’s quite a change. How did that come about?
Completely by accident. I had a couple of retail jobs as a kid, but after university, I became a business and finance journalist. I worked in that field for about 15 years, writing and editing, mainly in the city. I interviewed CEOs, launched glossy magazines, and covered a variety of topics. It was a great job—I got to meet interesting people, hear their stories, and write about them.
Never Miss a Retail Update!But then I moved out of London to Kent and ended up in the same village as Ed Perry, the founder of COOK. Our kids were the same age, and we got to know each other at the school gate. One day, over a pint, he asked if I’d be interested in working at COOK. I asked, “Doing what?” and he replied, “Communications or something. Isn’t that what you do?”
So, I went in, toured the kitchen, tasted the food—and that was it. Once you eat the food, there’s no going back! That was 15 years ago, and it’s been quite a ride since then.
What fascinates us is how you’ve grown alongside the business—not just professionally but personally as well. What was that journey like for you?
It’s been incredible. When I was considering leaving my corporate job, I called someone working at COOK and asked if he’d invest in the company if he had the chance. He said, “Oh yeah, definitely.” That gave me confidence to take the leap. Funnily enough, he was just a consultant and left six months later, but I’m still here! Turns out his advice was spot on.
COOK has an interesting retail model with both company-owned stores and franchises. Can you explain how that works?
Right now, we have 103 stores, three-quarters of which are company-owned, while the rest are franchises.
We started franchising in 2009, during the financial crisis. It allowed us to grow even when money was tight. But over time, we realised COOK isn’t a cookie-cutter retail model like McDonald’s or Domino’s. COOK is a business with a strong human and values-driven core, and so it requires franchisees who are completely aligned with our purpose and way of doing things.
Because of that, we’ve been very selective. Over the years, we’ve bought back some franchises, and today, we have a tight-knit group of franchisees who have been with us for a long time and really understand our values.
What’s the best part of your job, and what has kept you there for 15 years?
There are the simple things, like genuinely enjoying coming to work and being surrounded by wonderful people. The team at COOK is made up of uniformly kind, dedicated individuals, which is something I never take for granted.
We recently had somebody working for us for six months on a short-term placement, focused on our community initiatives. When he left just before Christmas, he sent a lovely note saying that every single person he met at COOK truly lived the values of the business. That sense of shared purpose and kindness is a daily highlight.
Beyond that, it’s those powerful human connections we create through our food and our approach to business. It captures your heart. One day at our Tonbridge shop a man with dementia came in, very confused, stressed, not knowing where he was. He instinctively sought out our shop because he felt safe there. Our shop leader welcomed him, found a contact number, and connected with his family, who had been desperately searching for him. It’s moments like those that reinforce how COOK is so much more than just a retail brand—it’s a trusted part of the community.
That’s such a touching example. It says so much about the brand when people recognise COOK as a safe place.
Absolutely. The wife of a friend of mine was late to pick up their son from school when her phone died. She was in a real panic. Then she drove past our Chiswick shop and, even though she wasn’t a regular customer, pulled in and asked if she could charge her phone. Of course, our team welcomed her in, offered her a seat, and helped her get in touch with the school. Again, it’s about being more than a store—we aim to be a positive presence wherever we are.
What do you think sets COOK apart from other retail brands in terms of its operational strategy and values?
At the heart of it, we genuinely believe that business is all about people. More than a decade ago, we coined the phrase “nourishing relationships” to describe our purpose. Yes, we make food that helps people connect, but beyond that, we strive to foster connections through everything we do—how we run our shops, how we treat our team, and how we engage with the community.
When we open a new shop, we want the local community to celebrate—not just because they’ll have access to great food but because they know a COOK shop brings something positive to the place they live. Our dream is to see people actively campaigning to bring a COOK shop to their town because they recognise the value we add, beyond just the products we sell.
The headlines tell us the high street is dying, but you believe in a different kind of physical retail.
There’s this idea that retail is purely transactional, but we see it as an opportunity for human connection. Every interaction at the till is a chance not just to make a sale but to make someone’s day better, to create a ripple effect of positivity within the community. That’s what we mean by “community retail.” A thriving community needs great shops, and those shops need to be more than just places to buy things—they need to be places where people feel seen and valued.
Let’s talk about your role. Can you describe your main responsibilities and what a typical day looks like?
At the moment, I’m the Chief Creative Officer at COOK, which means I work across brand, marketing, and customer experience. But I also focus internally on culture, learning and development, and strategy. My days are incredibly varied—one moment, I might be facilitating an internal meeting on business strategy; the next, I’m collaborating with the creative team on a new campaign.
However, my role is evolving. In a couple of months. I’ll be stepping into a new position as Chief Strategy Officer, which means I’ll be letting go of some of the customer-facing work and focusing more on long-term planning and cultural initiatives. I’ll also be working with other businesses, helping them bring some of the lessons we’ve learned at COOK to life in their own organisations. The goal is to help create more “COOK-like” businesses across the UK, because we believe this way of doing retail can have a far-reaching positive impact.
How would you describe your leadership style, and how has your career influenced it?
I think leadership is best judged by those you lead, but if I were to define my approach, I’d say it’s built on a strong foundation of equality. At COOK, we embrace a flat structure where no one is inherently superior due to job titles or pay grades. This ethos starts at the top with our co-CEOs, Ed and Rosie, and runs through every level of the business—from our logistics teams and kitchen staff to our shop floor colleagues and central office teams.
Retail, especially at COOK, brings together a wonderfully diverse mix of people, and one of our core values—what we call Churchill’s Pig—reflects that. Inspired by Winston Churchill’s saying that “a cat looks down on you, a dog looks up to you, but a pig looks you in the eye,” we lead with respect and equality.
Coming from a journalism background, where independence is key, I’ve carried that sense of trust and autonomy into my leadership at COOK. I believe in giving people the freedom to own their roles while providing the right support and structure to help them succeed.
COOK is well known for its people-first strategy. How do you foster that culture within the company?
It starts with hiring people who align with our values. Skills can be taught, but the right mindset and attitude are crucial. Once people join, they experience our culture firsthand, and it spreads organically.
At the same time, we avoid becoming too insular. As we expand, especially in retail, we bring in people from different backgrounds who introduce fresh ideas. It’s important to strike a balance—retaining what makes COOK special while embracing new ways of working that can improve our business.
COOK has a strong reputation for community engagement. Can you share some initiatives that the company is particularly proud of?
One of our standout initiatives is the Community Kitchen. Every one of our shops partners with a local organisation that brings people together over food, whether it’s a charity, a support group, or a community project. We provide meals to help facilitate those gatherings because we believe that sharing food strengthens relationships.
For our customers, we also offer a Community Kitchen Discount—a 30% discount on food for events of 20 people or more. Seeing pictures from charity fundraisers, school events, and community groups enjoying our meals reinforces why this initiative is so important.
Your employees obviously love getting involved in these activities. How do you encourage participation?
Some employees are naturally drawn to community engagement, while others may need encouragement. The key is making involvement feel meaningful rather than mandatory. We highlight success stories, celebrate participation, and provide incentives like team meals for the shops that contribute the most. By showcasing the impact of these initiatives, we inspire more people to get involved.
Have there been any mentors or inspirational figures in your career?
Yes, one person who had a profound impact on me was Neville (Nev) Farrington. He worked with COOK for about ten years as a strategic facilitator, helping to shape our long-term vision. Sadly, he passed away last year, but his wisdom and approach to leadership left a lasting impression. He had an incredible ability to distil complex discussions into clear, actionable strategies, and he taught me a lot about guiding a team effectively.
What are COOK’s plans over the next few years?
Growth is a key focus. Our business model is built on steady, sustainable expansion, and we aim to grow by around 10% per year. That means opening more shops, refining our retail model, and ensuring our food range continues to meet evolving customer needs.
We’ve also explored international expansion, though it’s a challenging process—exporting even small amounts of food has proven incredibly complex. While it remains on our radar, we’re taking a measured approach to ensure we do it right.
What trends do you see shaping the retail landscape in the near future?
The shift towards online retail was especially noticeable this Christmas, with many customers opting for digital shopping. The key question is whether this trend will continue or if it was a seasonal anomaly.
At COOK, we see retail as more than just transactions—it’s about relationships. Our shops provide personal connections that online shopping can’t replicate, and that’s something we’ll continue to emphasise. The future of retail will likely involve a blend of convenience and connection, and businesses that can offer both will have a strong advantage.
One phrase we often use is head and heart. A business needs both.
From a COOK perspective, we may have been too heart-driven at times. But you can’t lose sight of the head—the logic, the rationality. That’s necessary for business success. However, the heart is where the magic happens. That’s what truly connects people and makes things work.
There’s a great concept from Danny Meyer, the founder of Shake Shack and Gramercy Tavern. He talks about the 51% rule in hospitality. Essentially, a good restaurant—or any customer-facing business—needs process and structure. But 51% of the focus should always be on people and hospitality.
Retail is a hospitality business. We provide hospitality within the spaces where customers engage with our products. If we lose sight of that balance—and put process over people—we run into trouble.
Danny Meyer also emphasises the hierarchy of priorities in a business: colleagues first, then customers, suppliers, and community—shareholders come last. Which sounds odd to many. But when you get that order right, shareholders still see great returns. When colleagues take care of each other, they create amazing experiences for customers. That, in turn, ensures strong supplier relationships, supports the community, and ultimately drives financial success.
So, the financial, logical, head part of business should serve the human, rather than the other way around. When you prioritise people, everything else falls into place.
