London – Page 4 – Grant Goddard : radio broadcasting expert : media analyst : writer/author

The man who mistook his wife for a hat : 2006-2009 : Enders Analysis

1976. With trepidation, I knocked on the door of the Durham student newspaper to volunteer, opened it and encountered a cacophony of shrill, loud voices in an office no bigger than a two-up-two-down front room. A dozen people in close proximity were conversing at sufficient volume for their voices to project into a distant corner of a non-existent adjacent room. Never had I heard so few people generate so much noise. Not a chummy American loudness, but a commanding-the-troops ‘I’m in charge’ harshness. When one woman spoke, it sounded exactly how I imagined a horse might talk. I had stumbled into toff-land, the privileged world of the privately educated, a parallel universe of entitlement I had observed in television historical dramas but not realised still existed in the late twentieth century. Did I grow accustomed to their gratuitous noise pollution? No.

2006. With trepidation, I started my first day’s work at Enders Analysis. Its location in elite Mayfair, opposite the rear entrance of Park Lane’s Grosvenor Hotel, conveyed ‘class’. I was given a desk in a cramped room shared with colleagues who spoke loudly in plummy accents. The previous occasion I had endured transportation to toff-land, thirty years earlier, at least my commitment had been voluntary. Now I was indentured to spend forty hours a week in this socially hostile environment. Each occasion I opened my mouth seemed to confirm my appointment as the ‘accidental analyst’ to a job usually pre-ordained for yet another privately educated chap. Within days, the questions started.

“Why do you arrive at work so early every day?” asked Ian Watt one morning.

“My wife has to start work early, so I leave home with her,” I replied.

“Your wife is a banker?” my colleague suggested. I struggled to maintain a straight face at such a bizarre presumption.

“No,” I responded with hesitancy. “She works in an NHS hospital.”

There was a gap. I sensed a sharp intake of breath.

“Ooooohhhh,” said Watt with evident disappointment that betrayed a palpable disregard for public service, whether someone worked in a hospital kitchen or the deputy chief executive’s office.

If boisterous office chit-chat (“I’m off on holiday to Brazil next week”) proved insufficiently distracting, it was accompanied by personal phone calls made from colleagues’ desks, sometimes communicating disturbing content. Do I really need to hear you phoning a credit card company to increase the limit on a card in your father’s name for which you had applied and use? We all carried personal mobile phones and could go outside to make calls but, for these colleagues, there was evidently no shame or embarrassment in broadcasting their latest Famous Five-ish japes.

One regularly phoned his wife and, instead of a loving message, he would bark orders to her at the top of his voice as if she were a half-deaf scullery maid in his medieval castle. The tone of his phone calls disturbed me sufficiently to glance around our room to determine if the others had similarly felt they were being forced to eavesdrop on a suspected witch undergoing torture by the Inquisitor. None of them looked up or flinched during his tirades, as I did. I felt so alone in this workplace, observing that such humiliation of a fellow human appeared not only acceptable in toff-land but might be practised by my other colleagues.

“My wife is an opera singer,” he would turn around to tell us once his aggressive phone diatribes ended. I was uncertain whether this occupation was some kind of toff codeword for ‘slave’, or perhaps his entire household was staging a never-ending operetta in the ballroom where he had to phone in his part as the angry, posh analyst husband from Mayfair. His behaviour made me contemplate walking over and committing workplace violence but I was restrained by my poor chances in a pistol duel at dawn.

I soon discovered that ritual humiliation appeared to be my new workplace’s predominant management style. Within weeks of starting the job, I attended my first one-day radio conference at a Mayfair hotel a few hundred metres from the office. During the opening morning session, I received a text from a colleague telling me to return to the office because our boss needed me to do something unspecified urgently. Reluctantly leaving the conference, I returned to the office to be told that our boss was not there but would return soon. By the time the conference ended, I had wasted most of the day sat at my desk waiting for something, anything, to happen that required my presence.

If your private schooling imbued you with the notion that Miss Havisham was an ideal role model, such behaviour must simply propagate down your family money-tree. Many more humiliations followed, all of which I accepted with the uncomplaining resignation that a servant is forced to adopt to remain in the employ of an unhinged ‘big house’. The consequence is that the master progressively ups the ante in order to prompt a reaction, any kind of reaction, to their extensive repertoire of humiliations … and so it was.

2008. In front of my colleagues, boss Claire Enders told me she did not appreciate my work clothes. My suits were too baggy and my shirts were too patterned. I had not changed my dress style since starting work there, so I recognised this as her latest attrition. I wore a black or grey suit, a ‘designer’ work shirt, a subtly patterned tie and black shiny shoes. Once a month, my wife accompanied me on a Saturday hike around local men’s outfitters to peruse and purchase sale items. As a result of my daily cross-country run, my shoulders were broad but my waist was narrow, making any suit look ‘baggy’ on me. It was not my fault that many of my work colleagues were Billy Bunter-like!

In response, I resorted to wearing a plain white shirt and black tie every day under one of my existing suits. Then, in front of my colleagues, Enders complained I looked like an undertaker and ordered me to go to gentleman’s shops on Jermyn Street to buy new clothes. My patience with these workplace humiliations was wearing thin by my third year there. I neither agreed nor refused. As the only parent in the analyst team financially supporting their child’s university education, I could not suddenly throw my earnings at hideously expensive clothes. I had kept to my employer’s dress code at all times. I hoped that this latest humiliation might blow over … but I underestimated the persistence of my protagonist.

One week later, colleague Ian Watt told me he had been instructed to take me to Jermyn Street to buy new, more suitable clothes. We took a taxi, something I never afforded. During the one-kilometre journey, Watt wittered on about stuff while I shut my ears and stared vacantly out the window. I had decided to go along passively with his mission, as if he were demonstrating his superior breeding to a servant or slave … or wife. I did not lose my temper, argue or contradict him. I was merely a lowly bit player in his ‘Downton Abbey’ roadmap of British society. In my head, I was amused at the ridiculousness of this situation.

Inside the Dickensian shop (“Suits you, sir!”), Watt chose a new wardrobe for me. Bright pink shirts, elastic braces, ugly black shoes. I offered no opinion about his preferences. All I would have needed was a red nose to join a touring circus. He took my ‘outfit’ to the cash desk and unexpectedly asked me to pay. I refused. There was a standoff. Frustrated at not fulfilling the ultimate humiliation of making me fund my own unrequested makeover, he stormed off to replace most items on their shelves, before proffering his credit card to pay for the remaining two. During our taxi journey back to the office, I remained detached even when I heard him bellow at me:

“If you had attended a public school*, even a minor one, you would know how to dress!”

There, laid bare, was his contempt for me. It mattered not one iota that I had started working in radio more than three decades earlier and had successfully launched commercial stations attracting millions of listeners in the UK, Europe and Asia. It mattered not one iota that I had earned more mass media coverage for Enders Analysis with my published reports about the radio industry than all my analyst colleagues combined. All that mattered to him was the type of school I had attended many moons ago. The five-figure sum that his parents must have paid each term for his private school education seemed to entitle him to treat me like … you know what.

Unlike Pip, I harboured no desire to be accepted as a ‘gentleman’ by London society. You could stuff your flouncy shirts, your waistcoats, your pocket watch, your braces, your uncomfortable shoes, your sickening attitude to people like me. I knew who I was and was perfectly content in my own skin. Born in a council house, I attended school on a council estate and was obliged to become male head of my single-parent household at the age of fourteen. That is who I was. I refused to lick your … overprivileged ego.

Back at the office, the clothes bought in Jermyn Street sat in a bag beside my desk. I refused to even look at them. Naturally, further humiliations followed until, within months, I was forced out of my job. When I left for the final time, I placed the bag of new, unworn toff-wear on my empty office chair. There were no farewell drinks. There was no gratitude. There were no goodbyes. One day I was at work, then I had gone. Exiled from toff-land.

Several months later, I received an unexpected call on my mobile from Ian Watt. There was some work Enders Analysis wanted me to do. I knew from experience that Claire Enders could humiliate to the bitter end former employees who had been edged out of her workplace by asking a staff member to renew contact on her behalf. Watt droned on for a while and, though I was sorely tempted to shout an expletive at the same volume he reserved for humiliating people like me, I simply responded ‘no’ and put the phone down.

I don’t wanna go to Jermyn Street … ever again.

[* In British English, ‘public school’ confusingly means a private secondary school requiring fees.]

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/07/the-man-who-mistook-his-wife-for-hat.html]

A little radio knowledge is a dangerous thing : 2003 : Neil Romain, The Radio Authority

It was a hostage situation. I was sat on a chair in a large, empty room. An angry man was pacing in circles around me, shouting questions: “What have you done?” and “Why did you do that?” and “Who told you to do what you did?”

Were my family about to receive a ransom note? Unlikely. The room I was in was not some dirty disused dockside warehouse but the plush boardroom of the British government quango where I was employed. My captor was the organisation’s finance and personnel director Neil Romain. Had he mistaken his well-worn DVD of ‘Reservoir Dogs’ for a textbook such as ‘Introduction to Personnel Management’? Was his qualification for this job an earlier life as a school prefect?

My transgression was to have written a ten-page paper analysing the degree of competition between commercial radio stations in Britain’s twenty largest local markets. Qualified in maths and economics, in 1980 I had started to tabulate data about the British radio industry on A3 accountancy sheets which I then transferred to digital spreadsheets in the 1990’s. Prior to this job at The Radio Authority, I had spent most of the previous decade working overseas, hence my UK industry datasets were rather outdated. As no work tasks were given me for the first few months, I used that time to sit at my desktop computer updating my knowledge base.

At lunchtimes, management were regularly being wined and dined by commercial radio bosses at The Ivy restaurant, while I would be searching the stacks of the London School of Economics library for papers in academic economic journals that analysed the American radio industry. What I found inspired me to write my own paper contrasting the significant competitiveness evident in American local radio markets with the high levels of market concentration in Britain. I was not surprised. The United States system of radio had embraced listener choice and commercial competition from its inception in 1920, while the British system of commercial radio had been founded in 1973 upon the notion of monopoly power. My paper demonstrated these divergent outcomes by analysing UK data using a technique favoured by the US Department of Justice. In December 2002, I sent my finished paper to managers in my workplace, hoping for feedback. Zilch.

In January 2003, the government’s Competition Commission announced an investigation into the £12.5m acquisition of Bristol-based local commercial radio station ‘Galaxy 101’ by a joint venture of two large UK radio groups, one of which (GWR Group plc) already had a significant presence in the area. The Commission requested relevant evidence concerning competitiveness within local radio markets. I emailed my paper and received a response requesting my appearance before the Commission to discuss my paper. That was when all hell broke loose around me at work.

At that time, 13 companies owned 177 of Britain’s 259 commercial radio stations. The largest radio groups were lobbying politicians for the ownership law to be changed to allow them to gobble up even more stations, a notion to which The Radio Authority appeared to raise no objection. However, my paper showed that 15 of the UK’s 20 largest local radio markets already exhibited ‘highly concentrated’ ownership. Such a change in the law would only worsen this situation, reducing choice for listeners and advertisers. However, the commercial radio industry and, more surprisingly, the government were keen to argue that even greater concentration of ownership would be a positive change:

“Listeners will be the real winners, with companies like GWR being able to build local centres of excellence offering local output of greater range and quality,” said GWR Group chairman Ralph Bernard.

“A certain amount of consolidated ownership can help to create ‘localness’ by committing the necessary investment,” said Chris Smith MP (and Disney consultant).

The UK government Department for Culture, Media & Sport wrote: “Without any consolidation of ownership, the risk is that a number of small companies will all tend to aim their content at the same middle ground, all seeking the largest possible share of the mass audience…”

These statements would be understood as bollocks by anyone possessing a modicum of economics knowledge, but maybe MP’s and civil servants too had enjoyed free lunches at The Ivy. The reason my little paper created so much anger was that it challenged this bizarre avalanche of propaganda intended to persuade that the fewer companies owned Britain’s commercial radio system, the better the outcomes. Between 1973 and 1990, commercial stations in all local markets (except London) had enjoyed monopoly status. Owners were now demanding the clock be turned back to those uncompetitive times.

This is why Neil Romain had transformed into The Inquisitor, demanding to know why I had written a paper that nobody had asked me to and, then, why I had sent it to the Competition Commission when nobody had asked me to. I explained that it was a personal paper that only analysed publicly available data and which I had submitted individually, not on Radio Authority letterhead. The Commission had asked for evidence and, to the best of my knowledge, nobody else had written a recent analysis of competition issues and market concentrations in British commercial radio.

The subtext of Romain’s angry tirade was me having published incontrovertible evidence that contradicted the prevailing ‘industry’ view that further consolidation would prove more beneficial for radio listeners, rather than less. I was the fly in the ointment. I had refused to drink the Kool-Aid. I had already been given a minor job at The Radio Authority. I was meant to demonstrate gratitude by just sitting at my desk doing absolutely nothing.

This sense of absurdity was underlined after I was pushed into the office of my manager, David Vick, for a further dressing down. I was on the receiving end of another mad outburst which eventually ended with Vick demanding that I should not talk to anyone about radio, nor write anything about radio that had not been requested of me. I felt compelled to point out that I was studying an MA in media management (paid for by my employer) that required me to write and talk about the media.

“I forbid you,” he shouted. “You are not to talk to anyone about radio while you are employed here.”

It was apparently a crime to be an authority on radio at The Radio Authority. Was this ‘1984’? Rather, the situation recalled the absurd bureaucracy in the 1985 film ‘Brazil’, with me cast as Sam Lowry, the man who knew too much; Vick playing Lowry’s boss Mr Kurtzmann, the man who stymied Sam’s career; and Romain as Jack Lint, the family man who enjoyed a dose of mundane torture in his office. All that Vick and Romain’s actions confirmed was that I was working in an organisation that pretended to be a public regulator but whose levers were being pulled by commercial interests. Their reaction to my paper revealed once again the real men behind the curtain. I vowed to ignore their ridiculous posturing and continue writing papers about radio.

In April 2003, The Radio Authority funded Romain to attend the annual National Association of Broadcasters convention in Las Vegas. I asked him beforehand if he could purchase a short list of books about radio that I knew would be on sale at the convention book stall, me having attended the same event a decade earlier. Unavailable online, these materials would assist my research. On his return, I asked Romain if he had managed to purchase my requested books, to which he answered simply “no” without apology or explanation. He was subsequently promoted to deputy CEO. I had been exiled to the naughty step.

In May 2003, the Competition Commission announced that the conclusion of its investigation was to block the sale of ‘Galaxy 101’ to new owners on the grounds that GWR Group already dominated the local radio markets in Bristol and Bath. This outcome forced GWR to sell its half-share in the joint venture. I was pleased that my analysis had informed the Commission’s decision-making, though I was realistic that my chance now of ever finding employment within a large commercial radio group in the UK would be zero … and so it was.

At the end of 2003, as the Authority merged into new regulator Ofcom, Romain was appointed managing director of commercial radio group London Media Company Ltd. This was surprising on two counts: to the best of my knowledge, Romain had not previously managed a radio station; and the company he joined was owned by Avtar Lit whose activities in the radio industry were already, er, notorious. ‘The Sunday Times’ newspaper in Sri Lanka alleged that Lit had accrued 177 convictions for fraud and petty crime by 1998.

I had had occasional contact with Lit since the late 1980’s when he had claimed to run a West London pirate station ‘Sina Radio’ whose broadcasts I had never found, despite living only a few miles away. He would phone me at home for free advice on his imminent application for a legal ‘incremental’ radio licence, and I attended some of his public meetings where I heard all sorts of crazy talk.

In 1998, Avtar Lit and Radio Authority employee Janet Lee had been arrested on charges of alleged corruption in connection with Lit’s successful licence application for new London Asian station ‘Sunrise Radio’. Was Lee sacked by disciplinarian personnel director Neil Romain? No, she clung on to her management post at the Authority until it was dismantled five years later. Was Lit’s licence revoked? On the contrary, the Authority renewed it in 2000 for a further eight years because its “application for licence renewal complies with the statutory requirements”.

Only months later, The Radio Authority fined Lit’s station £10,000 for having broadcast propaganda supporting his (unsuccessful) campaign to be elected Southall’s MP. The regulator inexplicably provided Lit with the licence to operate London’s first and sole Asian commercial radio station from 1989 to 2003, enriching him sufficiently by 2005 to be lauded as one of the “twenty most powerful Asians in British media.” In 2007, ‘Forbes’ magazine profiled Lit’s success at building a global business empire, without mention of its foundation on a monopoly radio licence that allegedly had been awarded corruptly by the regulator.

The tiny local radio stations acquired by Lit’s London Media Company, managed by Neil Romain, proved to be unmitigated commercial disasters. In 2009, I wrote a 6,000-word essay analysing the abject failure and closure of two of them. In 2010, Sunrise Radio’s accounts declared a loss of £10m. In 2013, the station was prosecuted for £390,000 in unpaid taxes. In 2014, Lit was declared bankrupt by the High Court and Sunrise Radio was placed into administration. Lit’s radio group was then acquired by Ketan Somaia whose interests, ‘The Guardian’ reported at the time, “once included hotels, banking, motoring and media, [and who] is being prosecuted [at the Old Bailey] for fraudulently taking £14m in a series of deals dating back to 1999”.

Corners of the UK commercial radio industry can appear to resemble a ‘pass the parcel’ game in a pawn shop.

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/06/a-little-radio-knowledge-is-dangerous.html]

Sit-in here in limbo : 1986 : Community Service Volunteers & Radio Thamesmead

“It’s just like the multinational pharmaceutical businesses deliberately designing toothpaste tubes so that you cannot squeeze out the last bit of toothpaste,” I blurted.

There was stunned silence while my colleagues seated on a circle of chairs in the middle of a low-ceiling conference room stared at me blankly. Was this young man mad? Perhaps I was. I cannot recall to which discussion topic my poorly chosen conspiracy theory analogy was intended to refer, but I clearly remember the reaction. I was present because a letter from Ric, our manager, had instructed me to attend. I had no comprehension what this meeting was intended to achieve. By the time I opened my mouth, the gathering had seemed somewhat pointless.

I had already been employed for several months of a one-year contract by the two-decade old charity Community Service Volunteers [‘CSV’], but this half-day event was the first time I had visited its sprawling offices in King’s Cross. Like me, each of the dozen people present was supervising a job creation scheme within a local radio station. Their ‘Action Desks’ were funded by government and sponsored by CSV, each employing a couple of low-wage staff to answer phone enquiries from the public about lost dogs, community events and volunteering opportunities. Unlike me, every invitee present was female because, in the pre-desktop-computer dark ages, scripts had to be prepared by Action Desk staff on a typewriter in order to be read on-air by professional radio presenters. In essence, CSV offered broadcasters its staff at zero cost to generate the ‘community’ content required by their stations’ broadcast regulations.

I was different, not just because I was male and talked crazy ideas, but because it quickly emerged that I was the only person present with prior radio experience, and I was not operating one of these ancillary Action Desks. Instead, I was supervising a larger team of paid CSV staff who worked alongside non-professional volunteers managing London’s only legal community radio station, ‘Radio Thamesmead’. Although ‘history’ (a.k.a. Wikipedia) records Britain’s ‘first’ community radio station as not having launched until 2002, significant but little-known antecedents did exist. In 1976, many of Britain’s 28 post-war ‘new towns’ had been resourced with a community radio station, initially funded by each location’s New Town Development Corporation to broadcast on a then state-of-the-art analogue cable system.

However, by 1986, only two of those pioneering radio stations had survived. Why? Having myself lived/worked in these new towns, I witnessed first-hand the grand objectives of the 1946 New Towns Plan having never been completed, leaving residents without the promised shopping centres, community facilities and sportsgrounds. Their local cable systems suffered poor maintenance and many households now subscribed to satellite TV delivery instead. In the 1980’s, Development Corporations were wound up by government and their funded projects, including community radio, were abandoned. Did the Cable Authority, which inherited regulation of the remaining community radio stations, publish an evaluation of the evident failure of the 1970’s ‘cable radio experiment’? If so, I never saw one. Its sole statement on the subject was that “community cable radio stations tended to be longer-lived than the [cable] television stations, and two still survive”.

Radio Thamesmead had endured only as a result of its job creation staff and partial funding of overheads provided by CSV. A government agency named Manpower Services Commission operated the station’s ‘Community Enterprise Programme’ for which staff were recruited from the ranks of the unemployed and contracted to CSV, whose expenses it then reimbursed monthly. In this way, money flowed from government to the Commission, then to CSV which then paid me and my team’s monthly salaries in arrears. However, there was one month when our pay failed to arrive on time. I phoned CSV which explained there had been a temporary problem and it would come soon. One week later, still none of us had been paid. This created a practical problem because our low pay was barely sufficient to cover our work expenses. I had to endure a daily commute of more than two hours each direction by coach and train which ate up the majority of my salary. I phoned CSV again and was offered only more excuses.

The following Monday morning, instead of commuting to Thamesmead, I arrived unannounced at the CSV office and demanded to meet its finance director. How could I manage a team of staff who were essential for keeping this little community radio station on-air if they were not being paid for their work? After initially being offered further excuses, it was eventually confided in me that the CSV staff member responsible for managing the finances of these job creation schemes had disappeared from its headquarters along with the funds received from government to pay our wages. I was angry. I had a responsibility to ensure my team was paid. CSV had a responsibility to fulfil its employment contracts by paying me and my team. Otherwise, it would breach those contracts and open itself to legal action.

I told the finance director that I intended to stay in his office until a solution was organised in order for us to be paid. Mine was a one-man sit-in protest. I made myself comfortable in the low chair for guests in his office, listening to my Walkman and reading a book I had brought along. Due to my long daily commutes, I was familiar with sitting for hours alone, entertaining myself with cassette recordings of the ‘John Peel Show’ from ‘BBC Radio One‘. That day, as every weekday, at daybreak I had caught the first scheduled coach into London from the London Road bus stop in Camberley. After a further two hours having sat in this office, which had been unoccupied after my tirade, I needed to use the toilet. I rose from the chair …

The next thing I remembered was opening my eyes, feeling the carpet beside my face and realising I was laid out on the floor of the office. I had no idea what had happened. My head was hurting like crazy. I felt very dizzy. I managed to crawl along the floor on all fours into the corridor where I could hear voices talking. I headed in their direction and crawled through the doorway of an office where my sudden appearance at floor level must have shocked the two women sat inside at their desks. Something catastrophic must have happened, but what exactly?

It transpired that, when I had risen from my chair in the finance office, my head had hit a bookshelf drilled into the wall directly above me which, in my initial anger, I had not noticed when starting my sit-in several hours earlier. I must have suffered concussion, though it was unknown how long I had been unconscious because nobody seemed to have entered or passed the office despite its open door. All I could recall was a vision in my head of my spirit travelling through space with bright lights passing rapidly to left and right, similar to a sequence in the film ‘2001: A Space Odyssey’. I could now feel a large bump on the top of my head and I remained dizzy and incoherent. An ambulance was called and I was whisked away for tests in a London hospital. Following several hours under observation, I was released in late afternoon.

CSV had offered to pay for a taxi to take me home from the hospital. When I told them my destination would be my mother’s house thirty miles away in Surrey, they initially told me they could only deliver me to “my home”, not to a relative’s. I had to insist that I was commuting that distance daily as a result of having failed to find an affordable home to rent in London. They were putting up resistance but finally paid for my long £50 black cab ride all the way to Camberley. I rested the next day and took the painkillers prescribed by the hospital. When I phoned my workplace to explain my absence, my team were somewhat shocked and surprised to learn the bizarre outcome of my sit-in.

A few days later I felt well enough to return to work and, by Friday that week, my team were belatedly paid our overdue salaries by CSV. The problem never repeated. I never revisited the CSV office.

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/05/sit-in-here-in-limbo-1986-community.html]

The Best Man for the job : 2003 : Neil Stock, The Radio Authority

When someone leaves their job, what are the chances that the ‘best man’ to replace them will be:

the groom at whose wedding their predecessor was Best Man, AND
a contemporary at the same university, AND
a volunteer at the same student radio station?

Wielding my four mathematics GCE’s and a pound-shop calculator, I sat at my desk calculating the probability of such an alignment of coincidences for a job appointment within my workplace. If this had been an internet start-up of Cambridge science graduate nerds, no eyebrow would have been raised. But in a British government quango? My calculator produced a gibberish result from the very first calculation. But when I turned around its display, the characters appeared to spell out ‘NEPOTISM’. I switched to an Excel spreadsheet but it too crashed. Microsoft made contact, suggesting I lease processing time on its supercomputer to complete my calculation of a ‘1 in …..’ probability that would require several zillion zeros. I gave up.

After an unexplained rush to appoint me, The Radio Authority had left me alone, twiddling my thumbs at my desk for three months. There were no team meetings or supervisor get-togethers to attend, so nobody remarked upon my ongoing inactivity. Had my colleagues even browsed the ‘management’ section of a bookstore? Work tasks were assigned by way of someone with a supreme confidence in their own superiority marching up to your desk and barking orders, before turning around and marching away again. It began to feel as if I had been press-ganged into the Civil Service as deckhand on a ship of pen-pushing fools.

Finally, by month four, I was given a project by the manager who had appointed me, David Vick. The local commercial radio licence for West Lothian in Scotland had been advertised and my task was to write a paper to be presented at a Members’ Meeting, recommending to which applicant the licence should be awarded. No problem, I thought. A decade earlier, I had regularly spent a morning in the broadcast regulator’s library, reading multiple applications for a particular licence and then summarising them during the afternoon in an article of several thousand words for the weekly ‘Broadcast’ magazine. I was thinking that a more detailed paper might take me a week to write. Then Vick told me that I had … two months. Oh, and there was only one applicant.

I was offered no guidelines, no style sheet, no system to follow, no advice. Just “write a paper – you have two months.” I executed what I considered to have been a thorough job. I researched the local media market, the radio market, the applicant’s business plan, everything I could find. This was my first project. I wanted to impress my boss. There were days when Vick asked me why I was using the office printer so much, seemingly oblivious to the demands of evidential research. After six weeks, I gave him my draft document and asked him to mark it up so that I could understand which parts he wanted to keep or discard. He invited me into his office to discuss my work. Had I done well? Er, no. He went ballistic. He screamed and shouted at me.

“This isn’t what I wanted,” Vick yelled. “This isn’t an Authority Paper. What do you think this is? Can’t you write?”

He stormed out of his office and marched down the corridor shouting “Shit! Shit! Shit!” at the top of his voice. It was left to me to presume that our meeting must have ended, without me having uttered a word.

I was shocked. And very confused. I believed that I could write … and write quite well. Vick had read my CV and knew my articles about the radio and music industries had been published in trade and consumer publications, some of which had employed me as sub-editor or editor. My job application here had even required me to submit a one-page essay entitled ‘The London Radio Scene’. During my job interview, Vick had not critiqued my supposed inability to write. Why would I have been appointed?

Later that day, Vick’s deputy marched up to my desk and requested a meeting. In their rehearsed good cop/bad cop roleplay, Vick apparently judged Neil Stock the best man to ‘offer’ to bang my report into the requisite, undefined shape and style of ‘Authority Papers’. I did not bother to argue. Stock was eminently qualified by having studied American Literature, having never worked in commercial radio and, to the best of my knowledge, having never published an article about the radio industry. Visually, he was Beaker to Vick’s Doctor Bunsen Honeydew. Stock’s frigid demeanour recalled the android Bishop in the movie ‘Aliens’ whose ‘humanity’ module might never have been activated.

Stock occupied a spacious office on the opposite side of the corridor that resembled one of those IKEA showrooms where everything looks too perfectly arranged to be real and the desk computer turns out to be fake. I sat facing him across a desk ring-fenced with multiple stationery pots filled with over-sharpened pencils of varying hardness and a row of staplers, holepunches, paperclips and elastic bands. Stock’s patronising spiel, instructing someone twice his age how to write, floated off into the ether above my head. My eyes were scanning the office carpet for evidence of vomit stains where my colleagues had alleged his predecessor had been found unconscious following an over-liquid lunch. After that incident, Stock’s Best Man had been shoehorned into a board-level job in a commercial radio group, a responsibility which had proven so successful that I had overheard Vick on the phone to the CEO trying to save his prodigy’s bacon.

One week later, Stock gave me back the document. It still had my name on the front but almost nothing within remained of my six weeks’ graft. Every single table, graph and map had been expelled. Every reference to a specific number (such as Census population data) had been rounded and referred to as ‘approximately’ or ‘about’. All evidential sources such as media and radio market data had been expunged. My sentences had been conjoined with ‘and’ or commas until each contained at least seventy words. Some paragraphs filled almost a whole A4 page. Subjective adjectives had been attached to references to individuals, tainting them with judgement as to whether they were in or out of favour with The Radio Authority. This was writing, Jim, but not as we journalists know it.

I asked Stock to remove my name from his revised document as it no longer resembled anything that I had written. He refused. I asked that his name be added to mine as joint author. He refused. We may have been sitting opposite each other at his desk, but each of us had landed there from different worlds. My quarter-century in journalism had been spent explaining facts. His few years in this civil service madhouse seemed to have been spent obscuring facts. If his university had offered a module titled ‘Using Words as A Weapon: How to Write Baffling Prose’, he would certainly have scored an ‘A’.

Naturally, Stock’s boss David Vick was happy with the result. It looked and read just like something he would have written himself. I was required to present the paper to a monthly Members’ Meeting, reading a pre-approved two-minute script from which I was forbidden to deviate. Neither was I allowed to use audio-visual aids in my presentation. Vick had instructed me not to contribute to the ensuing debate unless a specific, factual question was addressed to me directly. I saw absolutely no point to my presence at the meeting. It achieved only what the organisation’s officers had carved up beforehand. The licence was awarded to the sole applicant. My ‘work’ in The Radio Authority was merely to keep up its appearance of objectively regulating the radio industry.

Months later, an uncharacteristic silence broke out amongst my colleagues in our crowded office. We had already been told that our regulator was about to be merged into a new, bigger government organisation. What we had not learnt until then was that our new manager was to be … Neil Stock. There was stunned silence as the news sunk in.

This was the Neil Stock who, on arrival at work each day, would email his ‘team’ a ‘Pop Quiz’ question that required an emailed response within the hour. When I refused to play this childish game, he complained that I was not a team-player. But I had no interest in flaunting my encyclopaedic knowledge of pop music earned from having created radio station formats over several decades. Mike Read was not my hero.

This was the Neil Stock who refused to attend the quarterly team-building, afterwork social visits to a local pub or restaurant that our employer mandated. Management apparently thought it was insufficient that we already spent forty hours every week in each other’s company in one cramped office. During one such social evening, my colleagues expressed astonishment that I had not been made to take a UK geography test before my appointment, which had been required of them. It was as if knowing the county town of Rutland proved a perfect substitute for non-existent knowledge of the radio industry that a new employee would be regulating.

This was the Neil Stock who only popped into our office briefly if there was something specific that he wanted to address to one of us. Watercooler chat, small talk, even casual morning greetings or afternoon farewells were apparently foreign concepts. Enter his office at 4.30 and he would be enthusiastically sharpening his huge pencil collection on a desk uncluttered by a single folder or sheet of paper. Enter his office at 4.50 and he was already being whisked by train back to his IKEA showroom house and wife in Cambridgeshire.

This was the Neil Stock who chose not to inform his own underlings that he had been appointed their new manager. Neither did we learn it from our then manager, David Vick. The news reached us that fateful day as part of a general personnel update email from the new regulator Ofcom. Once again, our managers were demonstrating their non-communication skills.

Our office was not the only one rendered speechless by the news. A hush spread over the whole floor as our colleagues digested that Stock would not just be managing our team, but most of the 40-odd staff about to be transferred from The Radio Authority to Ofcom. What a meteoric rise through the ranks for someone so, er … inexperienced? In 2000, Stock had been judged the best man to replace his Best Man. By 2003, somebody somewhere considered Stock the best man to manage Britain’s commercial radio licensing system, a job that had not been advertised publicly.

We were left to presume that Vick must have decided to take retirement since it was plainly evident that his nineteenth-century style of management – writing everything longhand, never touching a computer keyboard, bellowing from his office at his two full-time administrative assistants whenever he needed to send/receive/print an email – would have proven awkwardly Luddite within the determinately twenty-first century Ofcom.

The pair’s Hawkins/Harker partnership was about to be dissolved. Meet the new boss …

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/05/the-best-man-for-job-2003-neil-stock.html]

I’m gonna git you sucka : 1988 : Ace Records, Harlesden NW10

[my pyjama top, 1988 to 2023]

I recognised the tune. Not only did I recognise it, I knew all the words and would have happily rapped along with it. But not here. Definitely not here during rush hour on a crowded Underground train. I was seated in the end carriage on the Metropolitan line at Baker Street station, where the service often paused for around ten minutes before heading northbound. A man had just plonked himself down on the seat next to me, put on headphones and started his cassette player. The volume of his music was not excessive but, sat in close proximity to his headset on a stationary train, I was able to recognise the tune.

We were still awaiting our departure when I overheard my neighbour’s next track. I was even more surprised to recognise that tune. Not only did I recognise it, I was shocked that the two tunes he had just played were in the same order at the start of a cassette compilation I had created only weeks earlier. Once a third tune started, I had absolute certainty. The chance that a stranger would be listening to three tunes in the same order as mine was infinitesimally small. This unknown person must be listening to my cassette. I wanted to turn to him and explain this coincidence, but he would have thought I was a crazed madman. I had no idea who this man was. I had no idea how he possessed my cassette. Instead, I just sat there, smiling to myself that somebody seemed to be enjoying my music choices, until the train moved off and I could overhear his music no longer.

At the time, I had a job working three days a week at Ace Records, a small independent record label that specialised in reissues of American black music from previous decades. My task was to promote its releases to the press and radio by writing press releases, designing marketing materials, maintaining contact lists and sending out sample copies of records (tasks which I enjoyed), as well as cold-calling journalists (which I hated). I had been hired by the company’s co-founder Roger Armstrong, one of the best bosses I have worked for, with whom I shared a huge modern office. The Ace team were friendly and the building was a delight to work in, located on an industrial estate in Harlesden NW10, overlooking the Grand Union Canal. Opposite was the United Biscuits factory where you could determine which biscuit brand was rolling off its production line by the smell that permeated the air.

Harlesden had long been one of the hotspots of London pirate radio as a result of its significant Afro-Caribbean population. Walk along Harlesden High Street and you would see tall FM antenna masts installed atop roofs of the numerous record shops, transmitting live soul and reggae shows across London. All these stations were illegal and had to play cat-and-mouse games with authorities who sporadically shut them down and impounded their equipment. Working at Ace, I would often listen all day to Harlesden’s stations alone in my first-floor office because Roger spent a lot of time in the States copying master recordings from tape archives. I got to know the names of the pirate radio DJs and the styles of black music each of them played.

My colleagues at Ace were fans of the music the company released and we often shared recordings of music we had discovered. Brian Nevill, a musician with a deep knowledge of black music, worked in the ground floor stockroom and generously gave me a cassette of R&B/soul singles issued on the Sue and Chess record labels recorded from his record collection. His tape launched my ongoing search for music released by these companies, many of which are now my favourite tunes from this era. As a return favour, I recorded a 1970s reggae compilation from my record collection that I named ‘DJ’s Choice’, wrapped it in a cassette cover that I had designed and printed on Ace’s photocopier and gave it to Brian.

In my office at Ace, I particularly liked listening to one pirate radio programme of roots reggae oldies from the 1970s, unusually for the time presented by a female DJ. I had a bright idea! Maybe she would enjoy my cassette compilation. I made another copy and mailed it to her at the station. I never knew if she received or even listened to it. What I did know was that, within weeks, the man sat next to me on the Underground train was playing this cassette. For all I knew, copies might already be for sale on somebody’s market stall somewhere. Such was the world of pirate radio.

Then, one day at work, I heard a commotion and shouting from the reception desk at the other end of the corridor. There were loud voices and suddenly, behind me while I was sat at my desk, I heard a man’s loud, angry gruff voice:

“Are you Grant Goddard?”

I turned in my seat to see a large man looming over me, evidently angry in the belief that I had somehow wronged him. In between cursing me, he was shouting that I had refused to send him free copies of records that he had requested for a pirate radio show that he presented. Aha! I knew what this was about. It was true. He had written a letter asking for a long list of Ace Records’ 1950s and 1960s American R&B reissues, informing me that he worked for a Harlesden pirate radio station. I had written back, politely explaining that I was given limited numbers of free records to distribute because Ace was a small company that was forced to carefully select a minimal number of radio DJs to supply. This was all true. But there were additional truths I had not explained to him: Ace Records had a policy of not supplying records to illegal radio stations; the music he was asking for I had never heard played on ANY Harlesden pirate radio station; and I had never heard his name mentioned on ANY of the pirate stations I regularly listened to.

“I’m gonna [expletive] kill you,” he was shouting in my face. This hubbub attracted colleagues from adjacent offices who came to see what was happening. They demanded this stranger leave our building immediately, but he was not finished with me yet.

“How dare you refuse to give me the records I asked for,” he was shouting. “You’re gonna pay for this because I am gonna [expletive] KILL you.”

I realised that if I caved in now and gave him some records, he would simply return here again and again to demand even more from me. It was essential to hold the line. I calmly restated the reasons I had sent him in my written reply. Naturally this had no calming effect on him. He repeated his threat of violence. My colleagues repeated their demand that he leave. I noticed from his clothing that he must have come to our office straight from work. On his lapel was a Royal Mail badge with an identifying number, the type worn by postmen collecting and delivering mail.

After venting his anger so violently on me, and seeing how many of my colleagues were now present, he thankfully decided not to kill me and eventually stormed out of the building, just the way he had barged his way in. Once my adrenalin subsided, I realised how frightened I had been by this confrontation. My colleagues comforted me and suggested I leave work early that day. I wanted them to call the police and report the incident. I felt that if he knew he had got away with such threats, he would feel encouraged to do the same at some other record company. However, they refused steadfastly to involve the police. My colleague from the adjacent office, Chris Popham, kindly gave me a lift to the nearest railway station.

My journey to/from work at Ace required a one-kilometre walk between Harlesden station and the last building on a cul-de-sac through a sparse industrial estate. During winter months, I walked in darkness along these poorly lit roads. Following the incident, I was scared that this angry man would jump out and attack me as I walked along side roads that had little traffic. Not only could I no longer listen to my Walkman on my walk to work, I would constantly look left and right, and even over my shoulder, to be certain I was not being followed. The incident had transformed my enjoyable working environment at Ace Records into one where I was now living in fear.

It did not take long to decide to quit this job. There was another factor in my decision. After three years’ work promoting world music artist Ofra Haza, whom I had discovered in Israel and persuaded Ace Records to release her recordings, I finally achieved a UK Top Twenty single. I then asked Ace Records’ directors for a bonus because I was receiving no royalty from record sales and such chart success was a rare occurrence within its business. However, all I was eventually offered was a small payment to cover my promotion expenses to date. Furthermore, a colleague at Ace had taken credit in press interviews for Haza’s success. My role had never been mentioned. It felt like the right time to move on. Lesson learnt: the music industry fails to acknowledge or reward those who create success.

Still unsatisfied with Ace Records’ unwillingness to report the incident, I wrote to Music Week, the weekly trade magazine of the music industry, explaining how someone who had claimed to work for a pirate radio station had burst into my record company office and threatened my life. It published my letter anonymously. I was sad to leave Ace Records but it was time for me to start a new job … working for a London pirate radio station!

[My curated Chess Records R&B and soul playlists are on Spotify. A detailed history of London pirate radio is a significant part of my KISS FM book.]

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/04/im-gonna-git-you-sucka-1989-ace-records.html]

Born to be hired : 2006 : the new boy, Enders Analysis

“How is it that jobs just seem to fall into the laps of posh people?” my daughter asked the other day.

A rhetorical question? A truism? Both? Those of us who work in industries populated largely by posh people whom we do not resemble may have observed two phenomena. Posh people are often appointed to posts for which they appear to have no relevant experience; and posh people are regularly promoted effortlessly without apparent need to demonstrate above-average talent or previous successes. Obviously not ALL posh people, but enough for such occurrences to be more than random chance.

Recently, I switched on BBC Radio Four mid-programme and heard a posh woman explaining her lengthy career. “I could have been anything,” she said confidently.

That single phrase encapsulates the social divisions so evident in Britain. If you are posh and your parents invest a small fortune in your private school education, it is drilled into you from an early age that you CAN and WILL do and be ‘anything’ in life. Meanwhile, the rest of us have to endure soul-destroying verdicts from state schools, careers services, Jobcentres and potential employers telling us of things we are not good enough to do and be in our apparently second-class lives. ‘Upstairs Downstairs’ proves not so entertaining a system when you have to make do in life with the scraps of opportunity that institutions occasionally chuck your way.

It used to be that posh offspring would join their families’ businesses or spontaneously be appointed ‘captains of industry’, as if managing a British industrial conglomerate was no different than taking daddy’s yacht out for a jaunt on a weekend. However, Britain’s post-war, post-colonial de-industrialisation (hastened during the Thatcher years) considerably narrowed such straight-ahead career opportunities. For a while, only politics, government, medicine, law and accountancy were considered suitable professions for posh people, whereas now those ambitions have had to be diversified into occupations such as … the media.

In 1973, Jenny Abramsky had joined the BBC as a lowly programme operations assistant, following an education at a London comprehensive (state) school and the University of East Anglia. After 26 years progressing through the ranks, she was finally appointed director of BBC radio. Following her retirement in 2008 from managing the largest radio operation in the world, it would be difficult to imagine a job description for her successor that would not have demanded similarly extensive experience in radio broadcasting. It is a sign of how times have changed that the BBC’s choice for the job was Tim Davie who had never worked in radio, but had attended private school, Cambridge University and was deputy chairman of Hammersmith & Fulham Conservative Association. It was transparent even then that the radio job was merely a stepping stone for Davie’s ambitions … and so it came to pass.

Occasionally a glitch in The Matrix does occur, maybe once in a lifetime, when mysterious forces within the universe collide to produce a job opportunity that would not normally appear on the precarious, non-linear career timelines endured by the non-posh. In 2006, I was unexpectedly offered an unadvertised post as a ‘media analyst’, a job title I had to search for on the internet to understand what it entailed. As the salary offered me was greater than any previously earned in Britain, it proved hard to resist.

On my first day of work at Enders Analysis, I was invited by my new colleagues to join them for lunch in a local ‘greasy spoon’. I had already spotted some clues: the office was located in Mayfair, a London district too expensive to even window shop; and the water cooler chatter was about made-to-measure suits by a tailor in Hong Kong.

“What school did you go to?” one of my new colleagues asked.

Decades had passed since I had last been asked about the school I had attended. I was now 48 years old, but I did not want to appear reticent to my peers on the first day.

“Strode’s College,” I replied.

My colleagues looked at each other as if I had mentioned a rarely-visited, faraway Pacific Island populated by savages.

“What sort of school is that?” one of them eventually followed up.

“It’s a sixth form college,” I replied.

This response evidently did not satisfy them. There was a more critical question they were burning to ask, a question that normally was not required of a new recruit. One of them dared to raise it with me.

“Is that a public school?”

In the 1984-ish world of British language, the phrase ‘public school’ means a private school where parents have to pay for their children’s education. What Americans call a ‘public school’ is known in Britain as a ‘state school’ because it is funded by the state. Although every child in Britain is entitled to a free education, a tiny proportion of parents choose a private schooling that they confidently expect will propel their offspring into an elitist trajectory.

It might have been my first day communing with my new ‘colleagues’, but my patience was already starting to be tested. I decided to respond obliquely.

“It used to be a grammar school,” I replied.

“So had it been a private school then?” one of them asked.

This question itself betrayed a flawed understanding of Britain’s school system viewed from the perspective of someone who graduated from private education. Grammar schools can only be state schools by definition. It was up to me to explain such fundamentals in the most black and white terms.

“No, it was a state school as a grammar school, and then it was a state school as a sixth form college,” I replied.

The fact that this humiliating Q&A was the first conversation with my new work colleagues turned out to be indicative of how my future in this job was going to proceed. I was not embarrassed about my education, a state-funded experience I shared with 94% of Brits. What I found difficult to process was my colleagues’ apparent belief that, thirty years after my departure, the status of my school continued to merit far more concern than anything I had done since.

Once the horrifying truth had been extracted from me that I was not ‘one of them’, their lunch chatter switched to other topics. Although I was employed as a media analyst, there were no follow-up questions about my relevant experience for the job, about employers I had worked for previously or about any successes I had achieved. It seemed as if my long career in radio counted for absolutely nothing with them. Of more importance was the type of school I had attended, a fact that certain colleagues were quick to remind me of later in this job.

Despite this rather rude introduction, I continued to join my colleagues for lunch in the same diner on following days in order not to appear unsociable. The cooked food was consistently terrible and caused me diarrhoea. Why did they go there? It soon became apparent from their chatter that one of them, my line manager, lusted after an East European waitress employed there who was probably a third of his age. Instead of castigating him as a ‘dirty old man’, his colleagues appeared to enjoy indulging his fantasies and encouraging his unwanted attentions by spending most lunchtimes being served food by this poor servant girl. I soon chose to duck out of their pantomime and went my own way to Eat or Pret A Manger for a cheaper, more wholesome takeaway sandwich.

During my first week, I had to ask my line manager’s advice about a paragraph I had written for a report. A quick visit to his adjacent private office should have lasted no more than a few minutes. Not so. I exited more than half-an-hour later, reeling from his account of sexual abuse suffered at private boarding school. One moment we had been talking about my punctuation, the next he had drifted into dark memories of bullying from many decades ago. I had not asked a question that might have prompted him to regale me with these horrific stories. Why had he considered it appropriate to burden the ‘new boy’ with such accounts?

Some months later, the whole team was required to attend a seasonal lunch at a basement restaurant in Mayfair. I hated these affairs as my colleagues would get drunk and talk even more loudly, but it was impossible to avoid such ‘team’ occasions. Sat facing each other along a long bench table adjacent to the kitchen, mid-meal I noticed under our table a liquid had started to flow around my shiny black shoes. In my lone sobriety, I raised the alarm with my colleagues, but was ignored until a chef appeared and shouted that a pipe containing used cooking oil had burst and was flooding the restaurant. Suddenly all us customers had to negotiate an extremely slippery floor, climb the stairs and exit onto the street.

On our way back to the office, I was walking alongside my line manager when he suddenly said: “Would you mind if I asked your advice about a personal matter?”

Considering some of our previous, scary conversations, I was half dreading what I might be about to hear. Why did he consider me to be someone suitable to share his private thoughts? His life experiences and his concerns seemed light years away from mine.

“The problem is my mother,” he explained. “She is spending money like water and nothing I say can seem to stop her. I am extremely worried that, when she dies, my inheritance will be insufficient for me to live on.”

“And how much do you think you will inherit when the time comes?” I asked with a great deal of trepidation.

“About one million pounds,” he replied without a hint of embarrassment.

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/03/born-to-be-hired-2006-new-boy-enders.html]

The rubber stamp men … and women : 2002 : Members Meetings, The Radio Authority

“Did you enjoy your day off yesterday?” a member of my team asked me one morning.

“Yesterday?” I enquired, slightly confused.

“Yes,” he continued. “You weren’t in your office all day so we guessed you had taken the day off.”

Ah! Now it began to make more sense.

“Unfortunately, I was not off yesterday,” I replied. “I was in meetings all day in the boardroom upstairs.”

That was true. It had been just one of a multitude of similar days when, from my arrival at eight until evening, I had bounced from one meeting to another, and then another. Had I even eaten lunch? We were launching a new London radio station, KISS FM, where I was the only member of the management team with prior commercial radio experience. My page-a-day diary was necessarily crammed with all sorts of meetings. In some I had to make presentations, some I had to chair and some I had to minute. For many months, there never seemed time to do real ‘work’ in my job because of all these meetings.

My initiation into the world of apparently endless meetings had happened a decade earlier. As sabbatical deputy president of a student union, my life was sacrificed to committees, sub-committees, executive committees and student councils, listening to and engaging with student activists who loved nothing more than to talk and talk. I had also been nominated as the student representative on umpteen university committees, in which twenty to thirty grey academics and administrators sat around a massive wooden boardroom table for hours, leafing through the half-ream of agenda papers before them in an effort to stay awake. Much of my life for one year comprised evenings spent punching holes in paperwork and filing it in huge ring binders for posterity.

Two decades later, starting my first job within a government ‘quango’, I anticipated that I would once again be drowned in meetings and sub-committees. I soon discovered that, at The Radio Authority, nothing happened … literally. I was crammed into an office the size of a modest living room with five colleagues sat at trestle tables around the perimeter, obliging each of us to face a wall or the only window. Filling the middle of the room was an overlarge high storage unit with map drawers that nobody seemed to use. This anti-social working arrangement could have been an approximation of the organisation’s management system.

The first day at a new job, you except to be left alone to familiarise yourself with your desktop computer and your new surroundings. However, you do not expect the one hundred subsequent days to repeat like Groundhog Day. For three whole months, I was given nothing to do. There seemed to be no day-to-day workflow system, no meetings, no distribution of tasks amongst members of my department. I could have come to work every day and idly stared at a blank computer screen. Nobody ever asked me what I was doing, or not doing, so I busied myself writing an economic analysis of ownership concentration levels in local radio markets. Before starting, I had asked the finance department if they had already written such a document. They looked at me like I was crazy. I was already wondering why the required start date for this post had proven so urgent.

Then, out of the blue, development director David Vick, who had interviewed me for the job, asked me to attend The Radio Authority’s next ‘Members Meeting’. Once a month, senior managers like him met formally with Members, six men and three women handpicked from ‘the great and the good’ by somebody somewhere as representatives of the ‘public’ whose taxes were funding this regulator. Having drawn my salary for three months but contributed zero so far, I was keen to impress somebody/anybody that I was capable. I read the meeting agenda and accompanying documents, including one written by a Radio Authority colleague recommending the award of a new local radio licence. I researched thoroughly the issues for discussion.

At the meeting in the boardroom, Radio Authority managers were lined up along one side of the oval table, with Members seated along the other. I was not intimidated. I had attended dozens of meetings like this elsewhere over the years. I sat at one end of the table and kept my counsel until the recommendation to award the local radio licence was discussed. Once my colleague had finished presenting his paper, I raised my hand. The Member appointed as chairman, Richard Hooper, was sat at the far end of the table and asked me to speak. There was a look of collective astonishment on the managers’ faces. But I held the belief that we were all in a genuine meeting … together. I simply had some factual information to contribute.

I had brought along my own analysis of government statistics that demonstrated a high level of poverty in the locality for which this local radio licence was about to be awarded. When compared with similar stations, I concluded there would be insufficient advertising revenues to support a standalone licensee within this relatively small and poor locality. I suggested that it made more economic sense to award the new licence to an existing neighbouring radio station that could then expand its coverage area, rather than offer it to a new business that appeared very likely to fail. The lay Members listened and understood my arguments, rejected my colleague’s recommendation to award the licence to a standalone applicant and accepted my alternative solution to reward a competing neighbouring applicant.

After the meeting ended, I felt pleased that I had made a valuable contribution on the first occasion I had been involved in any kind of discussion or meeting within the organisation. I was not feeling smug but I did enjoy the sense that my skills were finally being valued and had influenced decision-making. This sense of positivity lasted less than a minute. Barrelling down the corridor behind me was the manager who had invited me.

“What the hell did you think you were you doing in that meeting?” David Vick demanded.

“I was contributing to the decision-making with a factual analysis that was not in my colleague’s report,” I replied. This appeared to make him even angrier. I will omit the swear words:

“You were not asked to speak. You were not expected to speak. Nobody asked your opinion. Nobody wanted your opinion. That licence was nothing to do with you. Had I asked you to be involved in it? No. So what the hell did you think you were doing?”

Vick was very angry and not afraid to demonstrate it. I had thought I was proving my worth at work, while he seemed to be thinking the opposite.

“What I am going to tell Ralph?” he was shouting at me. “How on earth can I explain to Ralph what just happened?”

I knew immediately that he was referring to Ralph Bernard, chief executive of Britain’s largest commercial radio owner, GWR Group plc, that operated dozens of local licences across the country … awarded by The Radio Authority’s Members Meetings. The paper written by my colleague had recommended awarding this new licence to a local start-up in which GWR had agreed to take a minority shareholding. Over the years, I had witnessed this familiar story play out remarkably often: once a new local radio licensee failed financially, it would receive a buyout offer from its minority shareholder, usually a large radio group such as GWR. A decade earlier, I had watched minority shareholder EMAP plc take over KISS FM this way. The regulator did not like to be seen to be handing new local licences to the same handful of commercial radio groups … but that was the end result anyway.

“I have to phone Ralph now. This is going to be a very difficult conversation.” Vick was still shouting at me. “I hope you realise what you have done.”

I returned to my office, shaken but not upset. I had been invited to that meeting. I was asked to attend. What would have been the point if I had not contributed? When was a meeting not a meeting, according to my understanding of the definition of the word? Was I expected to sit there dumbly, merely observing bad decisions being made due to a lack of information or analysis? Apparently, the answer was yes.

Sat at my desk, I recalled my very first day in the job when David Vick had bizarrely instructed me: “Don’t talk to the people in your office about radio.”

I thought I must have misheard him and asked him to repeat it. No, what I had understood him to have said was totally correct. Vick went on:

“You know far more about radio than the other people in your office, so don’t talk to them about it.”

At the time, I was nonplussed. We were called The Radio Authority and we were responsible for regulating the commercial radio industry. How could I not talk about radio? Three months later, I was beginning to comprehend that I was employed in an organisation where being an ‘authority’ on the topic of radio was apparently not considered a virtue.

Later that fateful day, Vick called me to his office. He was calmer now but I was wary of saying anything that might stoke his rage again. He told me there were new rules that I would have to follow:

“When you are invited to attend another Members Meeting, I want you to submit a script to me in advance of what you are going to say. It must be precisely two minutes long. In the meeting, you must say exactly the words on that script that I approve and absolutely nothing else. You must not talk about any other subject in the meeting and the only reason to speak at all will be if somebody directly asks you a question. Have you got that?”

“Yes, I understand,” I said sheepishly. It was hard not to conclude that the angry man in front of me appeared to be utterly bonkers. I remained grateful that he had offered me a much-needed job, but I now understood that I was employed in a madhouse where the definitions of ‘meeting’ and ‘decision making’ appeared to be completely alien to my own experiences working in commercial businesses. I just hoped I could survive this nightmare.

Only one other person employed at The Radio Authority while I was there had prior experience in the commercial radio industry. It was alleged by my colleagues that he had suffered some kind of nervous breakdown after starting there and had been off work for months. Why was I not at all surprised?

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/03/the-rubber-stamp-men-and-women-2002.html]

To win, somebody’s got to lose : 1989 : Martin Strivens, Centurion Press

It has always been difficult for me to understand how white South Africans who built successful careers under the country’s apartheid regime can live with the guilt and shame. Does their sense of superiority extend to EVERYONE else? Do they harbour an intrinsic cruelty to others? Would they have been merciless playground bullies if they had attended school with ‘normal’ kids? Had the word ‘meritocracy’ been purged from South African dictionaries?

Our Earth has finite resources. For each ‘winner’ within society, there has to be an equivalent ‘loser’. The much-vaunted term ‘wealth creator’ is an oxymoron. No billionaire is lauded by The Financial Times for their success as a ‘poverty creator,’ despite the accelerating transfer of resources from the poor to the rich having widened inequalities. In a South Africa where apartheid legislation rigged the education, social and legal system in their favour, each white colonial who succeeded must have purposefully condemned five black Africans to failure and lifelong poverty.

Nothing could have been further from my own experience growing up in Britain. When ten-year old Jacqueline Dixon came to school one day with a red dot painted on her forehead, our teacher Mr Hales invited her to the front of the classroom to explain to the rest of us what it signified. My school explored, explained and respected the cultural differences of the mixed bunch of kids it taught. I never witnessed anyone being abused or bullied there. I imagined that the grown-up outside world would be like that too. I was wrong.

When I joined London black music pirate radio station KISS FM in 1988, its only non-music policy was rejection of South Africa’s apartheid regime. I wholeheartedly supported this stance, having boycotted South African produce, transferred my account from Barclays Bank and protested at demonstrations since the 1970’s. The majority of KISS FM’s personnel were black, not by design but because the station had attracted the most knowledgeable personnel from London’s vibrant black music scene.

To obtain a legal broadcasting licence, it was necessary to name a person qualified in finance on the application form submitted to government. I was surprised to discover that the person selected for this role at KISS FM had attended school and university in South Africa between 1965 and 1974, then been employed for four years by a Johannesburg accountancy firm. I was baffled as to how this choice squared with the station’s anti-apartheid policy.

Apparently, a family friend of KISS FM’s co-founder was David Evans (now Lord Evans) who had launched a print business named Centurion Press in 1971. It was Evans who had recommended his company’s finance director Martin Strivens, now relocated to London. If the licence application were to prove successful, Evans, Strivens and Centurion Press would become KISS FM shareholders.

From Strivens’ initial visit to the KISS FM office in his smart suit, it was immediately apparent that he was not like the rest of us. His white South African accent, his shiny briefcase and his cold attitude did not seem to fit at all with the station’s ‘Radical Radio’ slogan. Visits from a succession of similarly suited men soon followed.

After KISS FM’s first licence application managed by radio DJ Dave Cash had failed, I volunteered to take on the task of co-ordinating and writing the second application for a London licence. The important financial aspects of our application proved particularly difficult because Strivens possessed no knowledge of radio broadcasting, no knowledge of black music and no understanding of London pirate radio’s two-decade history of creating a huge underground music scene. I found that I had to explain every little requirement of a radio station … and then justify it at length, often in written form.

I never sensed that Strivens respected me or my skills. I had already written successful funding applications to government. I had managed staff. My radio career had started in London pirate radio almost two decades earlier. I was the only member of KISS FM’s management to have worked in commercial radio. I was the only team member to have implemented a successful radio station turnaround strategy. I knew intimately all the elements required to build and run a commercial radio station, yet I found that each of these elements had to be argued interminably with Strivens. He was already insisting that essential components be cut from the budget, despite him not comprehending their purpose.

Additionally, my education in economics, accountancy and law meant that I understood and could challenge the budgets and spreadsheets that Strivens shared with me. Maybe he had been accustomed to presenting swathes of computer printouts to non-financial people who simply stared at the jumble of numbers and nodded their heads. I was different. I had worked with accounts for my family since I was in junior school. I had turned around a university bookshop and food store from loss to profit within a year. Yes, I was involved in KISS FM because I was a huge fan of black music and radio … but I had practised skills in running a business too.

During 1989, out of the blue, I was told to attend a meeting late one afternoon with Strivens in Centurion Press’s office at 52 George Street. This seemed highly unusual as he normally visited the KISS FM office in Finsbury Park to discuss the station’s budget. Entering a deep lobby from the street, Centurion’s offices were located to the left on the ground floor behind two sets of plate glass sliding doors. My discussions with Strivens comprised the usual dialogue of him demanding budget cuts and me having to explain how an item was essential for a functioning commercial radio station. Our talk dragged on past five o’clock and I saw Centurion’s staff leave.

After we finished, Strivens informed me that the KISS FM office had called his receptionist and asked me to call back. I thought this was unusual because, as far as I knew, nobody was aware I was at Centurion’s office. Using one of the desk phones, I called the office and enquired why I had been contacted. While I was in conversation, Strivens interrupted and said he had to rush off.

“How will I get out of your office?” I asked him.

“Go through the first set of sliding doors, then press the button to open the second set. It is all automatic.”

I thanked him. He rushed out and left me alone in the office suite. The KISS FM office could not understand why I had been left a message to call them. Nobody there had needed to contact me that afternoon. I hung up, somewhat baffled. Strivens had left. I packed up and left too. I exited through the first set of sliding doors which closed behind me. I pressed the next button in the ‘airlock’, as instructed. Nothing happened. I pressed again. Still nothing. I turned behind me. There was a button for the doors I had passed through. Nothing happened when I pressed it. I was now trapped in a small space between two sets of thick glass sliding doors.

Despite suffering mild claustrophobia, I was reassured by the fact that the two sets of sliding doors were plate glass, so I could clearly see the office behind me and I could view the rear of the building’s lobby in front of me. There was a tiny gap between each pair of doors, not enough to prise them open, but sufficient to supply air for me not to suffocate. The floor space was about four feet by four feet, too small to lay down in but I could sit on the floor and wait for someone in the lobby to see that I was trapped. Except that nobody ever appeared. It became dark.

It was seven o’clock the next morning when a cleaner arrived, shocked to see me locked inside the small space. Using her keys, she opened the outside door. I thanked her. I had been lucky the meeting had been on a weekday. Tired and cold, I caught the Underground home, had a wash, ate breakfast and headed back into London for a normal day’s work at the KISS FM office. I told nobody what had happened. Strivens never said a word to me about the incident, though I presumed the cleaner must have shared her shock with staff at Centurion. Our budget meetings continued for many months, though I was never asked to visit Centurion’s office again.

My relationship with Strivens failed to improve. The budgets were amended to pay the station’s senior managers (except me) considerably higher salaries, while my budgets for producing the station’s programmes were cut. At the end of 1989, I was thrilled that my licence application proved successful, beating dozens of competing groups with access to many more resources than us. But, for me personally, it was the beginning of the end. I was denied the bonus I had been promised. I was denied the shareholding in the station for which I had already negotiated a bank loan. I was even denied any initial pay, despite having been ordered to give up my other work commitments. Once my KISS FM salary started, it was half the amount paid to Strivens, despite the enormity of my role as programme director, managing the majority of station staff and the largest departmental budget.

Only months after its launch in 1990, KISS FM hit financial problems as a result of its sales and sponsorship directors having failed to come even close to meeting their targets. Everyone was ordered to attend a staff meeting at which redundancies and pay cuts were announced, mostly within my department. At the same time, extra staff were to be recruited within advertising sales. We learned that Strivens would forego a promised pay rise, him having already sacrificed his Porsche company car at Centurion Press for a Jeep at KISS FM. There was anger in the room at the notion that this was a ‘sacrifice’ when DJs had just been told their payments per show would be halved.

Within six months of its launch, KISS FM’s audience exceeded one million listeners per week, the objective I had written into the station’s budget as achievable by the end of Year One. Despite having been the only manager to surpass my target, I was summarily sacked. No bonus. No pay increase. No Jeep. No gratitude. The station’s co-founder purloined my job title. It was evident that this had been his plan all along. If I had failed to achieve my target, I would have been sacked. If I succeeded, he was ready to take the credit. Within weeks, he went on to libel me in The Independent national newspaper, blaming me for the station’s problems. I was on the dole.

Despite (because of?) the drastic cuts that had been implemented, KISS FM continued to under-perform financially. By 1992, media conglomerate EMAP plc had bought out sufficient shareholders, including Strivens, Evans and Centurion Press, to take control of the company. EMAP had previously held a minority stake in the station, the outcome of an introduction I had made back in 1989. Strivens resigned as finance director of KISS FM in 1993 and returned to Centurion Press, promoted to managing director.

Strivens’ LinkedIn profile states that he “played a major role in the successful launch of London radio station Kiss 100 FM.” Rather, he epitomised the dawning of the ‘roots versus suits’ antagonism that bedevilled the station in its transition from illegal pirate station to corporate youth brand. Perhaps unknowingly, Strivens heralded the end of KISS FM’s pirate radio ethos. He and fellow shareholders’ undeclared objective had always been to transform our little black music fan club into a pop music station to rival market leader Capital Radio. Loadsamoney!

Farewell ‘Radical Radio’.

[The story of the pirate station’s transformation is detailed in my KISS FM book]

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/02/to-win-somebodys-got-to-lose-1989.html]

The 'Fahrenheit 451' of commercial radio history : 2003 : The Radio Authority

“Without a knowledge of your history, you cannot determine your destiny” Misty In Roots, ‘Live At The Counter-Eurovision 1979’

I love history. I hated History. My Empire-made History GCE text book chronicled world history from the era Neanderthal Man emerged from Milton Keynes up to Britain’s singlehanded success winning the Second World War. Neither the book nor my teacher brought history to life, debated the outcomes or analysed lessons learned. Weekly homework was an essay merely paraphrasing one chapter of the book. Termly tests required regurgitation of these essays, a task I failed as I could not memorise names, dates and events by rote. After two tortuous years, we had just learned of Hannibal opening an elephant sanctuary and Britain’s offer to the Romans of work visas to build its roads and public baths … when I was finally allowed to drop History.

Before grammar school beat History out of me, I had developed my own random interest in the subject. We had few books in our home and my parents had a remarkably hands-off attitude to childrearing, so the local library substituted as my mentor as soon as I could walk. I would stagger along the 500-metre route home weighed down with dozens of fiction and non-fiction books, my borrowing limit enhanced hugely by additional tickets I had registered in the names of my younger brother, parents and grandparents. Junior school set no homework, my schoolfriends all lived a mile away and my parents left me home alone most weekends to build their dream house, so I read voraciously. Combining the librarians’ helpful suggestions with my own casual curiosity, I devoured The Narnia Chronicles by age eight, lost interest in finishing ‘The Lord of The Rings’ at age nine and was given nightmares by John Fowles’ novels at age ten.

Radio broadcasting had emerged as an early interest, stimulated by my parents’ love of ‘Big L’ on their car radio, so I collected any information I found about the industry, clipping news stories from newspapers and Pritt sticking them into scrapbooks. Much later, I combed second-hand book sellers and charity shops for books to add to my growing personal collection. As one of Amazon’s earliest international customers, I had to fax a scan of my credit card to order arcane radio books unseen in Britain. I kept two lists, one of radio books I owned and the other of book titles I wanted, updated by scanning British Books in Print catalogues in libraries. I felt there was much I could learn about radio from its history.

It was not until the 1980’s that I discovered the library of the Independent Broadcasting Authority (IBA) government quango, a little-known haven in its Brompton Road office. Its diligent librarian clipped every story about broadcasting from national and local newspapers and filed them by topic in folders. I spent weeks there, probably months in total, reading commercial radio licence applications and researching the history of commercial radio from its launch in 1973. Cuttings in the library’s ‘pirate radio’ folders proved an essential source for my narrative about the two-decade struggle by London pirate stations for legal status published later in my KISS FM book. Then, in 1991, the government split the IBA into separate regulators for television and radio. The library that had proven so invaluable suddenly vanished.

Years passed until I was reminded of the usefulness of this library when I was researching a report for the BBC Trust. Where was it now? I learnt that it had been stuffed into 1,100 boxes containing a million documents and been donated to Bournemouth University. However, 800 of those boxes remained archived in an off-site storage facility that could not be visited. The University sent me a 10MB file of its ‘IBA Archive’ that detailed its contents, but it had been compiled in Microsoft Access, not a software within reach of a cheapskate non-academic. Dead end. My cherished memories of reading thousands of documents in the air-conditioned comfort of the peaceful IBA library would never be repeated.

The government replaced the IBA with The Radio Authority for the regulation of commercial radio. In 2002, on my first day of employment there in a junior role, I was shown around all the offices of its floor within a Holborn tower block. At the end of the tour, I asked: “Where is the library?”

“Library?”, my guide laughed. “We don’t have a library.” I was nonplussed.

“But you receive hundreds of applications for radio licences,” I replied. “What happens to them?” A decade earlier, I had sat in the IBA library for days reading dozens of radio licence applications. Then I had written the application for London pirate station KISS FM that had won its licence. I knew from experience that applications could be as thick as phone directories and included detailed tables, spreadsheets, budgets, programme plans and market research. They were significant historical documents.

“Once we have read the applications and awarded a particular licence, we send them to an archive somewhere,” replied my guide. “If you want a particular document, you CAN request it. But it can take weeks or months to be delivered from the archive.” I was still reeling. I was thinking to myself: surely the basic day-to-day task of a media regulator is to ensure that a radio station acts upon the promises that it has made in its licence application. But if that document is not at hand, apparently not.

By the end of my first day of work, this conversation was just the first indication of baffling work practises I encountered at The Radio Authority. One year later, the organisation was preparing to be closed and merged into a new regulator named Ofcom. Each of the forty-odd staff was required to join an assigned group that was preparing the merger. I was told to attend meetings of an Ofcom sub-sub-subcommittee that I found had no responsibility for radio. My contribution was nil.

Then, unexpectedly, one of the managers approached me and assigned me a second task. The entire correspondence between commercial radio stations and the IBA, plus its successor The Radio Authority, was kept in a series of packed filing cabinets in the finance office, ordered by sequential chronological licence number. These were effectively the regulator’s master files. Nothing at the organisation was stored digitally. Everything was still on paper.

What was my new task? I was ordered to look at the paperwork of every licenced radio station and destroy all documents that were not a legal or contractual requirement. Day-to-day correspondence in both directions would be discarded. I was told that Ofcom had requested the records of commercial radio licences be reduced from several overflowing filing cabinets to a single drawer. Everything not legally required had to be destroyed. (Afterwards I was uncertain if this had been a genuine Ofcom order or just a useful excuse to destroy evidence.)

I was conflicted. To this day, I fail to comprehend whether I was given this task because I had a better knowledge of radio history than my colleagues (only one other of whom had worked in a commercial radio station). Or was it an act of deliberate cruelty by a manager who had already screamed at me for having had the temerity to write and circulate documents that analysed the radio industry WITHOUT HAVING BEEN ORDERED TO? Was I being valued … or bullied?

I set to work over the following weeks, glancing at each report and item of correspondence filed during the thirty-year history of Britain’s 267 commercial radio stations. The only exception was KISS FM’s folder which I had been forbidden to handle. I had to discard more than ninety percent of this fascinating history. Other staff were similarly throwing out their own paper records, filling huge fabric sacks that lined both sides of the main corridor. At times the volume of rubbish was so great that it became difficult to navigate until the weekly pick-up. The scene resembled a movie thriller when the bad guys have been tipped about an imminent police raid and then rush hell for leather to destroy all their incriminating evidence. During those few months, we produced dozens of rubbish bags that were to be shredded and burnt.

I was sorely tempted to try and save some of these historical documents but, having signed some kind of Official Secrets Act on my first day of work, I realised I could be prosecuted if any of these discarded documents ever appeared in public. For consolation, I salvaged the contents of the stationery room which bizarrely had also been binned, hid it all under my desk and took home night-by-night sufficient paper, pens, notepads and folders to supply my household for the next decade. Many of The Radio Authority’s senior staff had chosen to retire rather than transfer to the new regulator, so we can only guess how many skeletons in their office closets were burned in the organisation’s bonfire of the vanities.

After decades having researched, read and created a personal library focused on the history of radio broadcasting, it remains difficult to reconcile this crazed episode in my career when I had to incinerate a significant part of that history. I love history. I hated being ordered to destroy so much irreplaceable history at The Radio Authority. Having worked in Germany and Cambodia, I know what horrors sometimes follow such book burnings.

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/02/the-fahrenheit-451-of-commercial-radio.html]

Whoah, I'm going to Guyana : 1986 : Mary Strong, Radio Thamesmead

People don’t just disappear, do they? I don’t mean a clothes-on-beach John Stonehouse sort of disappearance. Nor a dead-nanny-on-floor Lord Lucan type of crime. Those were elaborate, doing-a-runner schemes. As was my father disappearing for good with the teenage bride of a neighbour. That had simply been middle-aged madness, but I digress. No, I mean a person who achieves a vanish-into-thin-air disappearance, leaves no trace whatsoever and is never heard from again. Sometimes it does happen.

There were only a few of us who lived as far away from our school as a thirty-minute train journey. We would gather on the train platform in our bottle-green blazers, kids surrounded by bowler-hatted grey men with briefcases who had been passing their entire grey lives riding the 8:10 train to grey jobs in The City. Being children, we always boarded the eighth carriage, the last that fitted onto our station’s platform, and walked through the long connecting corridor to the empty twelfth carriage which served as our pre-school playground. Spending an hour each day travelling back and forwards on trains meant we got to know each other well.

Then, one day, one of us was not on the platform. Maybe a doctor’s appointment? But the next day it was the same. If a family holiday had been imminent, surely he would have told us? A week passed. No sign of our friend. Another in our group phoned his home and learned that he had been killed in a car accident. It was a huge shock. Aged twelve, we always imagined we would live forever. Until then, the most tragic incident witnessed at school had been Marina Hirons’ screams on breaking her arm in a playground fall during netball. The school failed to acknowledge our friend’s death. His name was hurriedly deleted from the morning class register. No announcement was made at morning assembly. Counselling? What was that? We were expected to demonstrate stiff upper lips. But I never forget our young schoolfriend and the way he suddenly disappeared from our lives.

After that loss, I witnessed further disappearances. Did I mention my father walking out the following year, taking with him everything he had ever bought for his family? Or my girlfriend fifteen years later who, after admitting to sex with a teenage work colleague, then disappeared while I was away with half the contents of the flat we had jointly furnished. (Maybe a pattern here?) Or the female tenant who disappeared in 1986 from my ten-person Deptford Housing Co-operative house. After several months’ absence, I requested the key to her top-floor bedroom which I coveted as less noisy than mine on the first floor. I opened her door with trepidation and the scene uncannily resembled a TV detective entering the bedroom of a missing person. All her possessions had been left in situ, except that she had gone. It took me a week to clear it all out in black bin bags before I could move in. Sorting through her personal stuff, I began to feel I knew her life, even though she might possibly be dead.

The most memorable disappearance happened that same year in my workplace. Mary Strong was an affable middle-aged woman employed as full-time secretary at Radio Thamesmead community station. She lived locally, was very outgoing and chatty with everyone who worked in or visited our office. It seemed as if she had worked at the station forever because she knew everyone who had passed through its doors. We saw her as a reliable, responsible fixture in the building, someone who was adept at solving problems and making things happen. Then, one day, she did not come to work. She would always phone if there was a problem. Now her home phone remained unanswered. Nothing was heard from her. A week passed. Someone at the station visited her Thamesmead flat. There was no answer and no sign of her.

Mary’s boss at Radio Thamesmead was the station’s formidable volunteer chairwoman, Lesley Pullar, whom I respected immensely. She took me aside at work and confided how extremely worried she had become about the sudden disappearance of her previously reliable, right-hand woman. She explained that Mary had long been entrusted with administration of the station’s finances and had held the organisation’s cheque book to pay its bills. Then Lesley suddenly and uncharacteristically became sombre and tears started to well up in her eyes.

“Last week,” she admitted, “Mary asked me unusually to sign a blank cheque to pay a bill because she knew I was going to be away … and I have to admit that I did what she asked.”

The gravity of her words hung in the air. I looked at her in shock. Surely the disappearance of such a reliable mainstay of our tiny radio station could not be connected to this blank cheque. We had to consider all possibilities. Lesley regularly came to the radio station but, as I worked there full-time, she requested my input to understand what might have happened. We attempted to figure out what events might have led up to the day of Mary’s disappearance. I consulted my diary and subtly asked my team if they had observed anything untoward in recent weeks.

At that time, only four local radio stations had been licensed in London, of which Radio Thamesmead was the smallest and the only one to broadcast solely on a local cable system, rather than on the FM or AM wavebands. Despite the station’s audience probably never having exceeded a hundred listeners, in the minds of people seeking publicity we were worth a visit. It was a relatively simple task for Mary Strong to arrange their on-air interview. As a result, whilst I was there, politicians such as former British prime minister Edward Heath were happy to visit Radio Thamesmead for an interview, as were musicians such as legendary reggae singer Alton Ellis who lived locally.

One such visitor was musician Rudolph Grant, younger brother of superstar Eddy Grant who was probably the most successful black singer/songwriter/producer in Britain during that time. Rudolph had recorded a popular reggae song ‘Move Up Starsky’ in 1977 under the name The Mexicano (which I had bought as a single), despite him having been born in Guyana and having no apparent connection with Mexico. By the early 1980’s, he was recording under the name Rudy Grant, had secured a contract with renowned producer Mickie Most’s RAK Records but, having failed to find commercial success, was no longer with the label. Rudy had visited Radio Thamesmead recently to promote his music and had been a big hit with Mary Strong, who then talked about him regularly to station staff. It was apparent to those of us working in the office that the two had struck up a friendship that had extended beyond his promotional visit.

Mary had a desk in the Radio Thamesmead office, where Lesley told me the station’s cheque book was kept locked in its top drawer. Problem was that only Mary had the key. We searched for a duplicate in the office but found none. I asked Lesley if I should break open the desk. She reluctantly agreed. I took a letter opener to the top drawer and broke the lock. Inside we found the station’s cheque book. Lesley was too terrified to open it. I picked it up. Inside there was no blank cheque. It had been torn out. With Mary’s usual efficiency, every cheque stub had been inscribed with the date, the payee and its amount … except for the final cheque stub which had been left blank. Our worst suspicions had now been confirmed.

Lesley contacted the bank and was told that the entire balance of the account had been withdrawn with that one cheque she had signed. This would be as much a disaster for Lesley as for the radio station. She contacted the police. They explained that there was little they could do because Lesley had signed the blank cheque and given it to Mary, but they would investigate. I felt immense sympathy for Lesley. She had trusted a long-time salaried employee and this is how her confidence had been repaid. Now she had the difficult task of explaining to the station’s management committee that its funds had suddenly disappeared, along with its most trusted member of staff.

Eventually Lesley heard back from the police that it was believed Mary Strong had taken a flight to the Caribbean immediately after her disappearance from Radio Thamesmead. There was nothing we could do. I do not recall reading anything about Mary’s disappearance in the press. Understandably, the incident was too embarrassing for the radio station, and for Lesley Pullar, to court public attention. By the end of 1986, when I moved on from working at Radio Thamesmead, Mary had not reappeared.

Now, whenever I recall colleagues I knew at Radio Thamesmead, I imagine Mary Strong could have been lounging on a deserted sandy beach drinking iced cocktails in the shade of palm trees by the sunny Caribbean Sea … leaving the rest of the station’s team volunteering for free or working for peanuts in two cramped, terraced houses on one of the most deprived council estates in London. As Hughie Green would say: Opportunity Knocks!

According to Wikipedia, Rudy Grant’s “single [record] ‘Mash in Guyana’ proved a major success in his country of birth” and “he wrote the song on a visit to Guyana in 1986,” only his second return trip since his family had emigrated to Britain in 1960.

[Originally published at https://peoplelikeyoudontworkinradio.blogspot.com/2023/02/whoah-im-going-to-guyana-1986-mary.html]

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