IT’S IN THE ‘BHAG’
Andrea Challis and her team are hot on the pursuit of their ‘Big Hairy Audacious Goal.’
That’s the eye-catching phrase they’ve adopted to describe their ambition to triple the value of the family business over the coming 15 years as they look towards handing it over to the next generation.
In the festival’s ‘Big Interview’ Andrea, co- chief executive of Lancashire based leisure business Partington Group, shared the thinking behind the ‘BHAG’ strategy.
Andrea, who is also a deputy lieutenant of the county, told the audience: “The way we see it is that we are looking after this for the next generation. We’ve put money back into the business to make it stay up to date and also purchased whatever we could. It’s about value.”
pods, five-star cottages and premium lodges, with 90 per cent of them owned and the rest available for holidaymakers to book.
Andrea revealed her ambition for Partington’s to be one of the top 100 employers in the country – its employee engagement includes splitting the workforce into two teams competing against each other in fun events like egg and spoon races.
She and Rob captain the ‘Fun at Partington’s’ teams with the winners all getting half a day’s holiday.
Andrea also gave an update on the group’s latest major investment and a big part of its value drive. The planned new £75m leisure destination on the Fylde coast aims to deliver ‘aspirational escapism’ for visitors.
Partington’s says its ambitious blueprint for
The way we see it is that we are looking after this for the next generation. We’ve put money back
into the business to make it stay up to date and also purchased whatever we could. It’s about value
She went on to share the company’s work on both customer and employee engagement and the positive results of bringing in non-family members into the management team.
Today Partington’s operates holiday parks across the north of England, with sites in the Lake District and Yorkshire Dales as well as in its home county. It employs around 300 people.
Andrea’s brother Rob Kearsley is co-chief executive and the siblings are fourth generation family members of the 80-year-old company set up by their grandfather George Partington. The business started life at the family’s Newton Hall home near Blackpool, on land they owned.
It has come a long way. Today it provides a mix of static and touring caravan pitches, glamping
Windy Harbour at Little Singleton will create hundreds of jobs in the leisure and hospitality industry.
The planned destination will sit within the expansive 166-acre natural site which currently surrounds the company’s 64-acre Windy Harbour Holiday Park on the banks of the River Wyre.
The vision includes lodges, a luxury spa and lifestyle complex and full leisure facilities as well as a hotel.
Andrea advised the audience: “Don’t be limited and take a little bit of a risk. When we bought the new part of our Windy Harbour that was a massive risk to our business.
“It has been quite exciting. It has been good doing something new and having to show that we can keep on doing it.”
John Woodruffe Founder – owner and director, Turnkey Corporate
RESILIENCE IS KEY TO LONG
TERM SUCCESS Leadership is not just about strategy and vision — it’s about resilience.
In 2025, leaders who can navigate uncertainty, adapt to challenges and maintain momentum are the ones who will build lasting success.
According to a Deloitte study, 82 per cent of leaders believe resilience is crucial for long-term business growth, yet only 30 per cent feel their organisation is adequately prepared. Resilient leaders don’t just react to setbacks; they anticipate challenges, learn from failures and cultivate a mindset of continuous improvement.
That’s what we help with at TurnKey Corporate. We understand that resilience is not just about weathering storms – it’s about using them to strengthen operations using tailored solutions that help leaders confidently navigate uncertainty.
What defines a resilient leader?
1. Proactive strategic planning – collaborating with the senior team to ensure all departments are aligned, fully engaged with the plan, and have a clear understanding of their responsibilities and success metrics.
2. Effective communication – engaging with every team member, facilitating collective KPI reviews, and establishing transparent feedback channels to drive continuous improvement.
3. Optimised processes and systems – regularly assessing and refining key processes to foster innovation, enhance efficiency and maintain strong alignment between systems and people.
Building resilience isn’t just about individual mindset– it’s about fostering a culture that embraces change and innovation. With the right approach, businesses can turn challenges into opportunities and thrive in any economic climate.
Get in touch: 01772 669696
admin@turnkeycorporate.co.uk turnkeycorporate.co.uk
Andrea Challis LANCASHIREBUSINES SV
IEW.CO.UK
77
FESTIVAL OF BUSINESS
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