"I love the brand and care about its people": Nick Scovell on his return to hospitality leadership at LEON

18 hours ago
7 min read

Ten years ago Nick Scovell joined LEON restaurants to head up the company's franchising efforts. He was a huge success in his role, catapulting LEON into five new markets during his time.

When Leon was sold in 2021 Scovell's career took him on a new journey.

Now, just four years on - he's back - along with a host of former team members, after one of its original founders, John Vincent, made the bold decision to buy back the business at the end of 2025.

Nick has a deep rooted passion for LEON and now has the fresh task of drawing on that, along with his years of leadership experience to help steer the brand back to success. He rejoins to head up operations and franchise growth and explains how his leadership style has developed since his last stint at the helm.

Nick Scovell returns to Leon to help with operations and franchise growth.

Leadership & Return

What drew you back to LEON at this stage?

I came back because I love the brand, but more importantly, I care about the people in it. I’ve seen what LEON looks like when it’s working properly and I know what it can be again. My values align closely with what LEON stands for which makes it an easy place for me to commit my energy. I also really enjoy working with John Vincent (LEON founder and owner). I believe in his vision and want to be part of bringing that to life.

It’s a business I feel responsible for. Right now, it needs clarity, focus, and strong teams—and that’s something I’m motivated to rebuild.

How has your leadership evolved since your previous tenure?

I’m calmer and more deliberate than I was before. That's really helpful.

Earlier in my career, I probably tried to do too much myself. Now I focus on setting clear expectations and trusting people to deliver.

My background in nutrition, yoga, and meditation has played a big part in that. It’s taught me to manage my own energy and stay clear-headed under pressure. In hospitality, that matters—because whatever the leader feels, the team feels.

Why is this a pivotal moment for the brand?

Because I’ve seen how good it can be—and I can also see where it’s drifted.

The market has moved on, expectations are higher, and we need to respond properly.

Too many brands are chasing growth or trends without fixing the basics first. That’s where we’ll be different.

How important is a founder-led reset?

It matters because it brings clarity. When you’ve been close to a brand from earlier stages, you know what “good” actually looks like—not just in theory, but in practice. So we're working with something tangible.

Operations & Execution

What does operational consistency look like in practice?

It's all about customer experience and what the customer experiences—every time. Striving for the same food, same service and same environment.

Consistency sounds simple, but in reality it’s where most businesses fail. It takes discipline, not intention.

Where are the biggest inefficiencies in the sector?

A lot of it comes down to basics being missed.

I’ve seen teams struggle simply because they haven’t been set up properly—with unclear roles, rushed training and poor handovers. The details really matter. This industry can often over complicate things when the real issue is lack of clarity.

How do you balance speed, quality, and cost?

By getting the fundamentals right every time and being consistent with this. For example, If prep isn’t right, the whole shift becomes reactive - I’ve seen that countless times.

Structuring shifts properly is key too. From experience, I know that tired teams don’t perform. If you don’t structure shifts properly, you pay for it in mistakes, waste, and customer experience.

What role does technology play?

It’s a support. There’s a lot of noise around AI and automation but it doesn’t fix poor operations.

And importantly, good restaurants are still built on good people.

Franchise Strategy & Growth

What will you do differently with franchising this time?

I’ll be more selective. Growth for the sake of growth doesn’t work, we want true partnerships..

How do you prevent brand dilution?

By being clear on what you won’t compromise. Once standards slip, it’s very hard to recover.

What defines a high-quality franchise partner today?

Someone who genuinely cares about the operation and their team. You can tell very quickly who’s in it for the right reasons—and who isn’t.

UK or international growth?

UK first, then we get back on the international scene roll out again.

Market Positioning & Competition

Where does LEON’s competitive edge lie today?

For me, it’s always been about how it feels in the restaurant. When a team is switched on, you notice it immediately.

That’s harder to replicate than a menu.

How do you differentiate “naturally fast food”?

The idea is strong—but ideas are easy. Execution is what’s difficult, and that’s where most brands fall short.

Will customers still pay a premium?

They will—but expectations are higher now. Customers are less forgiving of inconsistency.

Brand Reset & Menu Innovation

Nick's back at LEON to bring consistency to its performance, with a dash of nostalgia to help return the brand to its best.

How important is nostalgia in rebuilding the brand?

Well, there’s a personal element to it for me because I remember what LEON felt like when it was at its best—that’s worth holding onto.

But nostalgia on its own isn’t enough. It has to be backed up by how the restaurant actually performs.

How do you balance new and existing menu items?

By respecting what works. Some dishes earn their place over time—you don’t replace that lightly.

What trends are shaping your menu?

There’s a lot of focus on plant-based and functional food, but I think the industry sometimes over complicates this. People still want food that tastes great and makes them feel good. That hasn’t changed.

Culture, Wellbeing & Leadership Style

How does your background influence your leadership?

It’s made me more aware of how people actually perform—not just what they do, but how they feel doing it. I’ve worked in high-pressure environments, and I know the difference between a team that’s just getting through the day and one that’s properly performing.

How do you embed wellbeing in the business?

For me, it starts with respect for the role. Hospitality is demanding—if you don’t structure it properly, people burn out. There's a lot of talk about wellbeing in the industry, but not enough focus on the basics. If rotas, training, and support aren’t right, then wellbeing will suffer. Everything else is just talk.

On a personal level, I use breathing and meditation to stay focused—it helps me make better decisions under pressure.

What does a high-performing hospitality team look like in 2026?

It’s calm, focused, and efficient.

The best teams aren’t just busy—they’re in control. There’s a rhythm to it. And as a customer, you feel that straight away.

At LEON, culture is about energy, standards, and people being themselves. We want personality in our restaurants. We want superstars—people with energy, passion, and a mindset to keep learning and improving every day. It’s a fast-paced environment, so attitude matters just as much as skill.

Yes, we’re clear on the basics—perfect food, speed, consistency—but we’re also creating an environment where people can actually thrive. That shows up in what we do:Eat Well, Live Well events supporting wellbeing and giving teams practical learn-life tips they can use day-to-. We have mentor days and buddy days, building confidence and capability, plus a new partnership scheme for GMs and AMs giving real progression and stake. We look at bonus structures that reward performance, leader events where we recognise the best talent, as well as seasonal wellbeing, inspired by yin and yang—helping you understand your own rhythm, balance energy across the year, and take time to relax, reset, and recharge.

It’s about learning what you need in different seasons and building awareness of yourself, your body, and your mindset. And most importantly, we're serious about true ownership. We want our leaders to feel like they run their business. Not just manage shifts, but own standards, own their team, and take pride in it. There’s also something deeper in the LEON DNA—we want to give back - to the team, to the community, and to the world around us. We want to bring the magic.

The way I see it, energy flows. What you put in is what you get out. If you create the right environment—positive, supportive, high standards—you feel that flow in the restaurant. The team connects, the energy lifts, and customers feel it too.

Why people enjoy (or don’t enjoy) work

People enjoy working at LEON when they can be themselves, bring energy, and feel connected—to their team and to something bigger. It’s a demanding job—it’s fast, it’s high pressure—but that’s also what makes it enjoyable when it’s working properly.

It goes wrong when people feel disconnected from their role, from their team, or from the purpose of what they’re doing. What we’re focused on is keeping it simple; clear standards, strong teams, real support, real ownership. That’s when people enjoy work - when they’re not just surviving the shift but they’re in flow, working together, and getting better.

Why people are unhappy

People are under pressure right now—inside and outside of work. But the biggest issue is when people lose that sense of connection and control. When work feels transactional instead of meaningful, energy drops. My view is that people don’t need work to be easy—they need it to feel connected, energising, fair and worth it.

At LEON, we’re building an environment where people can bring themselves, grow and feel part of a team and a community—not just a workplace. Because when the energy is right, when people feel connected, and when there’s real ownership—you see it, you feel it, and people genuinely enjoy being there.