Who is the owner of QI Group?

Under the stewardship of founders Vijay Eswaran and Joseph Bismark, the QI Group has grown from a startup into a global enterprise. The founders’ commitment to principled leadership and innovative business tactics has driven success across QI Group’s diverse
portfolio since 1998.

It continues to guide the privately held organisation’s direction — Eswaran as executive chairman and Bismark as deputy chairman — working alongside their board of directors to shape strategic decisions.

Founded during the tumultuous Asian financial crisis of 1998, the Hong Kong-registered conglomerate has expanded into a multinational powerhouse operating in over 30 countries. Its remarkable workforce represents approximately 50 nationalities. This global footprint spans diverse sectors, including education, travel and leisure, luxury goods, and wellness.

At QI Group, leadership is not confined to titles or positions—it is a quality that can emerge at all levels of the organisation. Its democratic perspective on leadership enables the company to tap into its workforce’s varied talents, experiences, and viewpoints.

The resulting environment encourages experimentation and innovation while giving employees ownership over their career development and contributions to company objectives. This egalitarian approach transforms traditional hierarchies into collaborative networks where ideas flow freely, and everyone participates in shaping the organisation’s future.

What is the vision of the QI Group?

QI Group’s core vision centres on building a sustainable, inclusive global business ecosystem grounded in four foundational values: integrity, service, sustainability, and leadership. These principles aren’t corporate buzzwords but lived commitments that permeate every facet of operations.

Integrity manifests as “truth above all and truth in all”; throughout QI Group’s dealings. Beyond regulatory compliance, this represents a fundamental commitment to ethical practices that have earned the trust of customers, employees, and partners alike.

The Group embraces its role as a caretaker for the next generation through environmental initiatives that go beyond compliance. The organisation demonstrates practical ecological stewardship, from resource conservation to ecosystem restoration programs, while encouraging others to adopt similar practices.

Environmental responsibility is at the heart of QI Group’s business model. The company puts this commitment into practice through concrete actions, —from water conservation projects to reforestation initiatives that help restore damaged habitats. These efforts display a genuine dedication to protecting ecological systems essential for our shared future.

Employee engagement and leading through service: 120,000 hours of global community impact

When 2,000 employees unite in purpose, the impact reverberates across continents. In offices and communities worldwide, QI Group employees have transformed a simple idea into a powerful force for social change.

Through the Employee Community Impact program, they’ve contributed more than 120,000 hours of service since 2013, turning corporate values into tangible community benefits.

This impressive volunteer commitment springs from RYTHM — Raise Yourself To Help Mankind — the philosophical foundation that guides the organization. The concept, derived from Mahatma Gandhi’s teachings, encourages personal development as a prerequisite for helping others.

QI Group implemented a policy encouraging employees to allocate 12 hours annually to volunteer work. The benefits flow both ways: Communities receive support while employees develop stronger connections to their work and each other.

Eswaran’s approach to leadership emphasizes service above authority. “I believe that leadership is not about telling people what to do. A true leader is one who knows how to serve,” he stated.

“Of course, service is not the same as servitude. It’s not about sacrificing our own needs and values for the sake of others. It’s about setting aside our own self-serving behaviours and priorities in favour of the greater good.

“It’s about putting the needs of others ahead of our own without sacrificing our own sense of purpose and identity,” Eswaran explained in a LinkedIn post. “I believe that the true test of success is not the size of our profits or the number of awards we’ve won, but how well we have served others.”

Speaking on principles that guide effective leadership, Eswaran noted, “Arrogance is a fundamental failure of many a leader. When mired in ego, a leader loses this anchor and is easily swayed by the storms of self grandeur. It is humility that keeps the person chained to the bedrock of reality.”

This grounding in reality through humility creates the foundation for another essential quality: patience, which stands as a cornerstone of his effective leadership.

“Patience is not just a virtue but a practice that requires daily application. It is a state of mind that emanates an inner sense of tranquility, calmness, and serenity that permeates one’s surroundings. Such a leader becomes an oasis amidst chaos so create an environment where your employees feel like they are valuable stakeholders,” he continues.

“Find the right people and give them ownership of what they do. You need a Sherpa to find your way to the top of a mountain. The best thing you can do for your business is to turn your employees into Sherpas.”

For Manchester-based businesses looking to expand into the French market, understanding the nuances of human resources management in France is essential.

From complex labour laws to mandatory employee representation and highly structured employment contracts, the French HR landscape is markedly different from that of the UK.

Boost’RH, a human resources consultancy experienced in supporting English companies with their French ventures, offers critical guidance to help bridge these differences and ensure a successful expansion.

The French labour market: Structured and regulated

France has one of the most regulated labour markets in Europe. Employment law is largely dictated by the French Labour Code (Code du Travail), which governs nearly all aspects of employee-employer relationships. This includes everything from recruitment and employment contracts to termination procedures, working hours, and occupational health requirements.

Unlike the UK, France does not allow for “at-will” employment. Instead, every employee must have a clear, written contract—either permanent (CDI) or fixed-term (CDD).

Termination processes are also tightly regulated and typically require a well-documented reason, such as economic necessity or employee misconduct, along with formal procedures that may include notice periods, severance pay, and consultation with employee representatives.

Mandatory employee representation

Another key difference is the requirement for employee representation, even in relatively small companies. Businesses with 11 or more employees are legally required to establish a Comité Social et Économique (CSE), a form of employee committee that plays a crucial role in workplace governance. The CSE must be consulted on major business decisions affecting employees, such as reorganizations, layoffs, or changes to working conditions.

This structure can be surprising to UK-based companies, where employee consultation requirements are far less prescriptive. Boost’RH helps new entrants navigate these obligations by supporting the formation and management of CSEs, training HR teams, and ensuring that all legal consultation processes are properly followed.

Working hours and paid leave

France also imposes strict rules on working hours. The standard workweek is 35 hours, and overtime is tightly regulated. Employees are entitled to five weeks of paid vacation per year, in addition to public holidays, and some sectors have collective agreements that grant even more leave.

Failure to comply with these rules can lead to significant penalties. Boost’RH helps businesses adapt their HR policies and payroll systems to align with these regulations, ensuring full compliance and avoiding costly mistakes.

Payroll and social contributions

The French payroll system is complex, with a heavy emphasis on social contributions. Employers are responsible for a significant portion of social charges, which cover health insurance, unemployment insurance, retirement, and other benefits. These charges can total over 40% of an employee’s gross salary, substantially higher than in the UK.

Moreover, payroll must be processed in accordance with strict legal requirements, including the use of specific software and reporting standards. Boost’RH provides support in setting up compliant payroll systems and can act as an outsourced payroll provider to simplify this process for English companies entering the French market.

Recruitment and talent management

While France boasts a skilled and educated workforce, recruitment practices also differ. There are cultural expectations around qualifications, job roles, and hierarchy that need to be respected. Job titles are more formal, and there is often an emphasis on educational background and certifications, especially in regulated industries.

Boost’RH assists companies with sourcing talent, drafting compliant job descriptions, and conducting interviews in line with French expectations. Their local knowledge also helps companies understand salary benchmarks and benefits packages that are attractive in the French context.

The role of Boost’RH

Boost’RH is a trusted HR consultancy with a deep understanding of the French employment landscape and a strong track record of assisting UK-based companies. With decades of combined experience, their bilingual consultants guide Manchester firms through the full lifecycle of establishing and managing HR operations in France.

From drafting employment contracts and setting up payroll to managing employee relations and compliance audits, Boost’RH acts as a strategic partner. Whether a company is opening a branch office, hiring remote French employees, or launching a full-scale operation, Boost’RH ensures that HR processes are smooth, compliant, and aligned with business objectives.

Pop Specs, the trailblazing eyewear brand best known for its dynamic pitch on BBC’s Dragons’ Den, is proudly celebrating four years in business this month—marking a milestone of remarkable growth, innovation, and fresh accolades.

The company was recently spotlighted by the LDC Times as “One to Watch,” reinforcing its growing reputation as a pioneering force in the UK’s optical industry.

Since its launch in 2021, Pop Specs has redefined the experience of purchasing prescription eyewear through its proprietary technology, which allows for fast, convenient access to quality glasses—cutting through the time-consuming processes typically associated with traditional retailers.

“When we launched Pop Specs four years ago, we had a simple mission: to make buying prescription eyewear more fun, accessible and convenient for everyone,” said Daniel Barnes, CEO and founder of Pop Specs.

“Being recognised by LDC Times and reflecting on our Dragons Den journey reminds us how far we’ve come, but we’re just getting started.”

Their memorable stint on Dragons’ Den played a pivotal role in the brand’s early success. The show provided Pop Specs with a platform that significantly raised its profile and accelerated public trust in its customer-focused business model.

“Our Dragons Den experience was transformative,” said Lina Tejoprayitno, the co-founder. “The exposure and publicity we received helped us scale our operations while staying true to our core mission of revolutionising the eyewear industry.”

Recognition from LDC Times highlights Pop Specs as a standout business with strong potential for ongoing disruption within its sector. The annual list celebrates businesses poised to make significant impact in the years ahead.

Daniel added: “We’re honoured to be recognised by LDC Times. This acknowledgment validates our approach and encourages us to continue pushing boundaries in how prescription eyewear is dispensed and experienced.”

Looking forward, Pop Specs is gearing up to expand its product line and simplify its prescription delivery system even further. With international markets firmly in sight, the company is laying the groundwork for launches across the US, Europe, and the Middle East.

“The next chapter for Pop Specs is focused on scaling our technology to reach more customers while continuing to innovate,” said Lina Tejoprayitno. “We’re investing heavily in our digital infrastructure and exploring partnerships that will help us bring our vision to new markets.”

She may have left school without a diploma, but today Nicky Wallis is one of the UK’s most influential voices in leadership development. As Founder and Director of TEAL Learning Solutions, Wallis is transforming how organisations train and retain leaders—through a powerful, emotionally intelligent lens shaped by her own remarkable life story.

With burnout, absenteeism, and high turnover costing UK businesses billions every year, Wallis’s human-first approach to leadership couldn’t be more relevant. Her work delivers measurable change, from slashing staff turnover rates to preparing emerging talent for senior leadership, making her one of the most sought-after figures in organisational culture and training.

Her journey, however, began far from corporate success—in a childhood filled with upheaval and uncertainty.

When she was just 12, Wallis was removed from school and taken to India, then later to Canada, cutting her off from formal education for over two years. With little structure to rely on, she turned to books and began to self-educate. “I was desperate to understand people,” she says. “What drives their choices? Why do they behave the way they do?” That need to decode human behaviour became the bedrock of her life’s work.

Despite excelling once back in education, missing critical years meant she couldn’t complete her studies. At 19, she returned to the UK alone, without a plan or support network. By 23, she became a mother, but ambition soon pulled her toward the working world. A friend’s casual comment about a restaurant job sparked a new beginning.

Wallis quickly proved herself, rising to Assistant Manager in six months. By age 30, she was a General Manager for three restaurants, rescuing underperforming venues and becoming known as “The Manager-Making Machine” for her knack for turning struggling staff into future stars. One major turnaround saw a restaurant shift from a 26% loss to a 32% profit.

Her curiosity about people’s potential found even deeper meaning in roles with broader influence. At The Restaurant Group, she oversaw training for 27 brands operating in UK airports, designing systems to keep service levels high despite intense conditions. At Gaucho, she created an in-house leadership academy that nurtured future CEOs from within the ranks—transforming kitchen porters and frontline staff into high-level leaders.

Wallis credits her toughest times with shaping her greatest strengths. “The personal hurdles I’ve faced have actually been my greatest teachers,” she says. “They gave me perspective, empathy, and creativity; qualities that shape my work every day.”

In June 2023, she launched TEAL Learning Solutions as a way to give back to the industry and offer something different: emotionally intelligent leadership development built for modern workplace challenges. With clients like Sushi Samba and Coya already onboard, TEAL’s bespoke approach speaks directly to industries facing generational shifts, mental health issues, and retention struggles.

Unlike traditional leadership programmes heavy on theory and light on application, Wallis insists on actionable strategies. Whether she’s coaching teams across Europe or advising top executives on culture change, her philosophy centres on one belief: people power performance.

“We’re not just creating better leaders,” says Wallis. “We’re helping individuals understand themselves, build empathy, and drive meaningful change.”

Nicky Wallis’s evolution from dropout to leadership pioneer shows that resilience, empathy and drive can achieve more than any qualification ever could. Her story is a bold call to rethink what leadership really means—and who gets to lead.