Nadia Macer-Wright admits to going through a “Del Boy of jobs” in St Ives before hitting upon her holiday lettings idea in 2007. Today, Cornish Gems has 200 luxury properties in its portfolio, voted one of the top firms to work in travel and anticipates £10m turnover this year.
“We saw the niche and we grasped it,” says Macer-Wright.
She had first met her future co-founder Julianne Shelton at the University of Gloucester and both harboured dreams of one day starting a company. Several years later, Macer-Wright travelled down from Wales, picked up her then boyfriend and future husband, Tom, and joined Shelton in Cornwall.
It wasn’t long before they took on some lettings close to St Ives, providing a one-stop shop package for bookings, lettings, cleaning and guest management. Tom built a website, Shelton took on sales and Macer-Wright led meet and greets.
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“It was no man’s land as no one was renting holiday lets in the area,” Macer-Wright recalls. “That’s what gives us the agility and bravery today as we know we can do the jobs ourselves and have that capability if things go awry. It’s a good position to be in.”
Their first St Ives letting is still on Cornish Gems’ portfolio today. She adds: “It’s at the epicentre of where we started. It’s in the location where a lot of things have changed but the owners have kept up with that change. It does take a combination of an excellent property, a great location but also owners who just ‘get it’.”
The business then grew through word of mouth. “We were the first of the little upstarts against the industry’s bigger players,” adds Macer-Wright. “We were just being honest and providing a really good service.
“The properties we have now are in a different league. We are focusing on the top luxury end and also the properties that fit with our ethos and value.”
As Cornish tourism’s only B Corp status company, Cornish Gems also aims to have its portfolio at the top of its own green-grading element, which assesses a range of sustainability measures such as bio diversity and energy efficiency. Macer-Wright adds: “The more we see that it’s what guests want, we have to provide that.”
Over the last 17 years, Cornish Gems has received offers to sell but remains “fiercely independent”. Staying true to their own instincts, says Macer-Wright, has been one of the mainstays of success. They also realised, after receiving bad advice, that they are the best people to run the business.
“We know what it takes and following our gut is a far more rewarding way to run the business.” she admits. “To lead with the heart is one of the most important aspects.”
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It is one of the reasons why Cornish Gems became one of the top 20 places to work in travel in the UK last year, voted for by her team.
“You can direct but you can’t dictate,” Macer-Wright says of her leadership style. “It’s more of a mentoring approach. My passion is people and how they react and how we can motivate them to get the best out themselves. We work in an amazing place and we need to reflect on what is real and meaningful. That’s what gets me out of bed in the morning.”
Last year, the Macer-Wrights took the decision to buy their business partner out over selling the company completely. “We felt we could influence and make a difference to people’s lives down here and to the industry, which hasn’t been easy.
“We had the Covid boom where people were out to make a quick buck and the market has dropped off considerably.”
Sales dipped close to 25% last year in a “tricky” market, with Cornish Gems now exploring the German and Italian markets for year-round success, all while avoiding the online booking giants.
Truro-based Cornish Gems can also lean on its interior design arm, which allows owners to keep properties up to spec and “without breaking the bank”. Around 30% of their letting owners live in Cornwall, with the rest predominantly based in the South East and from abroad.
Cornish Gems, which aims to keep to its 200 lettings portfolio, are now championing a community initiative, bringing the top travel agencies in Cornwall together following negative press, such as second homes, on the tourism industry.
“The industry down here has been a bit like the Wild West,” claims Macer-Wright. “Nobody has really galvanised people and asked how we can do business together.
“The community, who are being exploited, allows us to operate and we have a duty of care to give back. It was exploited after Covid and it can’t go on. We can use our influence to be a force for good and improve the experience.
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“The government will haphazardly put legislation on the loudest voice. If we were to join as an alliance, we can have a voice and stand by our own practices.”
Cornish Gems, which employs 40 full-time staff and swells to 130 staff in peak season, is also looking to evolve the corporate market, helping companies discover and embed a wellbeing strategy into its business and use Cornwall to help team culture.
“We have an opportunity in Cornwall to set the scene,” adds Macer-Wright. “You can be a regenerative, responsible business and still be profitable.”
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