Chris Evans - Memoirs of a Fruitcake

Already I could sense that this wasn’t going to plan and they were getting the wrong end of the stick. I was definitely one of them but in danger now of being perceived as a potential enemy – as having crossed over to the dark side.

Sure DJs did fall by the wayside as a result of my proprietorship. The management of people is a huge and complicated task and one that takes a very special talent, a talent not to be underrated.

‘Show me the money,’ Tom Cruise famously said in Jerry Maguire. Tom, you were wrong.

‘Show me the manager,’ any day of the week.

10Spend it on people you have never met before

9Spend it on people you don’t like

8Spend it on people you suspect don’t like you

7Spend it on really expensive wine, when everyone is too far gone to appreciate it

6Spend it on holidays you don’t want to go on

5Lend it to idiots

4Invest in businesses run by idiots

3Play the stock market (the big boys have the rest of us by the balls)

2Think for one second it can ever buy you happiness

1Forget how hard you worked to earn it

ULTIMATELY, MY OWNERSHIP OF THE GINGER MEDIA GROUP (GMG)would last no longer than two years, thank God, after which my brief and bizarre run as a rookie media mogul would morph into my becoming a multi-millionaire part-time DJ, with too much time on his hands and a bank account burning a hole in his pocket. Sounds fabulous, doesn’t it?

So why, then, is such coveted good fortune all too often the downfall of the people who come to experience it?

Perhaps it’s something to do with the paradise syndrome – a recognised psychological condition in which people imagine things are too good to be true, and so end up sabotaging them until they return once again to the shitty bad old days.

Was this what happened to me? I suspect it was. But before I get to the part where it all went wrong, let me cut to the chase and tell you how all this money ended up coming my way in the first place.

It was my job as proprietor of GMG, along with my CEO, David Campbell – DC, as I’ve always known him – and my agent Michael, to grow our new business from day one, just as we had promised our investors we would do. We had claimed to be able to at least double the £87 million we had originally paid, within three to five years. If and when this was achieved, we had agreed to sell it again and all retire to the Bahamas – or as it turned out in my case, Guildford.

Our initial plan for the ‘growing’ part was based around building up our already established television and radio business, whilst at the same time diversifying into becoming a more broad-based media company. The internet had just been born, and digital television and radio-broadcast platforms were taking their first steps as toddlers. In short, we were witnessing the beginnings of a communications and technological revolution, and rarely, if ever, had there been a better time for expansion.

GMG’s growth was, however, about to be stunted.

There was a problem, you see, a very simple problem – we were too successful, too quickly, without really doing very much at all. The ratings and revenue from the radio station increased at such an unexpected rate after we had taken over that the business almost immediately doubled and then almost tripled in value. Suddenly there was very little for us to do, over and above turning up for work every day. There was no need to push ourselves, there was no need to look for new opportunities and, most importantly of all, there was no need for us to take any risks.

So what was the problem, you may ask?

Well, it was like this. I had a very ambitious management team consisting of several natural entrepreneurs whose very DNA dictated they had to take any money-making heat they could get their hands on and turn it into a full-blown volcano – whether it was needed or not. Unfortunately at this juncture, because of our premature success in reaching and exceeding all our financial targets, these same guys soon found themselves at direct loggerheads with the boys and girls in our boardroom.

The management wanted to stick to the original brief of expansion, whereas our investors only cared about extracting the added value. As this point had already been reached, the investors understandably didn’t want any further and unnecessary throws of the dice.

Here’s what happened next:

Everyone knew we were worth millions more than just a few months before, maybe even as much as a hundred million more, maybe even more than that. In short, we were very good for credit, almost fireproof. Not surprisingly the management team decided the time was ripe for taking on bigger challenges – like buying a national newspaper for example, specifically the Daily Star.

If you want to make money, never buy a gleaming champion for sale at the top of the market, go instead for a leaky old boat that no one wants or cares about anymore.

The Daily Star was that boat; it was losing money hand over fist, had problems with its printing and distribution, and had become a predictable one-trick pony of gossip, girls and sport done on the cheap. However it was still also enjoying half-decent circulation figures and, with a little love and affection both behind the scenes and on the page, my trusty CEO, DC, reckoned it could be polished up and be back in the black within a year. He had investigated alternative ways of printing and the sharing of distribution facilities to help cut costs, and he and I had even had a clandestine lunch with Piers Morgan who, in principle, had agreed to be our editor.

Our thinking was something along the lines of radio stations being very similar to newspapers in so many ways. Why couldn’t our millions of new listeners become millions of new readers, and vice versa?

As momentum around Project Star gathered pace, the frisson of our second big deal was well and truly in the air – especially when we discovered we could snap up this ailing daily for the knock-down price of just £25 million, a snip at the time for a UK national newspaper title.

Alas, though, it was not to be.

The board rejected our request for permission to buy the Daily Star hands down. We had the deal in the bag, but they were insistent we didn’t need it. Their exact phrase was ‘Why do we need to bet the ranch anymore?’

The board left us in no doubt that they were more than happy with things as they stood. My management team, on the other hand, could not have been less satisfied with the situation. In fact they were about to throw their toys, along with their immense talent, right out of our company pram.

As soon as they were informed of the board’s decision, all three of them – the chief executive officer, the financial officer and the managing director – walked straight out of the building.

I couldn’t believe it.

Here was I, a radio DJ, former newsagent, kiss-o-gram and forklift-truck driver, now alone at the head of a £200 million company with close to two hundred employees and hundreds of thousands of pounds flowing in and out of our accounts on a daily basis.

I needed my boys back and I needed them back bloody quickly. I summoned the board to an emergency meeting scheduled for the second I came off the air the next day.

‘The management feel they can no longer work with you and have left,’ I offered up as a starter.

‘They have what?’ said one of the board.

‘They’ve gone, they’re no longer here, I am on my own and I am just a DJ, I have no idea what really goes on here and we need to get them back.’