How did the acquisition of Newey’s Jewellers come about, and how did your previous relationship with the business influence this?
The acquisition came about very naturally, largely because there was a long-standing relationship and mutual respect in place already.
When I opened Sonny’s Jewellers in 2015, Newey’s Jewellers was quite literally next door. John and Angie were our neighbours and from day one they were so welcoming, helpful and always accommodating. Over the years, we built up a great relationship.
It was the sort of relationship you only get when you work side-by-side in the Jewellery Quarter and genuinely look out for one another.
So, when John and Angie made the decision to sell, they weren’t simply looking for the highest bidder.
They wanted to pass Newey’s Jewellers on to a business that embodied the same values and, importantly, to people they could see themselves working with after the sale to protect what makes Newey’s special. They approached me with that in mind.
From there, we followed the normal legal and due diligence processes, and once these were all completed, we officially took over the business.
Crucially, both John and Angie joined the group post-sale, which has been invaluable, as they are helping to guide us forward, while ensuring we keep the essence of Newey’s Jewellers alive.
Can you walk us through your vision for how Newey’s Jewellers will the join Sonny’s Jewellers umbrella, and what changes customers can expect to see?
Absolutely. The first phase is about listening and learning. Before you make changes, you have to properly understand the business, how it runs day-to-day, what the processes are, and most importantly what customers genuinely love about Newey’s.
That heritage and trust is the foundation, and we’re very conscious not to dilute it.
Our vision is to bring Newey’s Jewellers into the wider Sonny’s Jewellers umbrella in a way that strengthens the business without changing its character.
The direction is “modern-traditional”: elevating the experience, updating how we present product and communicate the brand, but keeping the warmth, personal service and traditional values that Newey’s is known for.
We have no interest in alienating the loyal customer base that has made Newey’s such a respected name in the Birmingham Jewellery Quarter.
In practical terms, customers can expect a fresher feel as time goes on, supported by improved product ranges, clearer promotions and more consistent processes behind the scenes to enhance service.
A refit is planned for the future, but it will be done thoughtfully and with respect for the existing identity.
The aim is simple: we are going to keep what’s special, modernise what’s needed, and make the overall customer experience even stronger.
Focusing on understanding the team and existing operations before any major decisions will be made is important to you. What aspects are you prioritising in these early stages?
In the early stages, my priority is to understand what makes Newey’s work so well and to be very intentional about what we change – and when.
First and foremost, it’s the team. Newey’s Jewellers has been built on relationships and trust, and that comes from the people.
So it’s about listening, understanding how they work, what they’re proud of, and making sure they feel respected and supported through the transition.
Alongside that, we’re looking closely at the existing operations and ethos – how the store serves customers, what the pace and rhythm of the business looks like, and what the customer base values most.
The aim is to protect what’s already strong and avoid making changes that don’t add genuine value to the business.
We’re also reviewing the product ranges: what performs well, what customers come in for, and where there are opportunities to broaden or refresh the offer without losing the traditional feel that defines Newey’s Jewellers.
Timing is another key factor. This is not about rushing into big decisions. It’s about sequencing improvements properly so the business stays stable, customers feel continuity, and the team can bring changes to life confidently.
Finally, we’re treating this as a learning opportunity for the wider group. Newey’s is an established, successful business with a lot of key strengths – we want to identify what they do exceptionally well and apply those best practices across the rest of the umbrella where appropriate.
How important was it for you to keep former directors John and Angela on board, and what roles do you see them playing in the future of the business?
It was hugely important. John and Angela are the essence of Newey’s Jewellers, and we feel very fortunate to have them staying on as part of the next chapter.
For customers and the team, their presence provides continuity, reassurance, and a clear link to everything that has made the business respected for so long.
From our perspective, there’s also an enormous amount to learn. They have decades of experience – not just in jewellery, but in how to build a business with real reputation, standards and customer loyalty. Having that knowledge and perspective within the group is absolutely invaluable.
A key part of keeping John and Angela close to the business is also allowing them to fall in love with the industry again, without the constant pressures that come with owning and running a business. That’s been a really positive shift already.
In practical terms, John is enjoying being back where he thrives – at the bench – as head goldsmith at Newey’s.
Angela will be the production manager, overseeing the operational “engine” of the business and ensuring everything runs smoothly behind the scenes.
Between them, they’re helping us protect the DNA of Newey’s Jewellers while supporting a strong, sustainable future.
With Newey’s Jewellers joining your growing portfolio, how do you plan to balance maintaining its unique identity alongside your other brands and businesses, including JQ Diamonds?
For me, the key is being very clear that these are three distinct brands with very different positioning, product focus and customer experience. We are not trying to blend them into one identity – instead, we want each of them to be the best version of what it already is.
JQ Diamonds is our destination fine jewellery store. It’s where we lean into premium, higher-ticket pieces and a more curated, “special trip” experience.
Sonny’s is our community-led store. It’s energetic, relationship-driven and built around being part of people’s everyday milestones – weddings, anniversaries, birthdays – supported by strong local engagement.
Newey’s Jewellers sits very comfortably as the traditional Birmingham Jewellery Quarter jeweller, with a more welcoming, familiar, “at-home” feel to it – personal, reassuring and rooted in craftsmanship and heritage.
That environment is a big part of why customers trust it so much, and we’re committed to protecting that.
It’s also worth saying that Birmingham is a diverse city and our customers are not one-size-fits-all.
People have different tastes, different budgets, and different reasons for buying jewellery – some want something truly premium and bespoke, some want a trusted local jeweller they can return to for years, and others want a strong community business that feels accessible and familiar.
By operating three clearly differentiated brands, we can cater to a much wider range of needs while staying true to what each business stands for.
The balance comes from shared standards behind the scenes – things like service expectations, operational discipline, training and support – while keeping the front-end brand experience, product mix, tone of voice and visual style clearly separate.
That way, each of the brands retains its unique identity, and customers always know exactly what to expect when they walk through the door.
The Birmingham Jewellery Quarter is a historic hub for the industry. How does this acquisition fit into your broader strategy for investment and growth in this special area?
The Birmingham Jewellery Quarter is not just a place we trade from – it’s part of my story. I’ve been connected to the Jewellery Quarter since I was born.
My father and grandfather were jewellery manufacturers from 1968, so this area has always been at the centre of our family’s work and our identity.
It’s also an incredibly important location for the wider industry. The Birmingham Jewellery Quarter is the UK’s original hub for jewellery and it remains a well-known destination – not only nationally, but internationally.
People come here because it represents heritage, craftsmanship and trust, and that reputation is worth protecting and investing in.
In that context, the acquisition of Newey’s Jewellers is a natural fit for us. It strengthens our presence in the Jewellery Quarter, while keeping an established, respected independent business in local hands, and it allows us to contribute positively to the area’s long-term vibrancy.
That said, my approach is measured. Right now, I’m very happy with the three stores and the three distinct propositions we have within our portfolio.
The immediate strategy is not to expand for the sake of it, but to focus on making these businesses the very best they can be – delivering outstanding customer service, operational excellence and a consistently high standard of experience across each brand, while respecting what makes them different.
How do you see the competitive landscape of independent jewellery retail evolving in the UK, and how will this acquisition help you stay ahead?
Independent jewellery retail in the UK is becoming more competitive, but also more exciting. The biggest change is the customer.
They are more educated than ever before – most people have researched online before they even walk through the door. They are also more demanding: they expect transparency, clear value, a strong product story, and a level of service that feels genuinely personal.
That means independents cannot afford to be complacent. The product still matters, but the differentiator is increasingly the overall experience – how you make customers feel, how confidently you guide them, and how consistently you deliver on trust.
Speed and convenience matter more too: responsive communication, efficient aftercare, and a seamless journey whether the customer starts online or in-store.
This acquisition helps us stay ahead in a few ways. First, it strengthens our presence in the Jewellery Quarter with a business that already has deep customer loyalty and heritage – those are real competitive advantages.
Second, being part of a wider group allows Newey’s Jewellers to benefit from shared resources: stronger buying power, better access to product, more structured processes, and a higher investment capacity in staff development, marketing and customer service standards.
Most importantly, it gives customers more choice. With three distinct propositions across our stores, we can meet different tastes, budgets and buying occasions – while maintaining the independent values that customers still care about: expertise, craftsmanship, and long-term relationships.
What advice would you give to owners of independent jewellers who might be looking to follow in your footsteps with expansion and success?
If you’re an independent jeweller thinking about expansion, my main advice is to be very clear on your “why”, and build from a strong foundation, rather than chasing growth for its own sake.
Start with the fundamentals. Get your culture, service standards and daily operating rhythms right first. Expansion most certainly doesn’t fix problems – it magnifies them.
If you’re not consistently delivering a great customer experience in one location, it becomes very difficult to replicate it across two or three.
Secondly, know your numbers. You don’t need to be an accountant, but you do need to understand what drives profitability: margins by category, conversion, average transaction value, stock turn, labour cost, and where cash is tied up.
A surprising number of businesses grow turnover while quietly eroding profit and cashflow.
Third, protect what makes you different. Independents win on trust, expertise and relationships.
Customers come to you for reassurance and guidance, not just a product. Make the experience exceptional – your team’s confidence, the way you present, the aftercare, the follow-up.
That’s how you compete in a market where customers are more educated and have endless options online.
If you’re acquiring rather than opening, be patient and respectful. Learn the business first – its customer base, its ethos and its strengths – before changing anything significant.
Keep the identity that customers love, but bring in improvements behind the scenes: better processes, better product access, stronger training and marketing support.
Finally, surround yourself with good people.
Expansion truly is a team sport. Invest in managers, invest in training, and create clear standards. When you have the right people in place, growth becomes much more scalable – and enjoyable – rather than stressful.
Where you see the direction of the company heading over the next 12 months, and what will be your priorities for growing the business? Do you have any more acquisitions planned?
Over the next 12 months, the direction is very much about consolidation, integration, and raising standards across the group rather than chasing growth for its own sake.
Our priorities are clear. These include successfully integrating Newey’s Jewellers into the group while protecting everything customers already love about the business, then strengthening it with better support around product, processes and promotions.
Secondly, ensuring customer service and excellence across all three stores. I want Sonny’s Jewellers, JQ Diamonds and Newey’s Jewellers to be known as the benchmark in Birmingham for service, expertise and overall experience – because that is what drives long-term loyalty and sustainable growth.
Thirdly, focusing on team development and consistency. Investing in training, clearer standards, and stronger day-to-day operational rhythm so every customer interaction is confident, professional and warm – regardless of which store they visit.
Fourthly, ensuring sharper product strategy and merchandising, making sure each brand’s product mix is clearly aligned to its proposition – so the offer is distinct, the storytelling is strong, and we improve stock productivity and profitability.
And lastly, our dedication to the community, to charity and to partnerships. We’re committed to being a business that contributes to the city, not just trades in it.
Over the next year we’ll be putting even more energy into charity support and building partnerships that align with our values – creating positive impact while strengthening trust and relationships with our customers.
On acquisitions, I’m not actively chasing anything in the immediate term. I’m very happy with the three stores and the three distinct propositions we now have.
If the right opportunity comes along that genuinely fits our values and strengthens what we’re building in the Birmingham Jewellery Quarter, then I’d always consider it – but the focus for the next 12 months is making what we already have exceptional.