Our Leadership
Our leaders bring operational, financial, and industry expertise, helping us manage the company responsibly and in line with our values.
Blend Family is overseen by an experienced Board of Directors and leadership team responsible for the strategic direction, governance, and day‑to‑day management of the business.
The Board of Directors provides oversight, accountability, and long‑term stewardship of the business. It provides independent guidance on strategy, governance, and risk management, helping Blend Family operate responsibly and meet recognised standards of good corporate practice.
Details of committee structures and governance documentation will be published in due course.
Alan Ball
Chair of the Board
Alan Ball is a seasoned global executive with a track record of leading businesses across the USA, UK, China and Australia, including companies with revenue exceeding £750million.
As Chair of the Board at Blend Family, Alan brings strategic oversight, governance, and international growth expertise to the leadership team.
His experience in scaling consumer-facing businesses supports Blend’s ambition to expand and lead in the dynamic food hall sector.
Matt Bigland
CEO & Founder
Founder and CEO of Blend Family, Matt Bigland is a visionary entrepreneur driving the evolution of modern food halls.
With a deep understanding of consumer trends and hospitality innovation, Matt leads the strategic direction and growth of the business.
His focus on curating vibrant, commercially successful spaces has positioned Blend at the forefront of the sector, with expansion plans underpinned by a scalable, future-facing model.
Nina Patel-Bigland
COO & Founder
Nina Patel-Bigland brings over 15 years of senior leadership experience in the food retail sector to her role as COO of Blend Family.
She drives operational excellence across the business, leads the search for innovative food partners, and plays a key role in scaling the group’s footprint.
With a proven track record of delivering growth in dynamic consumer markets, Nina ensures Blend remains agile, efficient, and partner-focused at every stage of expansion.
James Cowan
CFO
As CFO of Blend Family, James oversees the financial strategy, planning, and governance that underpin the company’s growth.
With a strong background in multi-site retail and hospitality, James ensures robust financial management and supports data-driven decision-making across the group.
His leadership is instrumental in aligning investment priorities with long-term value creation and sustainable profitability.
Matthew Spriggs
Commercial Director
Matthew brings strategic insight and operational rigour to his role as Commercial Director at Blend Family.
Tasked with expanding the company’s reach and commercial performance, Matthew ensures Blend’s food halls consistently deliver high-quality, on-trend experiences – on time and in profit.
With a sharp focus on growth, efficiency, and innovation, he plays a key role in driving the group’s continued success in a fast-evolving market.
Nick Parker
Non-Executive Director
Nick Parker has more than 30 years’ experience in financial management and leading businesses to develop robust commercial growth.
Nick has held several CFO and CEO roles throughout his career including CFO of Dyson and Volex plc and a successful stint at one of Yorkshire’s cultural landmarks Sheffield Wednesday FC.
Senior Leadership Team
The senior leadership team is responsible for the day‑to‑day management of Blend Family’s venues, operations, and partnerships. The team brings experience across hospitality, operations, finance, marketing, and people management, ensuring the business runs effectively and remains focused on our mission and values.
We will add more details on individual roles and responsibilities as part of our ongoing commitment to transparency.
Governance
We’re committed to clear, responsible, and transparent governance as the business grows. We have clear leadership responsibilities, appropriate Board oversight, and policies that support ethical conduct and accountable decision-making across the organisation.
We continue to formalise our governance framework in preparation for the next stage of our growth and additional information will be published in due course.