As part of our Novel podcast series, we’re celebrating innovation and leadership across the Liverpool City Region. In our latest episode, we’re shining a spotlight on Jake Lavelle, founder and Managing Director of JPL Flavours.
His journey from a 22-year-old entrepreneur with no business background to leading one of the UK’s fastest-growing independent flavour manufacturers is a masterclass in grit, creativity and the power of family support.
A leap of faith at 22
Jake Lavell’s path to entrepreneurship started with a shock. In 2013, while working for a small, family-like flavours company, Jake and his colleagues found out via Google that they’d been acquired by a multinational corporation. The takeover culture clashed with the collaborative, creative environment he loved, and in his early 20s, Jake made the bold decision to start his own company – JPL Flavours.
“I didn’t want to be away from my family anymore. I thought, why not? I’ll make it work. In my head, it was going to be a one-man band, just me and a small lab at home,” he says.
But that modest ambition quickly gave way to extraordinary growth. Today, JPL Flavours employs over 40 staff, operates cutting-edge facilities in Bromborough, and supplies major food brands – all without ever taking external investment.
Building a business on family foundations
Starting with limited capital, Jake relied on relentless hard work and family backing. For the first two years, he juggled three jobs, doing night shifts at FedEx, consulting for other food manufacturers and running his fledgling lab late into the night. His partner Danielle often joined him in the lab after hours, helping prepare samples that would eventually win over his first customers.
The family commitment didn’t stop there. As the business grew, Jake brought his mum, brother, sister, and even his youngest sibling into the company. “It’s a family affair,” Jake says. “We all had something on the line, and that extra pressure meant I couldn’t let it fail.”
This family-centric ethos is now embedded in JPL’s culture. As the company scaled, Jake made a deliberate effort to maintain that close-knit feel for all staff. “If you micromanage creative people, you kill their creativity. We try to keep it relaxed, supportive and open. That’s how we’ve been able to attract and retain great talent.”
Scaling up without selling out
JPL Flavours’ success defies conventional wisdom in the UK food manufacturing industry, which is dominated by multinational corporations and private equity-backed firms. Unlike most companies of its size, Jake resisted external funding, instead choosing to reinvest profits and scale organically.
This approach allowed him to preserve JPL’s independence and values. “I’ve been through an acquisition. I know how it feels for staff, and I wouldn’t want to put my people through that,” Jake explains. “Selling out would feel greedy at this point. I’d rather build a business that can one day be passed down to my daughters.”
That long-term vision extends beyond family succession. Jake is committed to keeping manufacturing in the UK, despite industry trends to offshore production. His investment in automated production at JPL’s Bromborough facility has made it the first UK flavours manufacturer to adopt this technology, a move that’s strengthened competitiveness while safeguarding local jobs.
Innovation rooted in craft
At its core, JPL Flavours is about more than just production; it’s about craft. As a flavourist, Jake describes the role as part chemistry, part artistry and part memory. “We work with 2,000 – 4,000 compounds. A mass spectrometer might give you 70% of a flavour’s profile, but the rest comes from recall and creativity. That’s the magic.”
This creative edge has helped JPL win contracts with big names like Krispy Kreme and even supply flavours for Starbucks in South Korea. Unlike competitors who stick to standard profiles, Jake’s team experiments boldly, sometimes developing entirely new flavour concepts that surprise and delight clients.
Lessons in leadership
Jake is candid about the steep learning curve of becoming a business leader. Early on, he was still doing 95% of his work in the lab while trying to manage people and strategy late into the night. That changed in 2018, when he joined a mentoring programme through the Growth Company in Manchester. With guidance from business mentor John Scott, Jake learned to step back and focus on building a management team.
“It was tough at first, but when you hire great people, letting go becomes easy,” he says. “Now I’m able to get home to my kids at night, and the business runs better because of it.”
A blueprint for UK manufacturing
Jake’s story reflects broader lessons about supporting British manufacturing and entrepreneurship. He credits his success partly to local customer loyalty, with many UK brands now actively seeking domestically produced flavours. But he also points out systemic challenges, from surprise business rates to a lack of accessible support for startups.
“Other countries give small businesses breathing space until they’re profitable. We could do more here to support people at the start of their journeys,” he argues.
Looking ahead, JPL Flavours is exploring international expansion while continuing to invest locally. Jake’s ultimate goal is to build a business that lasts 100 years, providing a trade and livelihood for generations of his family and community.
Inspiration for Future Leaders
For young entrepreneurs and creatives, Jake offers a powerful example of what’s possible with passion and a strong support network. “When I started, people laughed at the idea. I was probably slightly arrogant thinking I could do it at 22. But sometimes, you need a little bit of arrogance – and a lot of hard work – to prove people wrong.”
As Liverpool continues to foster innovation and leadership across sectors, stories like JPL Flavours remind us that world-class businesses can grow from local roots, staying true to their values while competing globally.
