Nestled within a century-old red-brick mill in the Cotswolds, vintage machinery from the 1960s hums steadily, expertly transforming wheat into flour. “They still work perfectly well,” says Bertie Matthews enthusiastically, guiding visitors up narrow wooden stairs where both old and modern equipment process and filter grain, creating a delicate haze of dust in the air.
Bertie, the eighth generation to lead the family business and now a director, often works shifts on the mill floor despite it being his day off. “The team is fantastic, but everyone needs time off, so sometimes I gladly step in,” he explains.
However, running a mill renowned for offering one of the UK’s most extensive selections of specialty flours was not always Bertie’s plan. The Matthews family has farmed and milled in Shipton-under-Wychwood since 1820. Bertie’s father, a pioneer in organic flour production, managed the business for five decades before retiring to New Zealand in 2020.
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Today, the mill processes over 500,000 bags of flour annually for home bakers and supplies more than a million sacks to artisan bakeries and brands nationwide. Yet, this thriving enterprise nearly came to a halt when it faced a severe financial crisis in 2017, forcing it into a creditors voluntary arrangement.
At only 27, Bertie stepped in as director, despite limited experience in operational management. “When I returned, the business was struggling badly. We couldn’t fulfil orders, pay bills, or secure credit,” he recalls. The warning was grave—the company’s chances of recovery were estimated at just 10 percent.
Determined to save the family legacy, Bertie cut staff from 70 to 30 and developed a strict cost-reduction strategy. “Those three years were borderline survival. We nearly went into administration multiple times,” he admits. Despite the hardships, he learned that prior to the crisis, the business lacked clear financial visibility, and he became “obsessed” with understanding the numbers to steer the turnaround.
Operating one of the UK’s smaller mills, producing around 14,000 tonnes of flour annually, Matthews Cotswold Flour found its niche catering to artisan bakeries and home bakers eager for specialty flours, rather than competing with large industrial suppliers. Bertie also prioritized expanding online sales—a strategy that proved crucial when the pandemic struck.
“When Covid hit, sales went through the roof. Artisan bakeries were booming, and everyone wanted flour,” he says. “We worked hard and smart, but you also need a bit of luck—and we got lucky.”
Since then, sales have soared. Matthews Cotswold Flour is now stocked in Tesco, Waitrose, Co-op, farm shops, and supplied directly to bakeries nationwide. The brand’s profile rose further after a feature on the popular Amazon series Clarkson’s Farm. “Jeremy Clarkson knows my dad and even visited our mill during filming,” Bertie shares. “He’s become a great advocate for farming and for our flour.”
Looking ahead, Bertie is committed to sustainable farming practices. Inspired by ‘regenerative farming,’ which enhances soil health and biodiversity by working with nature, Matthews Cotswold Flour currently partners with about 150 farms, though only 12 practise regenerative methods. Bertie aims to increase this number significantly, targeting a majority of flour sourced from regenerative farms by 2030.
“The climate is changing, and farming must adapt,” he explains. “We need to produce nutritious, affordable food that also regenerates the land rather than damaging it. It’s about better choices—both for farmers and consumers.”
Though the business faces challenges amid the cost-of-living crisis, Bertie believes customers value supporting a premium brand with a strong environmental philosophy. His vision includes creating an interactive baking facility where visitors can explore the journey from farm to flour to baked goods, promoting education and connection.
And what about Bertie’s own baking skills? “I enjoy baking, just not very well,” he laughs. “But with our flour, at least I have good ingredients.”