From Concierge to Controversy: Inside Zia Yusuf’s Tumultuous Tenure at Reform UK

On a cloudy Tuesday in September, Gawain Towler, a seasoned press chief for Nigel Farage’s parties, received a shocking phone call that ended his 20-year affiliation with Eurosceptic causes. The call came from a chief operations officer under Zia Yusuf, the newly appointed chairman of Reform UK, marking a pivotal and abrupt shift in the party’s culture. Yusuf, a multimillionaire businessman with a background in the luxury concierge sector, was expected to bring a professional tone, yet his management drew criticism from employees.

Many, including Towler, felt that Yusuf’s approach lacked empathy and disregarded the volunteer nature of the organization, which often operates on personal relationships rather than corporate structure. Comments from current and former employees suggested that Yusuf’s leadership style was reminiscent of his past in the business world, where he drove teams with intensity but often without regard for their well-being.

Arron Banks, an ally of Farage, noted that Yusuf’s “Goldman Sachs-like mentality” alienated many within the party. Former associates described him as a challenging boss, who often led from a place of fear, creating a toxic work environment. Reports of harsh sackings, unpredictable behavior, and a lack of trust and communication were common themes among ex-colleagues at his previous venture, Velocity Black, a concierge service catering to the elite.

Yusuf’s management techniques, including frequent firings and a dismissal of employees’ emotional needs, left many feeling marginalized. Comments from ex- employees painted a picture of a workplace where discretion and personal relationships mattered little against Yusuf’s high-pressure demands. A significant portion of staff expressed their moral discontent regarding his management style, with claims that it often veered towards brutality.

After his unexpected resignation from the chairmanship of Reform, Yusuf quickly transitioned to lead the party’s ‘Doge’ taskforce, rebranding himself while attempting to reshape his public persona. He acknowledged in a press conference that perhaps a different kind of leader – a more charming and relatable figure – was needed for the position he once held.

Despite a mix of opinions where some found value in his visionary approach, Yusuf’s career trajectory has ignited debates about the suitability of a corporate mentality within political spheres, fueling discussions about how such leadership qualities may clash with the often more relationally driven nature of political work.