It has always been difficult for me to understand how white South Africans who built successful careers under the country’s apartheid regime can live with the guilt and shame. Does their sense of superiority extend to EVERYONE else? Do they harbour an intrinsic cruelty to others? Would they have been merciless playground bullies if they had attended school with ‘normal’ kids? Had the word ‘meritocracy’ been purged from South African dictionaries?
Our Earth has finite resources. For each ‘winner’ within society, there has to be an equivalent ‘loser’. The much-vaunted term ‘wealth creator’ is an oxymoron. No billionaire is lauded by 'The Financial Times' for their success as a ‘poverty creator,’ despite the accelerating transfer of resources from the poor to the rich having widened inequalities. In a South Africa where apartheid legislation rigged the education, social and legal system in their favour, each white colonial who succeeded must have purposefully condemned five black Africans to failure and lifelong poverty.
Nothing could have been further from my own experience growing up in Britain. When ten-year old Jacqueline Dixon came to school one day with a red dot painted on her forehead, our teacher Mr Hales invited her to the front of the classroom to explain to the rest of us what it signified. My school explored, explained and respected the cultural differences of the mixed bunch of kids it taught. I never witnessed anyone being abused or bullied there. I imagined that the grown-up outside world would be like that too. I was wrong.
When I joined London black music pirate radio station 'KISS FM' in 1988, its only non-music policy was rejection of South Africa’s apartheid regime. I wholeheartedly supported this stance, having boycotted South African produce, transferred my account from Barclays Bank and protested at demonstrations since the 1970’s. The majority of KISS FM’s personnel were black, not by design but because the station had attracted the most knowledgeable personnel from London’s vibrant black music scene.
To obtain a legal broadcasting licence, it was necessary to name a person qualified in finance on the application form submitted to government. I was surprised to discover that the person selected for this role at KISS FM had attended school and university in South Africa between 1965 and 1974, then been employed for four years by a Johannesburg accountancy firm. I was baffled as to how this choice squared with the station’s anti-apartheid policy.
Apparently, a family friend of KISS FM’s co-founder was David Evans (now Lord Evans) who had launched a print business named 'Centurion Press' in 1971. It was Evans who had recommended his company’s finance director Martin Strivens, now relocated to London. If the licence application were to prove successful, Evans, Strivens and Centurion Press would become KISS FM shareholders.
From Strivens’ initial visit to the KISS FM office in his smart suit, it was immediately apparent that he was not like the rest of us. His white South African accent, his shiny briefcase and his cold attitude did not seem to fit at all with the station’s ‘Radical Radio’ slogan. Visits from a succession of similarly suited men soon followed.
After KISS FM’s first licence application managed by radio DJ Dave Cash had failed, I volunteered to take on the task of co-ordinating and writing the second application for a London licence. The important financial aspects of our application proved particularly difficult because Strivens possessed no knowledge of radio broadcasting, no knowledge of black music and no understanding of London pirate radio’s two-decade history of creating a huge underground music scene. I found that I had to explain every little requirement of a radio station … and then justify it at length, often in written form.
I never sensed that Strivens respected me or my skills. I had already written successful funding applications to government. I had managed staff. My radio career had started in London pirate radio almost two decades earlier. I was the only member of KISS FM’s management to have worked in commercial radio. I was the only team member to have implemented a successful radio station turnaround strategy. I knew intimately all the elements required to build and run a commercial radio station, yet I found that each of these elements had to be argued interminably with Strivens. He was already insisting that essential components be cut from the budget, despite him not comprehending their purpose.
Additionally, my education in economics, accountancy and law meant that I understood and could challenge the budgets and spreadsheets that Strivens shared with me. Maybe he had been accustomed to presenting swathes of computer printouts to non-financial people who simply stared at the jumble of numbers and nodded their heads. I was different. I had worked with accounts for my family since I was in junior school. I had turned around a university bookshop and food store from loss to profit within a year. Yes, I was involved in KISS FM because I was a huge fan of black music and radio … but I had practised skills in running a business too.
During 1989, out of the blue, I was told to attend a meeting late one afternoon with Strivens in Centurion Press’s office at 52 George Street. This seemed highly unusual as he normally visited the KISS FM office in Finsbury Park to discuss the station’s budget. Entering a deep lobby from the street, Centurion’s offices were located to the left on the ground floor behind two sets of plate glass sliding doors. My discussions with Strivens comprised the usual dialogue of him demanding budget cuts and me having to explain how an item was essential for a functioning commercial radio station. Our talk dragged on past five o’clock and I saw Centurion’s staff leave.
After we finished, Strivens informed me that the KISS FM office had called his receptionist and asked me to call back. I thought this was unusual because, as far as I knew, nobody was aware I was at Centurion’s office. Using one of the desk phones, I called the office and enquired why I had been contacted. While I was in conversation, Strivens interrupted and said he had to rush off.
“How will I get out of your office?” I asked him.
“Go through the first set of sliding doors, then press the button to open the second set. It is all automatic.”
I thanked him. He rushed out and left me alone in the office suite. The KISS FM office could not understand why I had been left a message to call them. Nobody there had needed to contact me that afternoon. I hung up, somewhat baffled. Strivens had left. I packed up and left too. I exited through the first set of sliding doors which closed behind me. I pressed the next button in the ‘airlock’, as instructed. Nothing happened. I pressed again. Still nothing. I turned behind me. There was a button for the doors I had passed through. Nothing happened when I pressed it. I was now trapped in a small space between two sets of thick glass sliding doors.
Despite suffering mild claustrophobia, I was reassured by the fact that the two sets of sliding doors were plate glass, so I could clearly see the office behind me and I could view the rear of the building’s lobby in front of me. There was a tiny gap between each pair of doors, not enough to prise them open, but sufficient to supply air for me not to suffocate. The floor space was about four feet by four feet, too small to lay down in, but I could sit on the floor and wait for someone in the lobby to see that I was trapped. Except that nobody ever appeared. It became dark.
It was seven o’clock the next morning when a cleaner arrived, shocked to see me locked inside the small space. Using her keys, she opened the outside door. I thanked her. I had been lucky the meeting had been on a weekday. Tired and cold, I caught the Underground home, had a wash, ate breakfast and headed back into London for a normal day’s work at the KISS FM office. I told nobody what had happened. Strivens never said a word to me about the incident, though I presumed the cleaner must have shared her shock with staff at Centurion. Our budget meetings continued for many months, though I was never asked to visit Centurion’s office again.
My relationship with Strivens failed to improve. The budgets were amended to pay the station’s senior managers (except me) considerably higher salaries, while my budgets for producing the station’s programmes were cut. At the end of 1989, I was thrilled that my licence application proved successful, beating dozens of competing groups with access to many more resources than us. But, for me personally, it was the beginning of the end. I was denied the bonus I had been promised. I was denied the shareholding in the station for which I had already negotiated a bank loan. I was even denied any initial pay, despite having been ordered to give up my other work commitments. Once my KISS FM salary started, it was half the amount paid to Strivens, despite the enormity of my role as programme director, managing the majority of station staff and the largest departmental budget.
Mere months after its launch in 1990, KISS FM hit financial problems as a result of its sales and sponsorship directors having failed to come even close to meeting their targets. Everyone was ordered to attend a staff meeting at which redundancies and pay cuts were announced, mostly within my department. At the same time, extra staff were to be recruited within advertising sales. We learned that Strivens would forego a promised pay rise, him having already 'sacrificed' his Porsche company car at Centurion Press for a Jeep at KISS FM. There was anger in the room at the notion that this was a ‘sacrifice’ when DJs had just been told their payments per show would be halved.
Within six months of its launch, KISS FM’s audience exceeded one million listeners per week, the objective I had written into the station’s budget as achievable by the end of Year One. Despite having been the only manager to surpass my target, I was summarily sacked. No bonus. No pay increase. No Jeep. No gratitude. The station’s co-founder purloined my job title. It was evident that this had been his plan all along. If I had failed to achieve my target, I would have been sacked. If I succeeded, he was ready to take the credit. Within weeks, he went on to libel me in 'The Independent' national newspaper, blaming me for the station’s problems. I was on the dole.
Despite (because of?) the drastic cuts that had been implemented, KISS FM continued to under-perform financially. By 1992, media conglomerate EMAP plc had bought out sufficient shareholders, including Strivens, Evans and Centurion Press, to take control of the company. EMAP had previously held a minority stake in the station, the outcome of an introduction I had made back in 1989. Strivens resigned as finance director of KISS FM in 1993 and returned to Centurion Press, promoted to managing director.
Strivens’ LinkedIn profile states that he “played a major role in the successful launch of London radio station Kiss 100 FM.” Rather, he epitomised the dawning of the ‘roots versus suits’ antagonism that bedevilled the station in its transition from illegal pirate station to corporate youth brand. Perhaps unknowingly, Strivens heralded the end of KISS FM’s pirate radio ethos. He and fellow shareholders’ undeclared objective had always been to transform our little black music fan club into a pop music station to rival market leader Capital Radio. Loadsamoney!
Farewell ‘Radical Radio’.
[The story of the pirate station's transformation is detailed in my 'KISS FM' book]
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