With over 30 years of experience, Revital LTD stands as the UK's leading independent health and wellness retailer. What began as a single health food store in Willesden Green, London, has now expanded into 18 thriving locations, continuing to grow in response to the demand for accessible, high-quality health products.
Over the past two decades, Revital has remained committed to providing customers with not just a store, but an education on healthy living, nutrition, and the diverse range of supplements and diet foods available in today's market. The company prides itself on investing in its team’s professional development through in-house training, ensuring that staff are equipped with the latest knowledge and expertise in health and wellness.
Rahil Vora, who has served as the CEO of Revital LTD since 2010, brings a wealth of experience to the company and in an interview with Asian Voice, Rahil shares insights into the evolution of the business, the wellness industry, and his leadership journey.
Can you share more about the company?
We’ve been in the vitamins, supplements, and healthy food business for 35 years. It was started by my parents, with my dad playing the leading role and my mom also working in the business. They began with a single store in Wilson Green, and later bought a second one. For about 15-20 years, the business operated with just those two stores.
I joined the business around 15-16 years ago, and we decided to expand. Over the years, we opened an additional 15 stores and developed our e-commerce presence. My dad had initially focused on mail order catalogues, but we eventually shifted to online sales. In 2017, we sold shares in the business to private equity. Today, we’re a national e-commerce company. We manufacture our own products, as well as sell third-party products, all within the healthy food space.
What do you think sets your business apart from others in the market?
One of the key factors is that my dad was a pioneer in this industry. Thirty-five years ago, there were only a few independent shops, but he was one of the first to import American brands into the UK, right after Holland and Barrett. Today, we’re the second-largest retailer in the UK, with 18 stores, while Holland and Barrett remains the largest with 700 stores. This illustrates the difference between first and second in the industry.
Our brand is well-established, and we take pride in offering high-quality products. We focus on UK-manufactured brands, with 99% of our products made in the UK, ensuring top-notch quality. While we’re not the cheapest option out there—there are certainly stores with cheaper products—we prioritise quality and rigorous testing. In each of our stores, we have a nutritionist available to provide guidance, and we don't offer commissions for pushing specific brands or products. Our recommendations are completely unbiased.
What is your opinion on working in a family business? How is it different from other businesses, and what makes it better?
My experience has been great. Right now, I sit in an office next door to my dad. We worked side by side for 15 years. Initially, I never thought I would join the family business, but now I can't imagine doing anything else. For me, it all comes down to the relationship I have with my dad. We have a great bond, and it feels more like a friendship than a typical working relationship. Trust has been a key factor.
I took over the business seven years ago when my dad stepped back, but it took us eight years to reach that point. It required a huge level of trust from his side to hand over control. I believe this trust is crucial. In many family businesses, that trust isn’t always there, and sometimes the handover doesn’t happen properly, leading to confusion, especially when multiple people are in charge. One of the most important things my dad did was to step back and trust me with the responsibility. This approach has worked very well for us.
When I first started, I was an employee for eight years. I worked my way up, starting in the warehouse and then moving into the office. I’ve earned my way up through hard work, with no special treatment. I received the same salaries, pay rises, and incentives as everyone else. This approach motivated me to work harder and prove myself.
Where do you see Revita heading in the next five years?
Retail in the UK is tough, so we're focusing on reducing our physical store presence. E-commerce has been a game changer for us, and we’re working on expanding our online presence and building our own brand. We're already in some international markets, but our primary focus moving forward is launching in more international markets and growing our global reach.
