Jonathan Pressley, managing director, Pressleys Jewellers and Chalfen of London.

This year Jonathan Pressley earns his place in the Hot 100 as a Business Big Shot in recognition of both his retail success with Pressleys and for his fledgling venture to revive the once great diamond company H Chalfen as the UK’s next big contemporary diamond jewellery brand.

“This year I have embarked on numerous ventures. For Pressleys I would say my main achievement is reinventing our Pressleys brand in Worthing with the opening of our new store on the main high street. This store has been designed to be at the forefront of innovation using new technology; but also it retains the tradition and family values that Pressleys has built on since 1909.

“Within the jewellery industry I am enormously proud to be an integral part of the re-branding of H Chalfen to become Chalfen of London. With this amazing diamond jewellery brand I am excited to see its progression over the next year with its new branding, stunning collections and its collaboration with the global diamond brand Forevermark,” Jonathan explains.


The plan for Chalfen London is to help jewellers offer amazing diamond jewellery backed by a thorough design, manufacturing and logistics operation. “As a retailer it has given me a huge advantage moving forward with Chalfen of London as both myself and the team at Pressleys have experienced all the successes and struggles over the years with technology and services provided by suppliers. I see these observations as opportunities for Chalfen to create a brand that establishes a solid relationship with retailers by offering communication, products and services that I know a retailer would appreciate,” Jonathan says.

Expanding the Pressleys retail empire in the same year as creating Chalfen London has pushed Jonathan close to the limit at times, which is why the location for his Hot 100 photo shoot is ripe with symbolism. “I absolutely love London but not at rush hour. The rate race lifestyle is something I try to avoid for both myself but also my staff as I feel it constrains creativity and innovation; therefore, the portrait is meant to portray myself moving against mainstream but hopefully not to breaking point,” he admits.