NAT Puri is by instinct a manufacturer. He likes to own factories where things are made that create wealth. And that has proved increasingly difficult in the UK.
Nevertheless, this Indian-born businessman wants to see manufacturing return. The scale of his ambition to own household names is reflected in his unsuccessful efforts back in the 1980s to buy car-maker Rover.
He is not yet convinced that manufacturing is about to return to the UK's shores but he strongly believes that Nottingham should create the conditions for potential investors.
He has his own businesses, such as Bolton Plastics, in the north-west, a specialist manufacturer of custom moulded plastic products for the automotive sector.
He also owns a paper mill which makes filtration paper for beverages such as tea bags and coffee filters.
Mr Puri was a member of the Nottingham Economic Resilience Forum, set up by the city council to identify the necessary stepping stones for the city's recovery post-recession.
The forum has re-established itself as the Growth Board, with the same members and Experian founder Sir John Peace continuing as chairman.
Mr Puri is mindful that it must not be a talking shop and there must be follow-through.
"Without that, nothing will change," he says. "The city council took on board things we were saying but we need to do something.
"The Nottingham economy is behind and we need to do a lot more. Some of our old industries have gone. We used to have big engineering in Notts – that has gone, mining has gone and the rag trade has gone. These were three big things. We have a couple of good players. Experian has grown at the same time, a big company, very successful.
"Boots is growing in some ways and cutting back in others. Parts of the business have been sold. But Boots is very successful. They are a good company for Nottingham."
The problem nationally and locally, says Mr Puri, is that companies are not investing because there is no money for them. "So where are they going to create jobs? You need investment, you need more working capital and banks aren't lending."
As part of the Growth Board initiative and the City Deal, Mr Puri suggested setting up a fund for Nottingham businesses, volunteering to invest some of his own wealth.
An approach to the Department for Business led to the city council hammering out City Deal, a package of initiatives to boost jobs and sector support such as a new Creative Quarter.
The path followed by the UK economy over 30 years has left Mr Puri disappointed and depressed. "When Mrs Thatcher came to power, 29 per cent of GDP was manufacturing. It was 17.9% when the Tories left power in 1997. Under Labour, it became 11.7%. Now it is ten per cent.
"If the economy were booming, it might be even less. Over the next 30 years, it could fall to five or six per cent.
"This has not been thought through. The UK will be like the African continent.
"Of course, there will be people who will make lots of money but most won't be working. To buy things from outside the UK, you have to sell them something.
"You have to have trade, and trade in goods and services. For instance, the UK sells education. That is good for Nottingham University and good for Nottingham Trent University. But there is a limit."
Mr Puri argues that the culture of the City of London – "make a profit, take a dividend and eat it" – is devastating manufacturing.
"The German model says let's invest more profit in the business and build it up. The tax system traditionally encouraged it. If I want to raise money to invest in manufacturing in Germany, it is easy. If you want to set up a factory here, there is no money."
One step is for the Government to encourage investment in plant and machinery, not empty buildings, of which there are plenty, says Mr Puri.
"Banks used to have a special arm for financing machinery. We were able to finance 100 per cent of machines on hire purchase or lease purchase or just lease. That is not available now."
Nottingham should be setting out its stall to attract manufacturers, says Mr Puri, creating "jobs for everybody".
What went wrong?
Nottingham became a victim of the battles between Government and unions in the 1980s, he says. Neither wanted to give in.
"The Government was wrong and the unions were wrong. It became so polarised. Neither was going to give in."
Mr Puri points to his own career of some 30 years in manufacturing. He only experienced a half-day strike.
"I had plenty of problems with the unions but you have to be firm but fair. We argued but played fair."
How does Nottingham rediscover its energy to go forward to encourage the new employers of the future?
"Nottingham no longer has many big manufacturers," says Mr Puri.
"We need to find money for those with a turnover of up to £20m to make capital investment. They must create efficiencies in their businesses.
They might lose some jobs but they will ensure long-term employment. If they become efficient, they will win more orders. We have to be competitive as against everybody.
"We have some disadvantages. We can't pay Chinese rates here but we can create enough automation so the difference in wages is no different than the cost of shipping."
Nat Puri has long been an informal adviser to city council leaders. The recession makes experienced advice valuable to a local authority.
"I will help in any way I can," he says. "I am ready to help Nottingham companies to succeed. Nottingham is a dynamic city. Leaving aside the workplace parking levy (largely to pay for the tram network), Nottingham is a business-friendly city.
"We can't change yesterday, let's change tomorrow."
It is clear that Mr Puri spends time reflecting on Nottingham and its potential ambitions. Twenty years ago, he was a member of the local training and enterprise council, a quango created to get unemployed people trained and into work.
"I used to say that we can't change yesterday's unemployable. but let's not create tomorrow's."
An investment fund, essentially venture capital, set up under the City Deal initiative, has raised £40m to date to help local firms.
"There are enough commitments and we will invest in those firms which can show success," said Mr Puri.
"I will help firms seeking help but first they must have a viable project."
"Greater Nottingham TEC made a great difference in the 1980s and early 1990s. Money went into education, technology. Nevertheless, some of yesterday's things don't make sense. Tomorrow's technology will be the salvation."