He would need a long entry in any Who's Who in retail as his titles include chairman of the Scottish Retail Consortium, chairman of the British Retail Consortium, Scottish Grocers' Federation board member and former president, CBI council member, and representative on the Neighbourhood Lottery Alliance.
"The list goes on and on doesn't it?", Thompson says, rummaging through his oversized briefcase.
However, these commitments mean that MN&N has a finger on the pulse of the trade in the country. For example, the Scottish Retail Consortium has strong links with the Scottish parliament.
Thompson says: "When you are talking to politicians about retail crime or planning policy, you are getting it from people who are running the country. It's all about knowledge and relationships. You are ahead of the game."
This sporting analogy is to be expected considering his passion for Dundee United, in which he recently bought the major shareholding for £1m, dispatching the manager within a week.
Thompson had battled against a bigger shareholder to buy the club for four years and his characteristic persistence paid off.
He explains, in a manner which suggests he will enjoy proving doubters wrong: "Every Sunday paper did at least a page on me, saying things like he is naive, he's a great businessman but he knows nothing about football'."
Despite the media attention, Thompson the businessman is keeping his feet on the ground.
"I can't lose a grip on Morning Noon & Night, it's the bread and butter. If it wasn't for MN&N I wouldn't be the majority shareholder in Dundee United." And happily the bread is well buttered, thanks to some tight business controls.
"We are doing well, better than the majority of other convenience store groups. Sales are running about 11.5% up on last year for the first two months of the year," he says.
"A lot of people get sales but don't get anything on the bottom line. Last year our operating profit was £1.26m. At the moment turnover is £46m per annum based on current weekly sales."
Dramatic departure
Thompson's head for figures gives away a background in accountancy. Born in Glasgow during the1940s, he initially wanted to be a reporter, but says there weren't any jobs available.
His father, a controller on British Rail, suggested accountancy. He says: "It seemed a fairly straightforward profession so I decided to join."
He began work at a catering company in Glasgow which was bought out by the now defunct foodservice and retail wholesaler Watson and Philip. And in 1965, at the bidding of Herbert Philip, Thompson moved to Dundee taking up the role of assistant to the assistant accountant at head office.
He says: "They thought I could do more than accountancy so they put me into distribution. I went onto the main board in 1976 and remained there until I left in 1991. When I left I was MD of 75% of Watson and Philip." Thompson's departure was dramatic, although he plays it down now.
He did not hit it off with W&P's new chairman, and left taking some of the best staff with him to create Morning, Noon & Night.
He says: "One thing about my personality is that when I get knocked back I am disappointed on that particular day, but the next day I'll say OK, let's go'. We are the best convenience store chain in Scotland. We run it like a public company with board meetings and budgeting."
Thompson claims to get on well with suppliers, although he admits to "having a go at them sometimes". He says MN&N gives a level of discipline that symbol groups such as Spar find hard to match.
"Independent retailers do what suits them, and suppliers know half will not toe the line."
The fact that the company has been able to handpick staff has been a real benefit, he says. "We tend not to advertise in the Glasgow Herald. If we want someone we go and talk to them. A lot of people are keen to join MN&N because it is just a bit more exciting than the run of the mill."
His management has earned his complete confidence: "If my directors are producing the results I leave them very much alone. They also know that if there is something not right I want to know straight away, so I can play a part in it."
Another reason for the chain's success is that MN&N has taken a prudent approach over sites for stores. "If someone came to us with six good sites and four awful ones, we would walk away. Many smaller retail chains which wanted to get big in terms of stores have not."
This business savvy seems to have been inherited by his son Stephen, who is the company's marketing director, and latterly a board director of Dundee United.
Meanwhile Eddie's wife Cath looks after MN&N's payroll.
"We are all very proud of what we do and a lot of our success has been because we know how to act at the right time," Thompson says. "We are ahead of the game."
{{ANALYSIS }}
"The list goes on and on doesn't it?", Thompson says, rummaging through his oversized briefcase.
However, these commitments mean that MN&N has a finger on the pulse of the trade in the country. For example, the Scottish Retail Consortium has strong links with the Scottish parliament.
Thompson says: "When you are talking to politicians about retail crime or planning policy, you are getting it from people who are running the country. It's all about knowledge and relationships. You are ahead of the game."
This sporting analogy is to be expected considering his passion for Dundee United, in which he recently bought the major shareholding for £1m, dispatching the manager within a week.
Thompson had battled against a bigger shareholder to buy the club for four years and his characteristic persistence paid off.
He explains, in a manner which suggests he will enjoy proving doubters wrong: "Every Sunday paper did at least a page on me, saying things like he is naive, he's a great businessman but he knows nothing about football'."
Despite the media attention, Thompson the businessman is keeping his feet on the ground.
"I can't lose a grip on Morning Noon & Night, it's the bread and butter. If it wasn't for MN&N I wouldn't be the majority shareholder in Dundee United." And happily the bread is well buttered, thanks to some tight business controls.
"We are doing well, better than the majority of other convenience store groups. Sales are running about 11.5% up on last year for the first two months of the year," he says.
"A lot of people get sales but don't get anything on the bottom line. Last year our operating profit was £1.26m. At the moment turnover is £46m per annum based on current weekly sales."
Dramatic departure
Thompson's head for figures gives away a background in accountancy. Born in Glasgow during the1940s, he initially wanted to be a reporter, but says there weren't any jobs available.
His father, a controller on British Rail, suggested accountancy. He says: "It seemed a fairly straightforward profession so I decided to join."
He began work at a catering company in Glasgow which was bought out by the now defunct foodservice and retail wholesaler Watson and Philip. And in 1965, at the bidding of Herbert Philip, Thompson moved to Dundee taking up the role of assistant to the assistant accountant at head office.
He says: "They thought I could do more than accountancy so they put me into distribution. I went onto the main board in 1976 and remained there until I left in 1991. When I left I was MD of 75% of Watson and Philip." Thompson's departure was dramatic, although he plays it down now.
He did not hit it off with W&P's new chairman, and left taking some of the best staff with him to create Morning, Noon & Night.
He says: "One thing about my personality is that when I get knocked back I am disappointed on that particular day, but the next day I'll say OK, let's go'. We are the best convenience store chain in Scotland. We run it like a public company with board meetings and budgeting."
Thompson claims to get on well with suppliers, although he admits to "having a go at them sometimes". He says MN&N gives a level of discipline that symbol groups such as Spar find hard to match.
"Independent retailers do what suits them, and suppliers know half will not toe the line."
The fact that the company has been able to handpick staff has been a real benefit, he says. "We tend not to advertise in the Glasgow Herald. If we want someone we go and talk to them. A lot of people are keen to join MN&N because it is just a bit more exciting than the run of the mill."
His management has earned his complete confidence: "If my directors are producing the results I leave them very much alone. They also know that if there is something not right I want to know straight away, so I can play a part in it."
Another reason for the chain's success is that MN&N has taken a prudent approach over sites for stores. "If someone came to us with six good sites and four awful ones, we would walk away. Many smaller retail chains which wanted to get big in terms of stores have not."
This business savvy seems to have been inherited by his son Stephen, who is the company's marketing director, and latterly a board director of Dundee United.
Meanwhile Eddie's wife Cath looks after MN&N's payroll.
"We are all very proud of what we do and a lot of our success has been because we know how to act at the right time," Thompson says. "We are ahead of the game."
{{ANALYSIS }}
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