What attracted you to taking on the role of COO at RE:GEN Group?
First and foremost, the company’s commitment to engaging with and caring for its people and customers resonates deeply with my values, as I believe a strong focus on individuals fosters a thriving business environment. I admire RE:GEN Group’s ability to make swift, informed decisions without being bogged down by bureaucracy, as this agile mindset is crucial for driving innovation and effectively responding to market needs. The emphasis RE:GEN puts on empowering employees to make impactful decisions not only boosts morale but also cultivates a sense of ownership and accountability which can be felt throughout the organisation. Although the business has grown considerably in a short space of time, it retains a strong sense of a family business where objectives are shared and held and I am really looking forward to aligning my efforts with its mission to drive success and positive change.
What excites you most about joining this organisation?
It’s the potential to make a significant mark in the industry. I’m joining the business at a point when it embarks on a new adventure in Yorkshire & East Midlands and when the North West is becoming a prominent provider in it’s own market. The enthusiasm and determination to succeed in both regional teams is inspiring and I’m sure both have a great journey ahead of them.
I believe the industry is at a point where it requires new partnerships rather than just contractual relationships, and I am eager to contribute to this shift. By fostering genuine connections and collaboration, we can create meaningful value for our customers and redefine what partnership means in our field.
What will be your first operational focus point?
For me, it’s to ensure consistency in service delivery across all three regions – North East, North West and Yorkshire and East Midlands. The company already has happy customers and a quality product. However, you should never stop driving continuous improvement. I want to approach this by collaborating closely with the regional teams. It’s essential to develop solutions that are tailored to each region’s unique context while fostering synergy across all areas. By working together, we can identify opportunities for improvement that not only elevate our performance but also strengthen our client and customer relationships.
Can you share an example of a major operational transformation you’ve led in your career, and what lessons did you learn?
This was probably the merging and aligning of four regional businesses into what became the Keepmoat Central business. This experience was incredibly fulfilling and highlighted the importance of collaboration and unity within an organisation. It was a transformative journey where people genuinely loved working together, and the success we achieved as a cohesive team was very rewarding.
Throughout my career, I’ve also implemented numerous changes, particularly in SHEQ reporting, processes, and culture, which led to our team being recognised as a global leader within the EQUANS (Bouygues) group. These experiences taught me valuable lessons about the power of effective communication and the importance of fostering a positive organisational culture.
Above all, I have learnt that initiating change should not just be done ‘for the sake of it’. Transformations must be driven by genuine needs of the business, and developed collaboratively.
What role does culture play in your approach to leadership?
Culture plays a pivotal role in my approach to leadership. I believe that the culture of a business is the primary driver of its success, though it’s essential to define what we mean by culture. If we view culture as “how we do things,” it often leads you to focus solely on processes. While processes are important for ensuring consistent growth and delivery, I prefer to prioritise “cultural alignment” from a people perspective.
When our people feel valued, believe in the company’s purpose and vision, and adopt a proactive and collaborative mindset, we can achieve far greater outcomes. Defining a business’s culture can be complex, but thankfully for RE:GEN, that’s been clear from the start so our emphasis is on protecting and nurturing it. I believe that this cultural commitment will empower teams to contribute their best, driving the organisation forward.
What has been your highlight at RE:GEN Group so far?
Without doubt, it’s been the incredibly warm welcome I received. It’s evident that there is a deep respect and collaboration among everyone here, reflecting a genuine commitment to the company and its people. Of course it’s been great to see a number of familiar faces – no surprise to see the business thriving with the individual talent that’s has been assembled!
I’ve also noticed the strong client interactions, with clients clearly valuing RE:GEN as a key partner and service provider. The pride that everyone takes in their roles and in the business as a whole is inspiring. It’s been a wonderful introduction, and I’m excited to build on this strong foundation.
