Building from zero

What was your first job and what did your responsibilities include?

In 1984, aged 17, I became an apprentice draughtsman for Stewart Milne Timber Systems.

The duties included all the photography, filing, printing and basic administration of a small drawing office.

How much was in your first pay packet and what did you spend it on?

My first pay packet was £50 per week or £2,400 per year. It seemed a lot. I was an aspiring young golfer, so it probably went on a new driver.

Describe how you career developed to the present day.

I have been with Stewart Milne all my working life. I did a four-year apprenticeship as a draughtsman. I became design manager when I was 25, and developed the project management function as a new department taking a three-year post graduate course in project management at Aberdeen University. At 30, I was promoted to technical director, before becoming managing director of our Scottish timber frame business. Then I took a leadership development programme at Cranfield University and, in 2003, I accepted the managing director's post at the Witney timber frame business. This year I was project director for the UK's first near-zero carbon house, the Sigma Home, and last August I moved into a group-wide role as product development director, operating across our timber frame, housebuilding and construction activities. I am responsible for low-carbon technology, including the creation of a zero carbon Sigma village.

Describe a typical day I grab a coffee, switch on my computer, check e-mails and then progress on research and development activities. In my new role I have fewer meetings and have become more focused. I tend to be out of the office at least one or two days a week, attending events, networking and researching new products/ideas, etc.

Who/what have been the biggest influences on your career?

My father worked for the same company, starting as a trainee and becoming chief executive of the UK's largest livestock auction business. He has provided guidance on a positive approach and working your way through the ranks.

Also, Hugh Mackay was my boss for many years and provided a role model to develop my leadership and people skills. More recently, being project director for the UK's first zero carbon home, the Sigma Home, has shaped my career and offered the opportunity to become involved in development and construction, not just manufacturing and subcontracting.

What has been your best decision?

To move to Oxfordshire and be involved very early in the SMG growth plans. While difficult and challenging, the move has been worthwhile. On a business level, the decision to build the Sigma Home was a good one. At the time we did know how to do it and only had six months to turn it round. It was full of challenge and stress, but looking back, it was a great move.

And your worst?

The worst decision was signing up to some challenging business targets. While it is good to stretch your business performance, I think some were perhaps too challenging and they hurt.

What is the best advice you can give to someone starting out in your business?

Always demonstrate a positive and committed approach. It is more the "how you do it" than the "what you do."

What is the secret of good management?

As a business leader, attitude, teamwork and respect for people are key ingredients. The secret is being able to be both strategic and operational. Motivating and managing people is vital and don't be scared of recruiting or developing people better, or different to you.

Do you have a good work/life balance?

Up until about four months ago the work/life relationship was out of balance. The pressures of the operational and strategic elements, as well as being chairman of the United Kingdom Timber Frame Association, was affecting my performance and home life. My new role has a far better balance.

What hobbies/interests do you enjoy in your spare time?

My main interests surround my family and golf.

I am a two handicap golfer, and have played at British amateur and county level.

Is there anything in business that really irritates you?

The things that irritate me in business are negativity and poor attitude, while I respect everyone who has an opinion. The "can do" approach goes a long way.

How do you see your company developing over the next five years?

We are committed to maximising the output of the Witney timber frame operation and to have a further two house building centres in England by 2010. The group has set a corporate plan to double from £350m to £700m in five years and become a top ten housebuilder. It is a positive and scary challenge, but opportunities should flow.

What has been your most satisfying moment?

The most satisfying moments have been to continuously work myself out of a job through internal succession.

Do you believe there is enough help and support from government and agencies for growing businesses?

I believe the Government is generally supportive but business should be able to survive on its own feet without subsidy. The new code for sustainable houses is a good example of mapping out performance expectations and milestones, it prevents the regulatory burden and short term merry-go-round.

What is your attitude to the environment and do you have any green policies in place?

Building the first UK near zero carbon home is a significant commitment to address this. We also see this as a real commercial opportunity.

What is the secret of a happy workforce?

Communication - engaging and keeping people informed is vital. SMG cultural values centre around teamwork while having fun.

Is there any other job you would like to have done and why?

I have no desire to do any other job. I am motivated and happy, and lucky to develop a career within a progressive company.

What would you like to do when you retire?

Spend more time on the golf course and travel the world with my wife. I would be very happy to get away from it all, knowing I have contributed to the business and our industry as a whole.