Arwen May has been a chartered quality professional in many sectors, from aerospace to fishing equipment. But when she joined SCCS (Specialist Construction Certification Scheme), she found a new set of challenges. 

“I’d had exposure to how different businesses operated and an MBA, but I was new to the post of Managing Director. When you're suddenly in the hot seat, on your own, you realise that there are gaps in your knowledge and it’s difficult to step back from the elements you are familiar with. 

“The challenge was that we were at a pivot point as a company. SCCS was established in 1989 for a single purpose, to do certifications for trade association members and nothing else. We've since grown so far beyond that, but all the governance, finance, and support were geared towards being a membership service rather than what we are, which is an independent certification business.” 

Facing these challenges, Arwen found the Help to Grow: Management Course at Cranfield School of Management and began her journey of evolving the business. 

Help to Grow: Management

“The real attraction of the course was that I felt it would underpin some of my knowledge, but also give me a chance to talk to people in similar situations.  

“They say the higher up you go, the carpet gets thicker, but the air gets thinner. I have found that it does get lonely at the top, and what I really liked about the course is that you're with a cohort of people that are all going through the same problems.” 

With the support of her peers, and experts at the business school, Arwen began implementing significant changes in SCCS. 

Repositioning SCCS

Arwen had goals of reaching new markets, but before she did that, she wanted to look how SCCS was positioned.  

“Since the business was established, everything had changed but nobody had articulated it. Using the Growth Action Plan and putting a vision in place where we outlined what we want to be and what markets we want to service, it helped us create more tangible goals.” 

“Being able to articulate our strategic intent was massive for us. The changes that have come from that include our governance structure, and we're changing the responsibility assignment matrix for the company. This has even changed how we interact with our parent company, so we can advocate for ourselves more effectively.” 

Winning New Markets

With clear positioning internally, the company went about reaching new clients more deliberately. 

“We have changed from the Steel Construction Certification Team to the Specialist Construction Certification Scheme.

The company has since expanded with an EU entity. In addition, as a UKAS-accredited body, SCCS has applied to offer more certifications to its clients. This is a move that Arwen attributes to the confidence gained through Help to Grow: Management, and it has already had positive results. 

“One of the big coups is that we're now part of a UKAS technical trial. This is what UKAS, as an accreditation body for the nation, has to do with new standards before they are formally released and certified.  

“The other three companies in this trial are large multinationals. Putting ourselves forward for opportunities to work alongside larger corporations was something I couldn’t imagine before the course.” 

Reassured with a mentor

Arwen’s mentor instilled newfound confidence to make these changes. As part of the Help to Grow: Management Course, participants receive ten hours of one-to-one business mentoring with a mentor of their choice. 

For Arwen, her mentor helped her consider her role as a Managing Director, “My mentor was particularly helpful when I lost our Operations Manager, and I was trying to juggle the role with my own. My mentor said, ‘We can't do it all. Where's the value in you being an MD if you're stuck doing the day-to-day ops management? Get some help in.’ I went back to our group CEO, and it helped me make a temporary hire while I focused on our expansion in other areas.  

 “These kinds of conversations made me feel reassured in my role as a Managing Director.” 

Next Steps

More confidence in leadership role

7% year-on-year growth

Next Steps

Since the Help to Grow: Management Course, the team in SCCS has opened a European office, broadened its audience, and launched a new website to help in these endeavours. These strides forward have led to 7% year on year growth in turnover, and Arwen is looking to more success in the business and personally. 

“In the coming year, we want to get the European office more established because that will open a whole new market for us. We have also produced an auditor training course for EN 1090. Before our course, it didn't exist on the market. We want to keep exploring gaps in the market like this.” 

“Personally, I feel so much more assured now, and I want to move forward with the confidence I’ve gained.” 

When it comes to the Help to Grow: Management Course, Arwen feels that beyond the modules, the course is worth it for senior leaders because of the network it gives them.  

“If you can get on it, do it! I've now got the numbers of people that I can drop a message to and get advice from and share experiences with.” 

You can find out more about the Help to Grow: Management Course here. 

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