Fuel technology firm igniting brighter future with international expansion plans

“It was around the time the business was looking for a new MD and I knew I wanted to be considered for that role, so it made sense to go back and refresh my knowledge.

“‘I did my degree a long time ago and, once you come out of university, you get so wrapped up in the world of work that it’s easy to forget what you’ve actually learnt. I felt as though I needed a refresher.

“Stepping up to MD is a huge mindset shift but the course gave me the confidence and tools I needed.”

One of the most valuable parts of the course for Paul was the chance to take time away from the day-to-day running of the business and think about how he could work differently, including changing the hours he is in the office.

“One of the lecturers said to me ‘you need to step away from things’ and he was right. Because I’d been General Manager for so long it would have been easy to carry on doing things the way I’d always done them, even once I became MD.

“As GM you’re keeping the cogs turning all the time and my office door did not stop revolving, but I needed people to see that my job has totally changed. I now work from home for the first hour of every day which enables me to focus on going through emails and getting admin out of the way so that I can then be far more productive when I come into the office.”

During the Help to Grow: Management Course, Paul was given a refresher of business models like the Belbin Team Roles, which enabled him to think about the structure of the team at FAST.

A Business Steering Group was set up and used to look at the strengths, weaknesses and different characteristics of team members.

As a result, a new level of management has been introduced.

“It’s led to us being able to grow our internal talent and help people achieve their potential. Our current Sales Manager, for example, started with us as an apprentice, while our Operations Manager was in IT support.”

The company has also hired in external support in areas where they found there were skills gaps.

Since implementing the changes turnover has increased by 7%.

The course also helped Paul think about the longer-term future for the company, and how it will navigate what is currently a tricky landscape for the UK fuel industry.

“I see my role very much as leading the business but also ensuring that, at the point where I leave, there's a future for everybody that's here.

“The hydro-carbon fuel industry is going through rather a lot of change. It’s become quite demonised and, whatever you might think of it, we've got a fairly limited lifespan within the UK.”

Taking part in the course at Birmingham City Business School led Paul to discover other opportunities for working with the university and FAST is now taking part in a Knowledge Transfer Partnership, where the company is working with an academic from the university’s Graduate School of Management to research opportunities in the Indian market.

“Without Help to Grow: Management I wouldn’t have realised that the university offered such things. With their support, we’ve been working with the UK India Business Council and the results of our initial feasibility study should be ready in March.” 

For Paul, what really set the course apart from others he has tried in the past was the access to and support from the academics.

“They all had business backgrounds, they weren’t just academics who’d never left that environment. They understand the issues within business, so their advice and guidance really resonated with me.

“I got so much value out of the course that I’ve already sent my Operations Manager on it too, so I don’t think you can get a much higher recommendation than that!”

Find out how the Help to Grow: Management Course can further your business here.