Building a company is hard work. Whether starting their own business or growing an established business, these leaders have made a name for themselves as the best of the best. So what drives business leaders and what are they ultimately trying to achieve? We spoke to Paul Hammer, CEO of Sir Robert McAlpine, about his business. We talked about walking.
What is the biggest challenge you have faced in your career so far and how did you overcome it?
The most difficult challenge I have faced, both on a personal and business level, was in my previous role at a global consulting firm, a listed company based in the UK. He joined the company as COO with the intention of charting a path to growth, but within a few months he discovered several problems that threatened the viability of the business. The CEO and chairman at the time stepped down and I was promoted to CEO. I had never been a CEO or worked in a Plc before.
Because this business had close ties to government, we had to act quickly. I hired a new team and over the next three years restructured the business' financial structure and created a high-value consulting proposition to drive growth through a successful debt-to-equity transaction and subsequent capital raise. and new shareholder value. The restructuring was extensive, with more than 3,000 people laid off, 85 offices closed, and operations completely streamlined.
Although this was a very dark and difficult period for business, we survived and continued to thrive. What did I learn? There is no time for doubt, so you must surround yourself with good people who you can completely trust and trust. My mantra when I am placed in a new environment is to fail fast, learn quickly, and above all, trust my instincts. In situations like this, intuition is rarely wrong.
Is there anything you wish you knew before you first started?
As a young and impressionable 16-year-old just leaving school and beginning my career as a draftsman apprentice, I wish I knew that it was purely attitude, not aptitude, that would ultimately determine my altitude. I think it was good. When you first start an organization, the top of your organization can seem so far away that it's almost impossible to chart a path to the top. So for me, it's always been about being the best version of myself that I can be, every day. I volunteered for new roles and took on additional responsibilities, seeing it as an opportunity to showcase my talents while learning new skills and insights.
Of course, formal qualifications are closely related to experience, but a woman's luck always affects your career, so if you keep putting yourself in the right place, your turn will come. As CEO, I always take the time to meet and talk with my employees and instill in them a true belief that they can be anything they want to be, and that I and SRM will support them every step of the way.
Have you always wanted to be a business leader or did that desire develop over time?
As a child, I developed a strong interest in engineering and project management because I spent summers with my father at work. I love technical design and even had a drawing board in my bedroom. I have engineering in my blood, and my career path took me working in the chemical, nuclear, and oil and gas sectors before returning to the construction industry.
Although I loved my role in engineering, I was frustrated that I was only seeing part of the picture, so I looked to move from project management to business management. This included going back to study for a master's degree. It was clear that I had a real passion and desire to drive change. To do that, he needed to be in a position to lead rather than follow, and this is what drove him to take his first CEO job in 2009, at the age of 40. The privilege of leading an organization gives me the opportunity to create real and lasting change and benefit for our clients, stakeholders, and most importantly, our people.
What is your top tip for other business leaders?
As a leader who has worked across multiple sectors, the most common themes for me personally revolve around talent and leadership. My success has been fueled by hiring great people and building strong, high-performing teams. To do this, leaders must pay close attention to their subordinates and their performance and must never compromise in this area.
From a leadership perspective, my number one tip is to always be yourself. Don't try to be something you're not. Because this image quickly becomes a burden that you don't want to carry. Another personal tip of mine is that values-based leadership ensures that you get to the finish line in line with your business vision and ethics (“how” is the same as “what”). important).
What are your future plans?
From a business perspective, I am currently in the midst of a strategic transformation process under Sir Robert McAlpine entitled 'The Evolution of SRM'. This strategy aims to adapt our focus and operating model to create a future-proof SRM that leverages its proud heritage and pivots to being a technology-driven construction integrator.
We also provide a solid, sustainable plan to keep your business on the right track for the next 150 years. Additionally, I am involved in a number of initiatives that seek to further impact the industry through flexible working, and address mental health and male suicide alongside issues of diversity and equality. All of which will make our industry a more attractive option for future talent.
What do you want your legacy to be?
My personal legacy has two very clear themes. The first relates to transforming the UK construction industry. The sector, despite some high-profile events (such as the collapse of Carillion), still operates as a largely commoditized market, with value almost always secondary to price and measurement jobs are given based on inputs rather than outputs produced.My hope supported by work
I'm on the Construction Productivity Task Force. The task force aims to create a collaborative and connected marketplace where expertise is valued, projects are delivered by integrated teams, and industry is recognized for its deliverables. All of this will help improve UK productivity.
My second theme is to ensure that “everyone is welcome” in this field, regardless of race, gender, or age. Our industry needs new talent, so we need to be flexible and inclusive and showcase their vast careers and amazing projects. I started my career as an apprentice and would like to offer the same opportunities and support to anyone with the passion and desire to succeed in this field.
What makes a good leader?
Great leaders have many different traits that can be used to achieve success in different ways. My own personal view is that all of the great and inspirational leaders I have worked with have great energy and passion, and are clear and persuasive leaders who deliver with absolute integrity and trust. It means having a certain vision. Because people follow others, successful leadership requires energizing and persuading those around you.
