Leadership Lessons from the Year: Building Products & Construction

End of Year Reflections on Leadership Assignments in Building Products & Construction

In a year marked by significant disruptions, the demand for agile and visionary leadership in the building product and construction sectors has never been more critical.

This year has presented challenges and opportunities in equal measure. While some prominent brands and leaders have struggled, others—often from unexpected product or service backgrounds—have thrived. As we look to 2025, there are encouraging signs of momentum. While government policy interventions will play a role, optimism stems primarily from key market sectors such as residential, commercial, and infrastructure.

Against this backdrop, I am deeply grateful for the trust and partnership of my clients. Despite economic headwinds, I’ve been fortunate to remain consistently busy throughout 2024, assisting organisations in securing leadership that drives transformation.

A Year of Change

Reflecting on the Managing Director and directorship roles I’ve filled this year, one overarching theme stands out: change. Most of these positions were not about maintaining the status quo but redefining a company’s trajectory.

From digital integration and new product development to innovative approaches to team leadership, progressive businesses are investing in leaders who can navigate transformation. Notably, there has been a significant shift away from like-for-like replacements. Historically, leaders often transitioned between competitors for incremental salary increases. That trend has diminished dramatically post lockdown.

Headhunting: An Invaluable Tool

In today’s landscape, strong leaders are highly valued and often risk-averse given the uncertain economic climate. All of my placements have been achieved through proactive engagement—identifying and compelling top talent to consider new opportunities. These individuals are not active on job boards or LinkedIn and will rarely, if ever, apply for roles advertised online.

This underlines the critical role headhunting plays in connecting businesses with the best talent available.

Highlight Assignments of 2024

Two assignments stand out as highlights of the year:

1. Global HVAC Leader: Aftersales Director
   Having successfully recruited their Managing Director in 2023, this global HVAC leader re-engaged me to headhunt an Aftersales Director. This division, encompassing the manufacturer’s heat pump range, is projected to double in size within six years. Aftersales maintenance programs are a cornerstone of their strategy, providing sustainable, recurring revenue streams. However, the competition for top talent in this space is fierce. By crafting a compelling narrative around the company’s trajectory and opportunities, we attracted a preferred candidate who not only brought HVAC experience but also a track record of leading complex digitalisation projects—a key client priority.
2. SME Public Sector Supplier: Operations and Sales Leadership
   In May, I was approached by an SME supplying products to local authorities and public sector bodies. Following an acquisition two years ago, they needed to upgrade their operations leader to oversee the decommissioning of two manufacturing plants and the rollout of a new site, coupled with a comprehensive operational review. This success led the Managing Director to engage me again in October to recruit a new Sales Director. This role required driving a cultural shift within a 30-person sales team, positioning them for future growth.

Both of the above provided me with a great sense of satisfaction.  Clearly, the first position was an essential position for a large corporate to realise their ambitious growth targets. Although small, the second two placements will ensure that the manufacturer can put the building blocks in place to continue their transformation from a owner-managed business into a true national leader.

Looking Ahead to 2025

As we move into 2025, retaining top talent amidst economic uncertainty will remain a priority. Businesses that focus on fostering a strong culture and embracing innovation will be best positioned to gain a competitive edge.

To those I’ve had the privilege of partnering with this year, thank you for your trust. To those I’ve yet to meet, I look forward to exploring how I can help your organisation thrive in the year ahead. And finally, if you are in the position of seeking alternative employment, feel free to get in touch. I’ll help in whatever way I can.