Alan Houghton And Gordon Chalk Of Next Level Underfloor Heating and Screed Solutions LTD: Lessons I Learned From Last Year To Take Our Organization to the Next Level in 2024
An Interview With Chad Silverstein
Flexibility in Business Models: Our shift from installation to providing underfloor heating equipment demonstrated the importance of modifying our business strategy. Being adaptable in our approach enabled us to handle unexpected developments in the business.
This series aims to discuss the experiences and lessons learned by top executives over the past year, and how these insights are shaping the landscape for change and innovation in 2024. The past year has been a time of unprecedented challenges and opportunities, requiring adaptive leadership and innovative strategies. We believe that sharing these experiences can inspire and guide others in their endeavors to drive positive change in their organizations and industries. I had the pleasure of interviewing Alan Houghton and Gordon Chalk.
Managing Directors Alan Houghton and Gordon Chalk’s top priorities in their business is customer satisfaction and striving to produce perfection in any project their company Next Level Underfloor Heating and Screed solutions undertakes.
Thank you so much for doing this with us! Can you share a little about your background and what pivotal moments led you to your current position as an executive?
We both come from very humble beginnings with an understanding that if you want anything, you need to work for it! This is something we both have done. Our first job roles when we started out in the big bad world, aged 16 were floor screeders. After being with the same company for over 15 years, in charge of a squad of operatives, running whole projects ourselves from start to finish, without any senior management on site, feeling severely unappreciated and undervalued, we made the decision to leave the company and join someone who also did floor screeding but additionally, underfloor heating.
Working with the new company, the environment was totally different, management were approachable and we didn’t feel like just a number. After only a year, the company decided to step away from doing any installations and start supplying underfloor heating equipment only. This made our positions no longer required and we found ourselves without employment.
We took the decision to gamble on ourselves, knowing the high quality standard of work we provide along with our experience in the field, the last thing we wanted to do was go somewhere that we would either be just a number again or have the rug swept from under us and be left searching for another job. So this is where we find ourselves today, Managing directors of Next Level Underfloor Heating and Screed Solutions!
What were the early challenges you faced in your career, and how did they shape your approach to leadership?
Some of the challenges we faced were brought to us by the actual leaders in the company. First of all, when we started out the construction industry was totally different, run by old school builders who’s approach to leadership was roaring the heads off of the people in their employment rather than take the time to fully explain what it was they want carried out and the method they wanted it done in, now we know from experience that there are better methods than theirs. In the new company we moved to the challenges set were basically sink or swim, handed plans for the system, the equipment and left to carry out the installation without any explanation or demo. That along with being made redundant aren’t things we see as good leadership.
Without doubt, having something explained why we do it and demonstrated how to do it is by far the best way to teach someone. Every time we carry out any task, we make sure it is done in a manner that we feel it genuinely couldn’t be done any better. No corners cut, if it takes a bit longer to get it to a high standard then we teach our employees that it is worth it.
Also, it 100% goes without saying, we know that job security is really important, we know how it feels to have your job taken away from you when you have a family to support and at Christmas so our employees will never be told the week before they company shuts down for the holidays that they wont have a job to come back to in the new year!
We often learn the most from our mistakes. Can you share one that you made that turned out to be one of the most valuable lessons you’ve learned?
Where to start!!! “We’ve all made mistakes” is probably the most truthful phrase out there! Making mistakes is a great way to learn. Everything basically leads back to paying attention and attention to detail. In our line of work attention to detail is so important, we work to the millimetre when floor screeding, if we are wrong that can lead to the windows, doors and even stairs being wrong. We deal with specific quantities of materials also and the screed we use sets hard pretty fast so when the quantity is short it means we may have to wait for long periods of time on more material arriving, by that time the screed has begun to set, it becomes basically impossible to level out and put a good standard of finish on it, which means we may have to go back to the job either grind the ridges/high spots out or apply a thin layer of a different type of screed on top to try and correct the floor. These jobs have been far away so not only are you wasting money on fuel to get there, but you are also losing a day which means a carefully planned diary can be thrown out the window!
Luckily these are mistakes that were made in our previous employment and we learned from them so will not be making the same mistakes in our own company!
As an executive, how do you define success, both personally and for your organization?
Coming from a background where their wasn’t much money around, money is definitely seen as a sign of success to me. For my company, landing another contract is success, taking on an employee is success, every time any kind of expansion happens or another job in our diary we see as success. From my company succeeding it has helped me to feel like I am achieving something with my life and being able to provide for my family and give them things I never had is success to me.
Reflecting on 2023, what was the most unexpected challenge you faced, and how did you navigate it?
A challenge we never thought we would be having to worry about was a credit rating for the company. Cash flow was a big issue to start with. The products we use are expensive so getting the funds together for the first couple of projects was tough and so was waiting for invoices to be paid which would then fund the next project. We were having to work this way for a while but after time, using the same suppliers, always paying for orders in full before receiving the materials and building a great relationship with them, they gave us a credit account which means we were able to move on to another project without having to wait on an invoice being paid. It’s hard to build credit when you are having to pay cash up front, but we managed to get there!
What was a significant risk you took this year, and how did it turn out?
I don’t honestly think we could’ve taken a bigger risk than what we have at the start of the year! We ended 2022 unemployed, both with families to support, cars to pay for and run, houses to pay for and every other bill that comes with it! Rather than go and make money for someone else and or finding ourselves being unemployed again or be absolutely miserable working under for someone else, we went for it! It was a huge risk and was 100% worth it! We have had a really successful first year in our eyes.
How does your company’s mission or purpose impact its overall success? Could you please clarify the tools or metrics you use to assess the impact of this purpose-driven approach on your organisation?
Our mission is to provide outstanding quality in underfloor heating and floor screeding while putting customer pleasure first. The impact of this purpose-driven strategy is monitored using many important measures.
First and foremost, consumer feedback and satisfaction levels are critical. We regularly seek consumer feedback and testimonials to gauge their experience with our services. Repeat business and customer recommendations are other markers of how successfully we follow our purpose. Second, internal measurements measure the efficiency of our processes. We monitor project timeframes, quality standards, and overall project success rates. The link between our objective and these indicators provides a comprehensive assessment of our purpose-driven approach.
Have you ever encountered a circumstance in which your devotion to your purpose and making a positive social effect collided with the profitability of your business? Have you ever been challenged by a member of your team or had to make a difficult decision with a large financial impact? If so, how did you handle and resolve the conflict?
While our dedication to our mission is something that is non-negotiable, we have experienced instances in which balancing social effects and revenue proved difficult. For example, our dedication to adopting environmentally friendly products often results in greater expenditures. In such instances, open communication throughout the team is critical. We convey the long-term advantages of our decisions, promoting a common understanding of our principles.
Addressing financial implications necessitates smart decision making. We carefully evaluate cost-benefit ratios and investigate alternate options that are consistent with our goals. The objective is to strike a balance in which our dedication to social impact does not jeopardise the financial viability of the firm.
Could you please identify the top five lessons you’ve learnt in 2023, along with detailed instances of how they influenced your decisions or strategies?
Certainly, these are the top five lessons.
- Financial planning is crucial. Our experience with cash flow issues demonstrated the need of thorough financial preparation. We are now allocating resources more effectively, avoiding possible bottlenecks.
- Building Strong Supplier connections: The credit rating difficulty demonstrated the need of strong supplier connections. We are currently focusing on developing and maintaining solid partnerships to ensure a stable supply chain.
- Taking Calculated Risks Pays Off: The decision to launch Next Level Underfloor Heating and Screed Solutions was a huge gamble. Our first-year performance demonstrates the value of taking cautious risks to reap significant dividends.
- Flexibility in Business Models: Our shift from installation to providing underfloor heating equipment demonstrated the importance of modifying our business strategy. Being adaptable in our approach enabled us to handle unexpected developments in the business.
- Employee well-being has a direct impact on performance: Our dedication to job security and a strong workplace culture derives from personal experiences. We’ve observed that when employees feel safe and respected, it leads to improved performance and job happiness.
How have the top five lessons from 2023 influenced your view or approach to 2024?
These teachings established a proactive mentality. In 2024, we will execute a more dynamic financial strategy, focusing on collaboration with suppliers and maintaining a workplace culture that prioritises employee well-being. Our view is one of adaptation and resilience, prepared to confront obstacles and transform them into opportunities for progress.
In terms of innovation and adaptability, what is one change you implemented in 2023 or intend to adopt in 2024 that you feel will be critical to the future of your company?
Recognising the rising importance of digital presence, we have invested in improving our online exposure for 2023. In 2024, we’ll take it a step further by expanding even further online and incorporating improved methods of project management, estimation, and delivery. This not only demonstrates our dedication to innovation but also provides a more engaging and efficient consumer experience.
As a leader, how do you create a culture of continual learning and growth in your team or organisation?
Our leadership style is based on open communication and collaborative learning experiences. Regular team conversations give an opportunity to share issues and triumphs. We encourage our staff to participate in appropriate training programmes and industry events. Recognising and rewarding innovation is also critical for cultivating a culture in which learning and progress are not only encouraged but also appreciated.
Looking at the larger industrial environment, which new trends do you believe will be most impactful in the next year?
The incorporation of sustainable methods into construction will surely influence the sector. From eco-friendly materials to energy-efficient heating systems, the industry is shifting towards more environmentally aware options. Staying at the forefront of these developments ensures our organisation remains relevant and connected with our customers’ shifting demands.
If we were to have a conversation one year from now and reflect back on the previous 12 months, what particular things would need to happen for you to be satisfied with your progress?
A successful year for us in 2024 would include completing critical milestones such as extending our client base, improving our service and client results, and furthering our position as industry leaders in our niche. Most essential, the actual measure of success would be our clients’ contentment, as well as our team’s continuing growth and happiness.
This was great. Thanks for taking time for us to learn more about you and your business. We wish you continued success!
About the Interviewer: Chad Silverstein, a seasoned entrepreneur with over two decades of experience as the Founder and CEO of multiple companies. He launched Choice Recovery, Inc., a healthcare collection agency, while going to The Ohio State University, His team earned national recognition, twice being ranked as the #1 business to work for in Central Ohio. In 2018, Chad launched [re]start, a career development platform connecting thousands of individuals in collections with meaningful employment opportunities, He sold Choice Recovery on his 25th anniversary and in 2023, sold the majority interest in [re]start so he can focus his transition to Built to Lead as an Executive Leadership Coach. Learn more at www.chadsilverstein.com
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