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PROFILE
Managing director Lee Webster and commercial director Chris Whittingham joined Hultons Landscapes around 12 months ago when the company was going through some turbulent times. It has now doubled its turnover, and Pro Landscaper visited the HQ in Warburton to find out how they turned the business around and what their plans are for the future
Can you tell us a little bit about the company? Chris: Hultons Landscapes was established in 1968 by Michael Hulton, who ran the business successfully until deciding to sell it in 2013 to Praetura Capital, a Manchester-based firm specialising in venture investment and corporate advisory services. A new management team was put in place, and Hultons merged with another company, LCS Landscapes, at the beginning of 2014. Between then and the following year the company ran into a few issues, and it was at that point the decision was taken to put in place a new management team. Lee came in as managing director, and myself as commercial director, and we were tasked with turning the business around. For the last 12 months we’ve been busy ensuring the business is fit for purpose and on a sound financial footing which has enabled us to concentrate on growing sales. We now cover a variety of sectors including commercial, retail, education and residential, and we recently moved into private developments. We also undertake around £1m worth of grounds maintenance a year to supplement our landscape construction division. What were your backgrounds before joining Hultons Landscapes? Chris: I’m a chartered accountant with a background in finance, having most recently worked in the construction sector for Forrest Construction, a Bolton-based firm. Lee and I had the chance to invest our own money into Hultons and that was a big draw for us. We’ve had some tough times but we have a thriving business now. Lee: I worked at The Landscape Group for 17 years as operations director until the opportunity arose to make an impact on the industry elsewhere. We took a huge risk, but Chris and I felt that our skill set could take Hultons to another level. 28
Pro Landscaper / November 2016
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IT’S ALL ABOUT EMPLOYING THE RIGHT PEOPLE AND TRAINING THOSE THAT YOU HAVE, MAKING THEM FEEL WANTED
Eighteen months ago the company was struggling financially, but has since doubled its turnover. What changes did you make? Chris: The most important thing for us over the last 12 months has been getting more investment into the business to make it financially stable. This has given us the necessary platform to begin to deliver further growth and put the business back on the map. Lee: We did an initial review, and have since made 100 changes to bring Hultons Landscapes into the 21st century. We produced a detailed strategic plan, looking at the key points of the business that needed to be moved forward and then how we could make positive changes in these areas. We also applied to be a member of BALI, which we thought was integral. Chris: We have done a lot to improve the workforce as well, including setting up a communication council for all our employees to voice concerns, and vice versa, we thought it was vital that all our people felt more a part of the business. They were given a voice in deciding which uniforms we procured, and input into which vans we went with when we looked at refreshing the fleet. We will have 23 new vans by the end of the year and a new 18t wagon, as well as new equipment for the yard. Refreshing the brand has played a huge part, as has a change in the mentality of our people. You’ve also placed a firm focus on training? Lee: We’ve spent about £30k in training over the last 12 months, which we probably couldn’t afford, but we felt it was beneficial. We wanted to be self-sufficient. Everyone has the opportunity to develop their individual careers, and there’s a better structure of pay in place. One of our apprentices was awarded Apprentice of the Year at the Warrington Business Awards 2016, in www.prolandscapermagazine.com
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