Brymor – built on LEGO
Brymor Contractors, based at Denmead, celebrated 25 years in business in 2012. As one of the largest privately-owned, independent construction companies in the south it is 84th in the Solent 250. Sue Hughes spoke to founder and CEO Stephen Morton and managing director Mark Dyer
“Our reputation is one of the most successful things we have ever built,“ says CEO Stephen Morton, who founded the company 26 years ago, “and whether working on a traditional design and build or partnering contract, Brymor’s strength is the ability to provide a flexible and personal approach to contracts, ensuring clients’ needs are at the forefront of everything we do.“
Brymor works on projects up to £10 million in value, including new build, refurbishment, fit-out and design and build across a wide range of sectors. Dyer joined as construction director in 2012 and became MD in January. Having structured Brymor to be flexible in a tough marketplace and targeting planned and sustainable growth, he observes: “The company has a fantastic foundation, but it’s not reached its full potential, yet. We look to continuously improve what we do and how we do it, driving down the costs resulting from wasteful inefficiencies so we can provide the level of service our customers expect. Unfortunately, the construction industry has had a turbulent period and lost talented people, which could lead to a skills shortage as we emerge from the recession.“
The company is obviously getting something right because it has retained key clients during this recession. Morton adds: “We have survived and come out stronger, thanks to being true to our values and ethos, which focuses on delivery, quality and health and safety.“
When he started the business he had just a secretary – the company now employs 94 staff with an annual turnover in excess of £40m. Having won many new contracts this year, 2014 will be busy: “Mark’s role in our vision is to take us to the next level. It’s about service and quality, if you provide those, profit will follow. We maintain contact with our customers long after the end of the project, with our dedicated customer care team dealing positively with issues to ensure the building operates as it is designed. We manage risk and will not compromise the future of the company to chase every project; it’s not always all about money and we will decline jobs if we feel we cannot complete them to our standards and delivering the service our customers deserve.“
The potential crisis in Syria and the effect on oil prices are of concern, because rising fuel prices are not predictable to factor in when pricing, acquiring or transporting materials. Yet Morton
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sector, contributing £16m to the companies’ annual turnover which is expected to increase by over 10% this year.
“Construction is price driven and we still have to meet tight budgets, but keep it efficient,“ says Morton, “hence we have adapted our management structure to meet a changing environment. What has not altered is keeping our structure flat and accessible to all staff. Business is very simple really – if you stick to your principles.“
Although the past seven years have been a challenge, the company has invested profits back into the business and has ready access to funding. Staff retention is high, with good performance recognised and rewarded. Morton is old school and having worked in every aspect of construction he knows his staff, and what they do.
CEO Stephen Morton and MD Mark Dyer
sees green shoots of a recovery at home and firmly believes Britain is ’open for business’, with work being generated as new enterprises become established or expand.
If Dyer had to cite an obstacle to growth, it would be that loss of talent that he touched upon earlier from all disciplines including professional consultants. He also voices concern over pressure on resources, as demand outstrips supplies, forcing both prices and rates to rise: “Material shortages in the construction sector could lead to a backlash, and we really need to attract talent back into the industry, or the recovery will not be sustained.“
The company has two apprentices in place and is about to appoint a third, while also partnering preferred sub-contractors, recognising that when most jobs take six months to a year, it is advantageous to complete procurement early.
Healthcare is a significant sector for Brymor, which has successfully worked within the NHS for years, helping Trusts to deliver a large number of complex healthcare schemes. In the Solent region, clients include: Southampton University Hospitals NHS Trust, Southampton Primary Care Trust, Basingstoke and North Hants NHS Trust, Portsmouth Healthcare NHS Trust and Dorset NHS Trust.
Fundamental to extending its extensive healthcare project portfolio is a highly- experienced construction team resident at Southampton General Hospital, carrying out a range of building, refurbishment and maintenance works on a day-to-day basis. Its reputation has led to increased work in this
Brymor is similar to what many would name as the ultimate construction toy – LEGO (indeed Brymor worked at Legoland) – it fits together seamlessly to create strong bonds, but is constantly adaptable. In the years spent building his company, Morton has seen massive changes, from IT to employment legislation. Dyer says: “The employment law pendulum has swung too far the other way, in favour of the employee, which makes it harder to manage poor performance, but when the right people are in place we like to play a part in seeing them achieve their potential.“
Morton’s personal and business goals are inextricably linked. He recognised that the 25-year mark represented something to further build upon as well as celebrate: “It’s satisfying to get it to this level. I have a nice balance, in that a business this size can operate without me, allowing me to have a little more flexibility with regard to my work-life balance after 26 years.“
Details:
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THE BUSINESS MAGAZINE – SOLENT & SOUTH CENTRAL – OCTOBER 2013
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