INTERVIEW
Andy Taylor, managing director of Clivet UK, discusses his tenure since 2010, the company's journey and what the future holds.
In the hot seat Andy Taylor
Our long-term goal in the UK is to establish Clivet as a leading player in the domestic heat pump market – a highly
competitive space with many
manufacturers vying for
market share.
Tell us a bit about yourself. I joined Clivet in 2010, initially stepping into the role of operations manager within the service and maintenance side. At the time, service and maintenance operated separately, distinct from the sales division in a diff erent offi ce. Just before I started, Lance Joy, the managing director at the time, called to inform me that the general manager of the service division had resigned. He asked whether I’d be interested in taking on the role – a signifi cant leap for me, as I’d never held such a position before. I accepted the challenge and led the service and maintenance side for nearly a decade. In 2017, we merged the service and maintenance business with the sales division. The decision stemmed from ineffi ciencies – we often competed internally for the same jobs and quoted separately despite being part of the same organisation. The merger streamlined operations, bringing everything under one roof. We consolidated our teams into the service and maintenance offi ce and closed the separate sales offi ce, and the general manager of the sales side led the unifi ed business for about two to three years. Shortly before the onset of Covid-19, the general manager stepped down, and Clivet Italy approached me about taking over the role. I agreed to the transition, though the timing couldn’t have been more challenging, as just a few weeks later, the pandemic struck.
How did Covid-19 aff ect you? Covid-19 wasn’t as detrimental as I initially feared. In fact, during the fi rst year, we managed to generate more revenue than the previous year – a remarkable achievement given the challenges. Most of us worked remotely, with only a handful of employees remaining in the offi ce throughout. We furloughed just two staff members who were in the workshop responsible for Versatemp refurbishments, which had to be halted entirely during the pandemic. From the outset, Clivet Italy was adamant that any furloughed employees would receive their full salary for the entire period, a directive communicated to all subsidiaries. As a result, no one suff ered fi nancially, and that level of support is part of what has kept me at Clivet for so long. There’s a real sense of family here, and looking after people is embedded in the company culture, which is something I appreciate.
What would you say is your biggest achievement? I would say that’s been expanding our domestic heat pump business. Domestic heat pumps have featured in our budget
12 June 2025 •
www.acr-news.com
for years, but not signifi cantly. This shifted after I took over my current role. By then, Midea had already acquired Clivet a few years earlier and had been focusing heavily on factory processes, production effi ciency, and operational improvements. Shortly after I stepped into this position, Midea turned its attention to the subsidiaries, looking to strengthen Clivet’s presence globally. We were tasked with signifi cantly growing our domestic heat pump business, primarily because Midea planned to relocate production from China to Italy. Clivet Italy has begun constructing a new factory adjacent to the existing one with higher production capacity to support this transition. Midea’s overall approach has been strategic rather than direct
oversight. While I don’t have frequent contact with Midea’s leadership, I know the team, and if any issues arise, I can engage with them. Most of my interactions, however, are directly with Clivet Italy.
What can you tell us about future strategies in the UK? We’re working to strengthen our relationship with MBT Climate, where our current focus is on expanding our heat pump business. The original strategy I proposed took a more traditional approach: gradually scaling over time. However, Midea had a diff erent vision. They wanted to invest heavily at the outset to establish a strong foothold early on. Given the UK market’s potential for signifi cant growth, their approach was to ensure we were a key player from the beginning rather than entering gradually. That strategy has shaped our direction, with most initial investments already in place. Our priority is to build on that foundation and continue growing organically. Regarding the future, discussions about collaboration with Arbonia are still in the early stages. They had a presence in the UK, but largely withdrew around the time of Covid-19. Given Arbonia’s stronger presence in mainland Europe, it will likely be up to Clivet to spearhead growth in the UK. Midea’s broader vision revolves around humanising technology, a concept they’ve been advancing behind the scenes through various projects. While we haven’t seen major direct applications of this strategy in the UK yet, I’m aware of ongoing initiatives that will eventually fi lter down. As for my own role, it’s evolving signifi cantly. Coming from an engineering background, I’ve always been very hands-on, involved in every aspect of the business. However, as Clivet expands in the UK and potentially integrates new divisions, the structure will inevitably become more complex. Managing diff erent segments and coordinating operations will require shifting from direct involvement to a more strategic, overseeing
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