Continued from page 41
One conversation stuck with me. Someone shook my hand warmly and said, “Welcome to the industry, Peter. You’ll find we’re a really friendly bunch—we stab each other in the front.” And that’s proven true. It’s an incredibly friendly industry with a lot of collaboration. Usually, if someone is going to challenge you, you see it coming.
Back then, the industry had a strong social aspect, with liquid lunches being commonplace. But in the late 80s and early 90s, a new generation of leaders—including Chris Kettel, David Seex, and Ian Meadows—helped professionalise it. That’s also when Lube Magazine started, initially as a four-page publication. I think I’ve kept most of the early issues.
There was a marked difference in outlook between companies focused solely on the local market and those with an export focus. The industry was also filled with many independent blenders—perhaps 50 to 80, or even 100 at one point. Over the years, the industry has undergone significant consolidation.
How has the industry evolved over the years? There have been several major shifts:
Consolidation: The “Seven Sisters” oil companies were still separate businesses when I started. Today, many have merged, and only a few dominant players remain.
Professionalisation: The industry culture has evolved significantly since the 80s, becoming much more structured and corporate.
Regulation: Europe has become the world leader in industry regulation, a trend that has continued despite Brexit.
Sustainability: The focus on environmentally acceptable lubricants has grown significantly. I hope that within this decade, sustainability will become second nature, just as quality assurance did over time.
How has digitalisation changed the industry? When I started, we used telex machines for rapid written communication, and overseas calls were expensive and infrequent. The trend to online purchasing decisions may make the market feel more transactional than relational; but I still believe that people like to buy from people.
What leadership style have you adopted? My catchphrase has always been “People matter.” I believe relationships, trust, honesty, and kindness are key in business. My fundamental values come from my Christian faith, though I try to demonstrate them through actions rather than words. Each generation reinterprets these values for its time.
From Lube Magazine issue 43: Peter’s appointment to the role of Chairman of Vickers Oils in 2000.
What were some of the challenges you faced entering the industry? Three key challenges stand out.
Gaining the respect of long-serving employees who literally remembered me as a child running around in short trousers.
Building credibility with customers by learning enough about products and applications in my first few years. Emerging as a leader in my own right, rather than just being seen as my father’s son. I vividly remember the first time someone introduced my father as my father rather than me as his son—that was a significant moment.
42 LUBE MAGAZINE NO.186 APRIL 2025
Why have you decided to retire now? It just feels like the right time for both me and the company. The transition process has taken eight years, with my son, Will, and I working closely to hand over my responsibilities. The company is growing again, and it’s time to make space for the new leadership team and their fresh ideas.
What advice have you given Will as he takes on leadership of the holding company? The most important thing is for him to be true to himself and his values. I’ve provided operational guidance, but I trust he will develop his own leadership approach.
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