Steve Burton

Managing the sales function of a specialist construction contractor, which included 5 direct reports.

For the 2025 year, delivered £20m in sales against a budget of £18m, the business having achieved £15m in 2024.

This increase came about by implementing the following key strategic principles:-

• Onboarding of new and desirable clients.
• Increasing the average order value by targeting clients delivering larger projects.
• Expansion of operations into new geographical areas.
• Deepening relationships with suppliers to ensure maximum value.

For the current year, the business is on track to deliver it's sales target of £25m.

As part of the senior leadership team further responsibilities include representing the business at industry events and leading charitable initiatives within the communities the business operates.

Responsible for cultivating mutually beneficial trading relationships with specialist contractors and suppliers to support business growth.

This was a hands on role where I had my own inherited portfolio of clients, with a remit to onboard new customers, whilst also providing support and coaching to other members of staff.

In a business with a turnover of approx £60m and 15 external sales staff, my own portfolio was worth around £5m.

Additionally I assisted the business in achieving a pass for the Code for Construction Product Information (CCPI) legislation for responsible supply chain management.

Reporting to the Northern Divisional Sales Director, I was responsible for engaging new Main Contractor clients with a potential materials spend value high enough to warrant formal supply chain agreements. This is essentially Main Contractors turning over in excess of £100m.

The area covered in this role was the Midlands up to the North coast of Scotland.

My responsibilities were are as follows:-

• Identifying and targeting new clients through market research.
• Presenting the company offer to new clients at senior level.
• Negotiating formal supply chain agreements that benefit all parties.
• Ongoing management of agreements once in place.
• Managing key supplier relationships.

In addition to this role, I also introduced new business practices used by the external sales team:-

• Created and implemented a strategy for targeting major construction projects, which has been successfully rolled out across the business development team.
• Advised on the companies new venture in the regional house building sector, by providing market info and technical advise.

Additionally, as part of the senior leadership team I acted as mentor to the 10 Business Development Managers in the Divisional Sales Team, providing technical as well as commercial guidance.

Reporting to the Managing Director, I was responsible for setting up and leading the new Northern Division of a London based Facade and Drylining contractor, with full P&L responsibility for the Division.

Working out of new offices in Birmingham and Manchester ,I used both existing and new relationships to build market presence for Stanmore in two new regions of operation.

Achievements in this role include:-

• Produced and implemented separate business strategies for both Birmingham and Manchester offices, to better suit nuances of each market.
• Successfully integrated Stanmore onto Supply Chains of all target clients, using bespoke sales strategies in each instance, which were then presented at Director level.
• Took the lead in all procurement matters.
• Recruited personnel in support of business units growth.
• Created and presented reports to rest of senior management team.

Reporting directly to the Chief Executive, as National Sales Manager had overall responsibility for delivery of the Group's sales budget of £95m, across all three separate business units.

To effectively achieve and exceed pre -set budgets, implemented the following systems and processes:-

• Produced a tailored sales strategy to suit the two very distinct markets in which the Group operates. (North/Midlands region and London region)
• Created and maintained close professional and personal relationships with key industry stakeholders, inclusive of both clients and suppliers.
• Managed the sales process from front end enquiry generation to contract award.
• Recruited and trained 2 Business Development Managers to support the sales function in each region.
• Lead a team of 14 estimators.

In terms of ways of working/strategy within my previous role for Horbury Group, it is as outlined above, but focusing solely on our Northern Region.

Had full responsibility for the sales function in the Northern region, reporting directly to the Group Chief Executive: The National Sales role position was subsequently created for me when I also became responsible for the London region.

• In 4.5 years in this role, the Group saw turnover grow from approx. £65m to £95m.
• Of £30m growth achieved in this period, 80% of this came from the Northern region, due to successfully identifying and targeting high value specialist projects.
• On employment commencement identified that the business was over exposed to too few clients. Actively diversifying client base saved the business from considerable financial loss when one of original clients became insolvent.
• Cultivated extensive network with key industry stakeholders.
• Recruited and trained a Business Development Co-ordinator to provide support for myself and London-based counterpart.

As Area Sales Manager for one of SIG's largest distribution centres, my role was to develop sales to specialist sub-contractors, housebuilders, main contractors and builders merchants.

• Year 1 in this role achieved 120% of budget
• Year 2 in this role achieved 140% of budget
• During this period of time I successfully completed SIG's management training programme. During this role I was entered into SIG's 'Emerging Manager of the Year' award in 2015 by Divisional Managing Director, finishing in 2nd place out of 20 finalists drawn from across all group UK and European businesses.

My role with SIG at this point was to target and win business from Drylining contractors in the Yorkshire region through proactive business development as well as key account management.

As Assistant Manager for Buildbase Wakefield I had the following areas of responsibility:-

• Sales
• Operations
• HR
• Procurement
• Producing material tenders from construction drawings
• Management reporting

Builders Supply Wakefield Ltd was owned and operated by my father and his business partner.

Originally starting in the yard, loading wagons and retail customers vehicles, I went on to work in and learn every aspect of this business.

My father sold the business to Grafton PLC, trading as Buildbase, at which point I was made assistant manager of the newly branded business.