and timing can have a powerful impact, positively or negatively. Every message is given careful thought, with a focus on positivity, clarity, and the company’s long-term vision. This approach helps foster a culture of trust, transparency, and a shared purpose across the business. In this vein, staff feedback is actively encouraged as part of Redstart’s Employee-Owned Trust, and an independent EOT committee now plays an integral role in sharing ideas and suggestions directly with the board, ensuring that every voice has the opportunity to shape the future. This open and inclusive communication style has helped cultivate what Stephen describes to be the best workplace culture he has experienced. The Redstart team has truly gelled, creating a relaxed and supportive environment where collaboration thrives. Regardless of rank or role, individuals consistently go above and beyond – not just for their own responsibilities, but for the success of the business as a whole. Recruitment at Redstart is a shared responsibility, with compatibility and cultural fit taking precedence over technical skills. The belief is simple: with the right attitude and willingness to work with others, any skill gap can be bridged through training. Driven by a strong internal culture, Redstart has also made bold moves externally to secure its future. While the company is a well-established name in the North West, with most employees hailing from the local area, Stephen recognised early on that true resilience would come from diversification across sectors, regions, and client types. Over the past 12 to 18 months, the business has actively expanded its reach, engaging with companies in new industries and geographies. This strategy has already delivered tangible results, with a significant increase in tenders and contracts from outside the traditional housebuilding sector. In fact, 86% of current tenders now originate from new sources, reflecting the success of this approach and the team’s agility in adapting to evolving market demands. Looking ahead, Redstart is targeting ambitious growth: at least 20% year-on-year over the next five years. The company has its sights set on expanding into the Midlands and the South, with plans to establish regional offices to support this growth. A major milestone on the horizon is the acquisition of a dedicated Head Office, expected within the next 18 months. Alongside geographic expansion, Stepehen is committed to enhancing the employee experience; a company-wide profit share scheme is being introduced to ensure that every team member benefits from the business’s success. The benefits package has already been improved, and further enhancements are planned to support recruitment and retention of top talent. These strategic initiatives reflect the transformation that has taken place since Stephen joined Redstart in October 2023. At that time, the company had just 11 employees and a struggling order book, with annual turnover sitting at £5 million. Under Stephen’s leadership, staff numbers have increased by over 50%, and key positions are still being recruited. Turnover has already risen by 36% for 2024/25 and is projected to grow by 400% in 2025/26, with a corresponding increase in operating profit. The current order book stands at £18.7 million – more than double the company’s previous best year at £7.8 million – and includes secured work for 2025/26 and part of 2026/27. Stephen has also introduced proper management accounts for the first time, implementing a new accounting system in 2023 to support better financial oversight. These achievements mark a turning point for Redstart, and they speak volumes about Stephen’s vision, drive, and ability to deliver results – earning him the welldeserved title of Environmental Services MD of the Year 2025. For anyone striving to match Stephen’s immense success in leadership, his advice is this: “You must be prepared to put the hard yards in and set the standard you expect from others. Make sure you have a strong team who brings something different to the table, not the same thing as you. Know your numbers, whether it is cash flow, money in and out, or targets. Be strong and decisive in your decision-making, and remember: you can only act on the information you are given. It was right at the time, even if it proves to be wrong later. Learn from your mistakes.” Contact: Stephen England Company: Redstart Northwest Ltd Web Address: www.redstartnw.com
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