From the deck of the Merchant Navy to the helm of Vetcel, Chris Bainton’s career has been anything but conventional.
“I left school at 15,” Bainton recalls, his journey beginning on the open seas before a transfer to the Royal Navy, where he served until after the Falklands. His post-naval career saw him at the wholesale Veterinary Drug Company company in York.
It was a pivotal moment when his boss, Alan White, directed him to switch to the veterinary side of the business. “I don’t want you to ask any questions, just do it,” White insisted. Bainton, admittedly clueless about veterinary science, agreed, a decision that saved him from redundancy when the human pharmaceutical side shut down a month later.
Bainton’s tenure in the veterinary drug industry was marked by growth and resilience. Despite not having a degree, which Alan’s successor expected and led to a parting of ways with the company after White’s passing, Bainton’s entrepreneurial spirit thrived. “Within two years, I became his biggest customer,” he states with a chuckle. This marked the beginning of Vetcel, a company that started with a modest turnover of £5,000 in April 1984 and skyrocketed to nearly £6 million a month.
Bainton’s approach to business was as unique as his career path. Rejecting the cooperative model for its lack of cost control, he and his directors established a profit margin that has stood the test of time. “We were asked to stay within a budget of 1 1/2% gross and 1/4 to 1/2 a percent net,” he explains, a target they continue to meet four decades later.
As Bainton prepares to retire, he reflects on the relationships built and the industry’s evolution, from personal partnerships to corporate acquisitions. His legacy is not just in the numbers but in the community he fostered and the adaptability he continues to champion.
Vetcel’s Evolution
Bainton’s vision for Vetcel emerged from a period of uncertainty and a desire to innovate within the veterinary pharmaceutical industry. After leaving the Veterinary Drug Company, Bainton found himself contemplating a drastic career change. However, fate had other plans when a group of veterinary surgeons sought his expertise to develop a collective buying model, giving smaller practices a competitive edge against larger entities.
Bainton’s initial strategy focused on a single type of medicine, but he quickly realised the need for a broader approach. “Just constraining ourselves to one level of medicine wasn’t going to work,” Bainton explains. The company swiftly expanded its purchasing scope, catapulting its turnover and establishing Vetcel as the largest client of vet drugs within two years.
Despite professional differences, Bainton and his White’s successor, Andrew Davidson, maintained a mutually beneficial tolerance. This professional relationship paved the way for Vetcel’s expansion, as Bainton was headhunted by wholesalers eager for a slice of the burgeoning business. Vetcel’s partnerships with these wholesalers remain strong to this day.
The company’s financial model, initially met with scepticism, was solidified over pints and Guinness beer mats—further demonstrating Bainton’s unconventional yet effective approach. That very model has sustained Vetcel for 40 years, with Bainton’s accountant, Fraser, by his side until retirement. Chris fondly recalls the first time he met Fraser, who was bewildered by Bainton’s business model. “But he didn’t throw me out!” Chris says with a laugh.
Leadership Insights from Chris Bainton
As Chris looks back on his career, he shares that he holds a pragmatic view of leadership. “To be a good leader, you need to take those that you are leading with you,” he asserts. For Bainton, the essence of leadership lies in involving the team in the business plan and moving forward from an informed position. “That helps you to lead because everybody knows where we’re trying to get to,” he explains.
Drawing from his military background and a leadership course where he excelled, Bainton believes leadership is “90% common sense.” He challenges the notion that common sense is rare, emphasising the importance of guiding a team with clarity and practical wisdom.
Bainton is candid about his discomfort with certain modern management practices, particularly positive discrimination. “Discrimination of any kind is automatically abhorrent to me,” he states firmly. In his view, rewarding hard work and diligence without regard to gender or other personal attributes is paramount. This philosophy is reflected in Vetcel’s diverse team, with a balanced representation of male and female working directors.
Empowerment is another cornerstone of Bainton’s leadership style. He encourages decision-making autonomy, asking his team members which option they would choose rather than imposing his own. “Why would I try and second guess somebody who’s actually on the ground in that particular environment?” he questions, highlighting the value he places on trust and empowerment within his team. Bainton’s approach to leadership is one of inclusivity, common sense, and empowering others—factors that will undoubtedly influence Vetcel’s future direction.
Envisioning a Legacy: Chris Bainton’s Humble Reflections
In the twilight of his career, Chris Bainton, the retiring Managing Director of Vetcel, reflects on his journey with a blend of pride and humility. “Starting a company from scratch and taking it to a £60 million business wasn’t bad,” he muses, acknowledging the remarkable growth under his leadership. Yet, Bainton is quick to downplay the financial metrics, suggesting that “it’s just numbers” and the true success was evident within the first two years.
Bainton’s perspective on his legacy is not one of personal achievements but rather a shared triumph. “I can’t lay claim to the sole ownership of driving the business,” he states. This sentiment resonates with his earlier views on leadership, where he emphasised the importance of taking people with you and empowering them to make decisions.
As Bainton prepares to step down, his legacy at Vetcel is not merely the financial prosperity but the culture of inclusivity, empowerment, and common-sense leadership he fostered. It’s a legacy that transcends numbers, embodying the values and principles that guided his tenure as Managing Director.
