In the construction industry, Chris Goodison, the Managing Director at Pyrotect, carries the torch of experience brightly. With a career spanning over three decades, Goodison has been at the forefront of the industry’s evolution, particularly in the niche field of passive fire protection.
“I started in the construction industry in 1987 as an 18-year-old pupil management trainee with Laing Construction,” Goodison recalls. From his early days, he quickly ascended to significant roles, culminating in his position as a site agent for the towering hospital project in Dublin.
In 2014, his journey led him to Pyrotect, where he joined as Contracts Director. “I joined Pyrotect with knowledge of main contracting, subcontracting which was new for the company, specifically drywall, and a knowledge of the interface with passive fire protection through partition systems,” he explains.
Chris observed a disparity between the site and office that needed bridging. “It wasn’t a difficult task to get more personally connected with the site resource,” he says, emphasising the importance of helping staff understand their role in the bigger picture. “It made them more understanding of the important role they played,” he adds, likening the company to an engine where removing even one cog—be it himself or a site supervisor—could cause a significant impact.
His approach to business is rooted in fostering strong relationships. “Being transparent with our dealings to generate loyalty with our client base that increased repeat business was the intention,” Goodison states. This philosophy has been instrumental in Pyrotect’s growth and the cultivation of a robust client base that values trust and reliability.
Goodison proudly asserts that Pyrotect stands “equal or better than anybody else in the industry,” a belief supported by a substantial client base and the fact that “nearly 70% of our work is repeat business.” This loyalty, he believes, is a result of the company’s quality and the trust clients place in Pyrotect.
Despite a £7 million annual turnover, Pyrotect maintains a close-knit operation with 15 staff and 60 site workers, ensuring a more personal touch. Goodison values the daily commitment, “it’s bigger than a business commitment. It’s a personal commitment to a client, to a supplier, to somebody that works for us.”
When it comes to the sector, Goodison describes it as “unarguably the most scrutinised” due to the life-saving importance of compartmentalising fires within a building. “Primarily it’s for the safe access for fire services and to ensure people can leave in emergencies,” he states, with insurance considerations following closely behind.
Interestingly, Goodison is not aiming for growth but rather to maintain and enhance the quality of service, focusing on increasing repeat business in a competitive market. “At the end of the day, there are sectors within main contractors that will look at the pennies and others that will look at the reassurance we deliver,” he concludes, highlighting the balance between cost and quality that defines Pyrotect’s approach to business.
Building Trust Through Transparency
Goodison believes that the construction industry is fundamentally a people industry. “It still comes down to having trust in somebody doing what they say they’re going to do,” he asserts. This trust is critical to the company’s operations and is something Goodison does not take lightly. He stresses the importance of being upfront with clients, especially when unforeseen circumstances arise. “When a problem comes up, I always take the first and earliest opportunity to go back and say, “look, there’s a problem, and this is what we’re going to do about it”,” he explains.
Pyrotect’s operational reach is nationwide, with Chris noting that a significant portion of their work is within a 40-mile radius of the Midlands, their heartland. However, they have resources spread across the country. This strategic placement of resources allows Pyrotect to deliver jobs efficiently and with a skilled workforce that is not overburdened by travel, ensuring they can provide a robust week of work. “We’ve got resources up in Lancaster, towards Bristol, and north of London near Milton Keynes,” Goodison explains, “and we use those resources to satisfy local jobs.”
Envisioning a People-Centric Legacy
Pyrotect’s Managing Director is clear about his vision for the company’s legacy—“It’s all about the people and the team,” Goodison insists, explaining that the success of Pyrotect hinges on the engagement and motivation of every member, from the office to the site. He believes that while monetary compensation is a factor, it’s not the sole reason people come to work. “If we can get that right, we’ve nailed it,” he says.
Goodison is committed to understanding and supporting his team, recognising that personal challenges can affect professional performance. “We’ve got to understand what makes people tick,” he states, emphasising the importance of being responsive to the needs of his 60-strong workforce. He takes pride in going “over and above” to help team members through tough times, not just because it’s the right thing to do, but also because it helps get them back on track.
The interconnectedness of the team is another aspect Chris highlights. During appraisals, he discovered that many employees did not realise how reliant they were on each other. “Nearly everybody interacts with everybody at some point,” he observed, pointing out the significance of information flow within the company. This realisation was a “light bulb moment” for many, as they began to understand the collective nature of their roles.
Goodison’s approach to leadership is about ensuring every employee who dons the Pyrotect vest is motivated to perform to the best of their abilities, not just for their satisfaction but also for the benefit of the company and its clients. He envisions a legacy where Pyrotect is known for its strong relationships and repeat business, all stemming from a culture that prioritises the well-being and satisfaction of its people. “And if we can get that right, then everybody’s satisfied, including the clients,” he concludes.
