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usage for specific assets, revealing patterns that would otherwise go unnoticed.“ It identifies exceptions automatically using AI, and then people respond to them to close down or open cases in the database. We have one customer saving £ 2.5 million as a result of introducing Fuel-IT,” Jeremy reports. Demand has followed, with no units currently available and a waiting list forming.
Cultural engine
Systems alone do not deliver change. Execution depends on people. Ardent’ s management team has built the business around three approaches: passion, pace and performance, which guide behaviour across Ardent.“ Passion for customers, the industry, colleagues and safety,” he explains.“ Pace as we’ re a service industry so we get things done quickly without compromising safety and Performance because we get things done together in teams.”
Those values shape how the business is run.“ We don’ t have any hierarchies. There’ s no politics whatsoever in our business.” Ardent’ s internal DNA shapes how decisions are made. Employees act when their work aligns with strategy, rather than waiting for direction.“ Whatever you’ re doing in the business, if it’ s helping us reach our strategy, carry on. Don’ t wait to be asked, do it,” Jeremy says. In practice, that means teams on the ground drive changes, adjust processes and improve output.“ People are self-empowered in the culture. They get on with things. We are religious about communication and culture. It’ s part of what we call our management rhythm.”
For Jeremy, creating a solid team in a productive environment sits at the centre of leadership.“ My job as CEO is to create a culture where everybody feels valued, can be the best they can be, and is learning, growing and feeling fulfilled.”
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