_______________________________________________________________________________________ Ardent Hire Solutions
Investment cycle
Alongside operational change, Ardent continues to invest in fleet, committing more than £ 55 million in telehandler capex in 2026. That level of investment brings exposure to asset values.“ The risk in the business is if we can’ t sell the equipment at the end of its life,” Jeremy says. Ardent manages asset sales flexibly. Equipment can stay on hire while markets adjust, allowing resale decisions to be timed appropriately.“ If we can’ t sell it, we just keep the fleet a bit longer, put it out on hire, and then sell it when we can. It’ s not a huge risk.”
Fuel and future
Alongside cost and performance, sustainability is now part of the conversation. Contractors face pressure to track emissions and cut fuel use, which puts more focus on how equipment is managed on-site. Ardent’ s approach centres on measurement and reduction, using data to pinpoint where fuel is used, wasted and controlled. Ardent prioritises reducing consumption through data, telematics and Fuel-
IT.“ We have one customer who cut fuel consumption from 12,000 litres per system per month to 4000 litres.”
Looking ahead, the focus is now on delivering the business strategy already in motion.“ Our net promoter score has gone from 42 to 80,” Jeremy concludes.
Plant hire has long been a sector where price dominates the conversation. Ardent is making a case that it no longer has to. With a specialist model, a digital infrastructure connecting equipment to outcomes, and a leadership culture that moves without waiting for permission, the business is reframing what customers should expect from a hire partner. Jeremy knows the industry will not shift overnight. But Ardent 2.0 is already running, and the gap between those who have made that change and those who have not will only widen. ■
www. ardenthire. com
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