_________________________________________________________________________________________________ Main interview
With a background in accounting , Andy Radcliffe joined Esh Group , one of the largest privatelyowned construction businesses in the North of England , in 2010 , as the group ’ s Chief Financial Officer ( CFO ). Seven years later , he naturally progressed into the role of Chief Executive Officer ( CEO ) and has since guided the business through a transformational restructuring .
“ I originally qualified as a chartered accountant and worked in the finance department of a textile company in Bradford ,” Andy opens . “ It taught me a great deal and I managed to turn the company around from a state of distress , leading to its eventual sale . Years later , after being part of the sale of a private-equity-backed furniture manufacturer to a large American conglomerate , I found myself wandering into the 2008 financial crisis feeling hungry for change .
“ So , in the depth of a construction recession , I was persuaded to join Esh Group . I came onboard as CFO , with an agenda to support the company ’ s continued growth . It had endured the worst of the financial crisis and I was particularly impressed by the strength of its social values . Around 2016 , myself and Brian Manning , our former CEO , agreed a transition phase ; Brian was planning his retirement and appointed me as his successor .
“ However , he passed away early in the transition , which not only threw me in at the deep end but left a huge legacy for me to continue as the group ’ s new CEO . Through a series of opportunistic acquisitions , Brian had grown the business from around £ 3 million to £ 250 million .
“ Despite our growth , our capabilities were sprawled across various sectors and services , and quite frankly , I felt as if I couldn ’ t get my arms around them all . We weren ’ t as agile as I knew we could be and a large part of our business was geared towards private development .”
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