Maverick Engineering

A Message from Lord Pickles and Lord Blunkett, followed by Maverick Engineering's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Maverick Engineering is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles

Paul Reynolds, managing
Outside the office: Tony
Cross, Kurtis Reynolds,
Saskia Reynolds,
Anastasia Reynolds
Though Paul Reynolds had worked in engineering for
decades before 2013, it wasn’t until the April of that year
that he established Maverick Engineering, a company
that offerengineering and fabrication work predominantly
within the food, commercial gas and petrochemical sectors.
The company, based in Great Yarmouth, Norfolk, started life
with just Paul working alone. After five prosperous years,
however, he now employs 16 people,six of whom he is related
to. This family-structured business specialises and excels in the
manufacture, design and installation of coded pipework,and
has been constantly moving among units to accommodate a
steadily increasing influx of new business.
We concentratepredominantly on providing and installing mechanical engineering
works across a numberof sectors, in particular the foodand gas industries. We
install a great number of mechanical services, including vibratory conveyors,
access platforms, commercial gassystems and tanks. Often, we move andreinstall
machinery and factory lines, but our specialty, really, is process pipework.
We are, at heart, a mechanical engineering firm. As such, we do not have an
electrical contractor who works in conjunction with us on turnkey projects; this,
however, is where we believe Maverick shines. We are able to work with any
number of other contractors or engineers on an individual project to deliver the
specific quality and service a client requires.
»Managing director: Paul
»Established in 2003
»Based in Great Yarmouth,
»Services: Installation of process
pipework for the food industry
around the UK
»No. of employees: 16
»Turnover£1.2 – £1.4million
»Clients includeBirds Eye, Pasta
Foods, Tulip, XPO, SMS and
»Family business with six family
»Sponsors local football team
and other local charities
Maverick Engineering
Highlighting best practice
Family-made tailored solutions
I started working on my own, but
one of my first two employees was
my son; now, six of my family work
at Maverick, and this family structure
is resonant in everything we do.
We share a wealth of knowledge
between us that allows us to excel in
manufacture, design and installation,
especially of coded pipework.
Since 2013, we have increased our
workforce from just four, including
myself, up to 16. Our turnover in the
first year was around £250,000, and
now, five years on, is in the range of
£1.2 to £1.4 million, with profits at
the end of the last financial year of
around £120,000. This stable upward
trajectory is indicative of three things:
a desire to deliver the best possible
service we can, a strong work ethic
throughout the company and an
attitude grounded in continually
looking forward.
This is best displayed in our premises;
this year-on-year growth has seen
monumental reinvestment in the
company. While, in 2013, we operated
out of one small unit, we moved to
larger premises, for more yard space,
early last year. We are now looking to
move againinto a new unit ofaround
8,000-square-feet, giving us the ability
to undertake larger projects.
Large-scale project
implementationsof the
highest quality
We have completed some substantial
gas installations. At a food
manufacturing site, we recently
completed a job worth over £200,000.
After sizing up the site requirements,
including the existing system, we
added in an additional 340 metres
of 200-millimetre diameter stainless-
steel pipework to accommodate the
flow rate for the new installation. We
also installed boostersto ensure the
required gas pressure wassufficient
for the RTO plant (residual thermal
oxidiser); the entire project was for an
RTO unit which eliminated all fumes
and odours from food processing. It
required us to work alongside other
contractors, wherein we covered all
preliminary works and gas supply.
Though a difficult job, we believe we
deliveredboth product and service
of the highest standards within the
timeframe and budget.
At another food manufacturing site,
we covered the mechanical side
of a redevelopment project.We
relocated two industrial-size fryers
and reworked the supply lines
feeding into them. We destructed
an old blast freezer tunnel, working
alongside another crane company.
Good planningand teamwork
enabled us to undertake the works
without disrupting the production
process.Before long, we had removed
the old freezer, and manufactured
and installed new platforms and
pipework alongside a new stainless-
steel floor for the relocated fryers.
All appropriate mechanical utilities
were reconnected appropriately in
this endeavour; this project was time
critical, as the client wished to ensure
production started in the first week of
2018. The final works were achieved
over a small shutdown window over
the Christmas period.
Gas pipework to RTO
End of the 350-metre
gas main for the RTO
plant in Ruskington Food
Plant, which eliminates
the odours
A desire to
deliver the
best possible
service we
can, a strong
work ethic
the company
and an
grounded in
A great degree of our work comes
from repeat business; with the good
service that we continue to deliver, we
will always see clients returning for
new orders. We operate 24/7 flexible
maintenance and call-out services
for any products or pipework we
have fabricated or installed to ensure
dedicated and continual service.
We don’t do much advertising,
and acquire the majority of our
new customers through networks
Reaping what we have sown
The monetary side of things has
been a real challenge. Setting up a
profitable limited company is neither
easy nor cheap; when we first started
out, I was working on a gas plant
and self-employed. After saving some
money from these endeavours, I, my
son and a former colleague invested
heavily, and remain the three major
shareholders to date.
In 2013, banks were far from keen to
lend for ventures like ours, and, as a
fledgling company in the sector, we
had no chance. As a result, however,
everything, now, is ours. It’s been a
hard journey, but as a result of it, we
have all become more responsible
andpersonally invested. Five years
down the line, we have become
profitable, andall ofour hard work has
started to pay dividends.
Future issues and expansion
With Brexit very much on the horizon,
the future of our industry, for most,
is an uncertain one. Considering
the potential effects, however, we
believe there might be opportunities
for Maverick Engineering as a result.
Food companies have been historically
exporting food because it was cheaper;
if they start returning operations to
the UK, we will, by default, have a
larger base of prospective clients, and,
hopefully, more work. Our attitude is
not overwhelmingly positive; we remain
cautious, but are, for now, happy with
how things are going.We have also
invested recently in a lot of training to
ensure our employees are accredited for
fork trucks, telehandlers and PASMA,
not to mention extensive commercial
gas and water regulation training.
Beyond that, however, we want to
look to the future. We are keen to
expand into other areas within the
industry, and I personally have been
considering taking a back seat to
watch the company expand from afar.
In line with that thinking, the younger
members of my family who work
alongside me and our new apprentice
are the real future of the company. In
short,we want to keep growing and
developing steadily, and hope that
bigger premises will provide us with
the opportunity to effectively diversify.
Setting up a
company is
neither easy
nor cheap
Running weld
procedures for 1090
High-level work, replacing bearings
on breakdown

This article was sponsored by Maverick Engineering. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister