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 Radical Sportscars is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.
Rt Hon The Lord David Blunkett
Rt Hon The Lord Eric Pickles
13RADICAL SPORTSCARS |
BEST PRACTICE REPRESENTATIVE 2018
Joe Anwyll, CEO
Radical Sportscars, based in Peterborough, Cambridgeshire,
is a world class leader in the production and exporting of
own design and manufactured racing cars and track cars
sold to markets around the world. They provide an unparalleled
opportunity for gentlemen and amateur drivers to race in a
portfolio of Radical Championship series at major racetracks
throughout the world. Formed 21 years ago, the company has
produced over 2,100 racing cars to date, but, as a result of the
poor management of the founders, ran into serious financial
problems, which resulted in Joe Anwyll joining the company as
CEO in May 2016.
What I discovered
When I was recruited by the majority shareholders to turn the company around,
I discovered that Radical was losing £150,000 a month and had lost £7 million
over the previous four years of trading. Time was running out; the shareholders
were not prepared to carry on sustaining losses and the bank was threatening to
Although the business had become the number one manufacturer of bespoke
racing cars in the world, employing 140 highly skilled operatives and engineers, and
a turnover of £20 million, the working practices I found within the business were
virtually non-existent and reflected the “cottage style” of the founders.
»CEO: Joe Anwyll
»Established in 1996
»Based in Peterborough,
»Services: Manufacturer of
Radical range of track and
sports cars, promoters of
»No. of employees: 140
THE PARLIAMENTARY REVIEW
Highlighting best practice
14 | RADICAL SPORTSCARS
Thanks to my background in the motor
industry, and experience implementing
best practice manufacturing and
management systems, it was very clear
to me that complete overhaul was
required throughout all areas of the
Managing the transition from a
“cottage industry” to a business
operating best practice lean
manufacturing involved a major culture
change throughout the company at all
The workforce were steeped in old
fashioned methods, had never received
any formal training and were totally
demoralised from years of uncertainty.
A fear of change, I felt, could
present a significant obstacle in my
transformation of the business.
To allay this fear, I decided to make
a factual presentation to the whole
workforce setting out the key issues
facing the business and the steps
required for survival.
This was the first time our employees
had been given this style of
involvement, and the result was initially
one of astonishment and then one
of total support; they wanted a new,
professionally managed future.
My first task was to implement policies
and systems that addressed the cash
drain while simultaneously confronting
the significant contractual and
employee risks within the business.
There was no time for negotiation or
training; I had to do what I instinctively
knew was right. As a result of these
changes, the business broke even in
October 2016 without making a single
I made a further presentation to the
workforce, so they could understand
how by changing practice they could
have a significant impact on the
business and help to secure its future.
Having plugged the major leaks,
the next phase of the rescue was to
secure a change from traditional to
To achieve this, I had to completely
restructure the organisation, starting
with the senior staff; the only
exception was CFO Hitesh Katechia.
All businesses require key
manufacturing, sales and marketing
indicators built into their operational
structure to allow management at
all levels to set and manage the key
target areas that drive the business to
profitability and success.
These did not exist at Radical; I
thus implemented a reorganisation
designed to produce a blend of skills
that I knew would instil best practice.
This was done in a way that would
enable the workforce to carry out
operational tasks in a structured,
disciplined and measured way,
thereby, reducing waste and improving
The workforce seized these changes
with the sort of enthusiasm I would
not have thought possible a few
months earlier, and the transformation
of the business began in reality.
Engine Macroblock 2.7L
We required a
15RADICAL SPORTSCARS |
BEST PRACTICE REPRESENTATIVE 2018
For the first time, I could see what
was going on in the business on a
day-to-day basis. Performance is now
measured using a range of highly visual
and easily interpreted key performance
indicators that contain the vital
management information needed
to facilitate decisions and take early
corrective actions to keep operational
performance on track.
Employee involvement is vital. This
key information is shared with the
workforce to ensure they remain fully
engaged in managing the process.
The turnaround consisted of a series
of small improvements that each
addressed and ultimately remedied
a form of waste, while gradually
producing a measurable improvement
in business operational performance
that employees could see, be involved
in, and understand.
Underpinning the business
and managing growth
It was clear from the start that no one
thing alone would get the Radical
business back on track. Initially, our
priority was to tackle purchasing and
methods of manufacturing.
I have never been afraid to bring
in outside help to bring about
change; key to our success was the
appointment of Brian Farrington Ltd,
whose advice proved invaluable during
the transition. They helped to ensure
that commercial risk was minimised
through best practice contract
Radical Sportscars, however, is
essentially a marketing-led company,
selling a dream to people who have
the money to undertake what some
Formula One drivers have called “a
unique motor-racing experience”.
Radical customers expect the best from
both the cars we manufacture and the
overall racing experience we create at
Radical Championship events all over
the world. This is a claim supported
by the one million-dollar prize for the
winning driver in the Radical Australian
Series, which is fronted by ex-Formula
One driver Alan Jones.
To drive this part of the business, I
sought the help of a marketing agency,
the White Agency, to work alongside
our in-house marketing team. They
helped to ensure best practice in the
key areas of social media, internet
presence, customer communication
and the general brand marketing
across the world.
I also appointed a marketing director
with motorsport experience, and new
sales staff who now work within a
more structured environment, working
to clearly defined targets; these are
closely monitored on a weekly basis.
The future now looks bright. The
company is now back in profit and
order books are full three months in
advance. We are market leaders with a
presence on five continents, exporting
to Europe, China, Australia, Korea,
the UAE, Kuwait, the USA, Chile,
Argentina, Sweden and Switzerland;
the Radical brand is growing fast.
We are market
leaders with a
Radical Sportscars team
Rt Hon Kwasi Kwarteng's Foreword For The Parliamentary Review
This year’s Parliamentary Review reflects on a tumultuous and extraordinary year, globally and nationally. As well as being an MP, I am a keen student of history, and I am conscious that 2020 would mark the end of an era. It will be remembered as the year in which we concluded Brexit negotiations and finally left the European Union. Above all, it will be remembered as the year of Covid-19.
In our fight against the pandemic, I am delighted that our vaccination programme is beginning to turn the tide – and I pay tribute to the British businesses, scientists and all those who have helped us to achieve this. But the virus has dealt enormous damage, and we now have a duty to rebuild our economy.
We must ensure that businesses are protected. We have made more than £350 billion available to that end, with grants, business rates relief and our furlough scheme supporting more than 11 million people and jobs in every corner of the country, maintaining livelihoods while easing the pressure on employers. The next step is to work with business to build back better and greener, putting the net zero carbon challenge at the heart of our recovery. This is a complex undertaking, but one which I hope will be recognised as a once in a lifetime opportunity.
Through the prime minister’s ten point plan for a green industrial revolution, we can level up every region of the UK, supporting 250,000 green jobs while we accelerate our progress towards net zero carbon emissions.
With our commitment to raise R&D spending to 2.4% of GDP and the creation of the Advanced Research & Invention Agency, we are empowering our fantastic researchers to take on groundbreaking research, delivering funding with flexibility and speed. With this approach, innovators will be able to work with our traditional industrial heartlands to explore new technologies, and design and manufacture the products on which the future will be built – ready for export around the globe.
And I believe trade will flourish. We are a leading nation in the fight against climate change. As the host of COP26 this year, we have an incredible opportunity to market our low-carbon products and expertise. Our departure from the EU gives us the chance to be a champion of truly global free trade; we have already signed trade deals with more than 60 countries around the world.
As we turn the page and leave 2020 behind, I am excited about the new chapter which Britain is now writing for itself, and for the opportunities which lie ahead of us.