Radical Sportscars

A Message from Lord Pickles and Lord Blunkett, followed by Radical Sportscars'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 Radical Sportscars 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


Joe Anwyll, CEO
Radical Championship
race series
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
withdraw facilities.
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
Radical Championships
»No. of employees: 140
Radical Sportscars
Highlighting best practice
The solution
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
employee levels.
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
operative redundant.
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
performance-based manufacturing.
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
operational efficiency.
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.
Radical Performance
Engine Macroblock 2.7L
We required a
process of
Monitoring change
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
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
presence on
five continents
Radical Sportscars team


This article was sponsored by Radical Sportscars. 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