SQEP founder reflects on first 10 years

Almost 10 years since signing SQEP’s first contract, to supply support to Baseline Military Airworthiness Reviews (BMARs), we sat down with SQEP MD, Paul Mayo CEng CDir FIMechE FSaRS FIoD, to discuss – over a glass of champagne no less – the company’s first 10 years of business:

Paul, can you tell us a bit about how SQEP came to be?

"Simply put, we saw a gap in the market in the way the MOD and divisions like DE&S were being supported with contracted expertise. We would see companies sending in individuals that they didn’t know personally, who didn’t understand the defence or engineering space; had inappropriate qualifications or experience; or, I have to say, the wrong attitude."

Where does attitude come into it?

"In our line of work, we have to be able to deal with the truth pragmatically, communicate without fear or favour and do the right thing. It’s a highly principled mindset that goes far deeper than qualifications and experience."

How did you tackle that with SQEP, then?

"From the outset, SQEP sought to employ only people we trust. Easy at the beginning as we mainly knew those we chose to work with, or selected from a background and environment we were familiar with. When you’re considering someone as a new colleague, you spend time making sure they’re someone you can work with. You can also foster and support a cohesive culture, ensuring those principles are sustained and valued."

Was it always in the plan to grow beyond defence aerospace?

"Absolutely. Defence aerospace is but one ‘highly regulated environment’ of many. So, growth was always part of the plan to deliver our distinctive approach at scale."

The last few years have presented novel challenges for all businesses – COVID among them. How did you navigate that period at SQEP?

"In terms of COVID, at that stage we were an entirely remote/mobile workforce. In the wake of COVID we’ve set up home at the Bristol & Bath Science Park , which has provided a great focal point for us as a team, but we’re still mostly remote working."

How do you maintain SQEP’s culture with such a remote workforce?

Culture is everything. Providing everyone with good situational awareness is key... we want everyone to feel informed and included but not overwhelmed.

"Culture is everything. Providing everyone with good situational awareness is key. What I mean is, communicating to everyone at the same time with organised information - we want everyone to feel informed and included but not overwhelmed. We also get together as a whole company regularly, to disseminate information, share in successes and socialise.

"We’re also always looking at the best ways we can look after our people. We trust them to deliver the SQEP way as stewards of the brand, and we want them to trust us to support them and serve their best interests. It’s a two-way relationship. Our doors are always open, and we address issues immediately in much the same way as we address our customers’ challenges – pragmatically and head-on."

Do you think there is a limit to the size SQEP’s team can grow to, while maintaining that cultural cohesion?

"It’s definitely a challenge we’re alive to. The most important factor is in the people we bring on board. If they share our core principles – a sense of what is right, doing the right thing, of fair play – that’s half the battle. It means we can trust them to inculcate those sensibilities and disseminate and exemplify them in their actions within the team and with our customers."

Talking of customers, you’re now working in the UK, Europe and US. Do you think you’ll put down roots beyond the UK in the future?

"The short answer is, yes, probably. It makes sense. We haven’t got a detailed plans in place yet though – watch this space!"

What have you enjoyed most about leading the growth of SQEP over the last ten years?

You’ve got these great people who are buying into the SQEP ideal and wanting to be part of it. That’s such a good feeling.

"Well, it feels more like two years than ten! But bringing amazing people into the team has generated the highest ‘highs’ for me, personally. You’ve got these great people who are buying into the SQEP ideal and wanting to be part of it. That’s such a good feeling."

Lastly, as a business leader heading in to your second decade, what will you be focusing on?

"What we must ensure is that SQEP doesn’t just do the right thing but maintains the ability to demonstrate it. The rigour of delivering our expertise is absolutely essential for our customers.

"Key to that is maintaining that situational awareness with the team. As I say, cultural cohesion is imperative to the SQEP proposition. I’m a very evidence-driven decision maker – I suppose it comes with the territory – so we will assess our strategy very carefully, but I’m really looking forward to extending our reach into new sectors, and countries of course. We are of course keen to give back to the service and support grass roots level sports, so we’ll continue our support for the Armed Forces Covenant, ?and we recently became a sponsor of the RAF Rugby Union, as well as a local girls football team, AFC Mackworth Diamonds & Sapphires."

For more information about the Armed Forces Covenant, please visit: https://www.armedforcescovenant.gov.uk/

Support the British Legion here: https://www.britishlegion.org.uk/

For further information about SQEP, please visit: www.sqep.com

Follow SQEP on LinkedIn: https://www.dhirubhai.net/company/sqep-ltd