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have been the case. The team are now focused on the
customer and their role. Of course, there is still plenty
of work to do and the expectation is to continue this
journey over the next 3 years.
Changing the mindset of our team and inspiring them
to focus on rewarding growth with customers has meant
having the right conversations with the right people. This
approach has led to results such as our sales in a leading
UK retailer increasing by 30% since last year. Statistics
like this should’ve been unfathomable during the events
of the past 18 months, but for us, they are our reality and
I’m incredibly proud of our team for that success.
Can you outline any differences from when you first
joined to now?
One major shift has been our focus on building good
customer relationships and making tough decisions.
We’ve still managed to negotiate deals at the height
of Covid-19, retaining customers. By adapting to the
situations we’ve all faced, as well as meeting challenges
head on, the customer is now positioned centrally
to everything we do. We strongly believe this is the
fundamental difference that will generate great results.
Can you describe some of the main challenges during the
first 12 months? How did you overcome these?
By using platforms such as Teams to build relationships
and close deals, we were able to overcome some of the
challenges posed by the pandemic. As a management
group, we set up a strong team that gather virtually,
weekly to discuss issues and how we will resolve them.
The supply chain issues of 2021 have put logistical
pressure on PETRONAS by halting supply of the raw
materials essential for our business. We’ve managed
to overcome this through operational collaboration,
ensuring we continue to meet customer needs.
Which life experiences or events influenced who you
are, your leadership style and skills?
it’s about how you engage with people. I’m not a typical
hierarchical leader. I believe there are 3 major qualities
to being a good leader: supporting, engaging and
empowering. Leaders should lead by example, getting
involved and be shoulder to shoulder with the team.
I focus on looking at where I can help and improve
the team, pushing them to do things differently when
necessary. We introduced a sales pipeline process in 2021
so the team is focused on growth areas and customers.
This allows them to thrive in their environment.
What drives you in your career at PETRONAS?
I will have been an employee here for 5 years and as a
company that’s constantly evolving, if you don’t embrace
change, it’s a hard journey. Having said this, properly
understanding why we are changing has been key to my
career. In turn, articulating that to the team helps to
ensure people are proactive in their role. That’s a major
driving force for me; the changing mindset of the sales
team to truly understand their role.
Is there anyone in particular that inspires you
professionally? How?
Ultimately, there’s two people I have to thank for helping
me on my journey to where I am today. Firstly, I have
to look back to the boss from my previous role. He
gave me the opportunity to work on big projects, take
calculated risks and pushed me out of my comfort zone.
Opportunities like that allowed me to step into things I’d
never done before, which was highly rewarding. If you
don’t stretch yourself, you won’t develop as a person.
Secondly, I have to thank my country manager who
was people centric, clear and tough, but very fair and
supportive, working with the team. These individuals
inspired me to allow people to test themselves whilst
ensuring they are supported. They taught me to
communicate well and be clear on what you expect. This
drives and motivates the best results.
Looking forward, what are your goals for the future in
the UK?
We have built a 5-year plan, setting big targets to build
presence in the workshops sector, as well as working
more closely with distributors. PETRONAS aims to grow
the business, with fleet and industrial sectors as clear
targets. I hope to develop the team more over the next 2
years, growing in head count whilst maintaining the core
business. To do this, we need the right resources in the
right places to enable growth in target market areas and
continue to grow the brand.
What do you think are biggest challenges this industry
will face over the next 12 months?
It will be critical to manage pricing and the following
year to come will focus mainly on defending our
current position. Competition will be even stronger
as things settle to a new normal. It will be less about
unpredictable market conditions and more about
competitor activity. So, the real challenge for the next 12
months is to differentiate from competitors.
I’ve learnt a lot in the past year and will no doubt
continue to do so as my career develops. However,
one thing I am sure will remain a constant, is my desire
to build PLI, with the help of my team, into a highly
respected, high-quality brand in the lubricant’s sector,
placing customer focus at its core.
THE GARAGE 17
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