It’s been a hugely successful few years for signalling, power and telecoms specialist Amaro. In 2022 alone, the Network Rail principal contractor welcomed 15 new team members, and recorded a 20 per cent increase in its annual turnover. Speaking to Rail Business Daily, business development manager Sean Tiday reflected on Amaro’s recent project wins – and explained how building the right team has been key to its success
Could you introduce yourself, and outline your role at Amaro?
I came to Amaro in 2022, and soon realised that the business’s values – agile, motivated, accountable, respectful, and open – were closely aligned with my own.
Prior to this, I’d spent 20 years in the rail infrastructure sector, working predominantly for manufacturers and distributors.
Today, I draw on my understanding of sales, procurement and supply chains, leading Amaro’s business development efforts. It’s exactly the kind of environment I thrive in – empowering and fast-paced.
Amaro supports some of the biggest names in rail. Could you tell us more about its latest contract wins?
We’ve recently been appointed to support Colas Rail with testing work in the Exeter to Westbury area – a project that will last for six months over the summer.
Elsewhere, we’ve been awarded 650v signal power installation work with Morgan Sindall in North Wales, on the Bangor to Colwyn Bay project. The business has also secured work with Babcock in Belfast, meaning that our work bank now spans three countries – a real coup for the business and a sign that our reach has expanded considerably.
These six-figure value contracts (coupled with Amaro’s five Network Rail frameworks, which recently saw us win signalling power projects at Maidstone and Bo Peep & Ore, as well as Point Machine Conversions at Stewarts Lane, London) show that our client base and order book is continuing to grow. There’s no secret to this success – it all comes down to hard work, determination and an absolute commitment to customer service.
We’re very proud to have added industry giant Alstom to our portfolio of clients, and are currently supporting them on their Victoria 4 and 5 projects. It’s a relationship we hope to develop over the coming years.
Amaro has exceeded its recent turnover targets. Could you tell us more about this achievement?
Amaro has sought to grow in a controlled manner over the last few years. In 2020, our turnover increased by 50 per cent, and this growth has continued at 20 per cent year on year.
Key to our success has been building the right team – one that supports the company, helping it to continuously improve its culture and knowledge base. It’s employees who drive a business forward – particularly those who are keen to develop and grow professionally – and that’s absolutely been the case here at Amaro.
As well as undertaking further training and professional qualifications, Amaro’s frontline employees are encouraged to share their ideas with the management team. We’ve implemented many of their suggestions, streamlining practices and achieving new efficiencies for clients in the process.
Indeed, from our managing director to the stores assistant, everyone plays a role in winning work.
Our cradle-to-grave mentality means that project managers are involved from day one of the bid process right through to completion. And, while winning work isn’t easy, delivering projects on time and within budget is where Amaro comes into its own.
Looking ahead, Amaro has set internal targets for 2023 – and, just two months into its financial year, is well on the way to exceeding them.
How does Amaro plan to expand and win more work in future?
Over the last two years, Amaro has opened a second office to support contracts outside the southeast, as well as winning work in other regions and countries. If this trend continues, we’ll consider opening offices in new locations.
This success is partly down to Amaro’s agility. As an SME, it can mobilise quickly, and make swift decisions about growth.
Brand building is also an important part of any growth plan, and we recently underwent a brand refresh (which saw us launch a new website and new van liveries) in readiness for further expansion.
Beyond winning new work and building on relationships with major clients, what are Amaro’s plans for the future?
Amaro is currently implementing a five-year plan, which will involve opportunities to diversify. The immediate future will see us expand our offering into telecoms, thus making our capabilities signalling, power and comms.
We’ll also continue to invest in our team, and plan to take on six new apprentices this year; we’re committed to bringing new blood into the industry. Diversity is another key concern, and we’re striving to make our hiring processes as inclusive as possible; if you’re the right person, you’ll be given an opportunity at Amaro.
