Data and digitisation: a catalyst for growth
Joining Wilcomatic has been both a fascinating and rewarding journey. Under WestBridge’s ownership, the company has grown to become the UK’s leading provider of commercial vehicle and rail wash systems. Additionally, Wilcomatic maintains wash installations at more than 550 supermarket petrol forecourts across the country, all which filter and recycle the water used, giving the company a sustainable differentiator in the market.
When I joined, there was a clear transformation opportunity. WestBridge had been refreshingly open and transparent during our initial discussions, which enabled me to hit the ground running.
My immediate priority was to work closely with the founder to help release the latent value in the business and to maximise its future potential. At the same time, we started to take action on succession planning and implemented initiatives to help deliver operational excellence.
One of the biggest untapped opportunities at Wilcomatic was the significant volume of valuable data the business had accumulated over many years but hadn’t fully utilised to optimise service efficiency. To unlock its potential, we brought in a data analyst to help us extract meaningful insights. The results should prove to be transformative, shaping a refreshed strategy with digitisation at its core.
Historically, the business has had a B2B mindset but there is significant value potential in a B2C proposition. The current focus is therefore on transitioning the business to a technology-enabled, subscription-based offering.
One of our most exciting innovations is the launch of the Carwash Club app. It is designed to make it easier for customers to access our services – taking away barriers to purchase and helping drive acquisition and retention. The app will act as a platform for cross-selling other services such as vacuum, air and jetwash.
The app will also provide invaluable data across the national estate, enhancing our ability to drive operational excellence and hence margin from the business. The data is extremely powerful and will help us understand data insights on a site by site basis. Moreover, our customers will be able to access their data via bespoke dashboards illustrating how their system is working, whether any repairs are needed or how long they’ve waited for an engineer.
Wilcomatic’s partnerships with the supermarkets operate on a revenue-share basis, meaning that as the business’ customer base expands, all parties benefit. If we are able to tap into loyalty schemes such as Tesco Clubcard or Sainsbury’s Nectar, the upside potential could be transformative to the business.
While we continue to nurture our strong commercial relationships, the transition to a digitally led proposition, represents a step-change for Wilcomatic. This strategic shift not only diversifies our revenue streams but also enhances quality of earnings.
Wilcomatic has achieved a record breaking year, delivering 40% EBITDA growth. Key factors which have contributed to this performance include the roll out of new technology to deliver a seamless customer experience alongside continued investment in the asset estate.
Having spent a significant portion of my career in senior roles across global corporations, I have come to realise that what I enjoy most is working in the SME space. It is in this environment that I can get close to the business, work side by side with management, and have a direct influence on outcomes. I am very much a hands-on Chair – meeting the engineers, going on site visits and spending time with our customers. I strongly believe that if you do not understand the business you will struggle to identify the value drivers. I thoroughly enjoy overcoming challenges and seeing tangible results.
My years as a CEO have shaped the way I operate today. I understand, first-hand, the pressures and responsibilities that come with leading a business, and I know what it takes to drive performance at both strategic and operational levels. That experience allows me to provide support that is not only strategic, but also practical and empathetic. I aim to be a sounding board and a partner to management - offering perspective, challenge, and clarity when it’s needed most.
In a private equity-backed business, the role of Chair comes with a clear purpose: to ensure investor objectives are met by helping management focus on the right priorities and maintain momentum. For me, that means creating clarity about the direction of travel and making sure everyone understands what is required to get there. Above all, I bring pace, momentum and execution, ensuring things get done without wearing people out emotionally.
Private equity is not for the faint-hearted - it demands vision, resilience, and a relentless drive to deliver. I focus on making sure the entire team is aligned and accountable for results.
The partnership with WestBridge has been positive. They have been open, supportive, and genuinely collaborative from day one. They have engaged with the strategy and fully supported the actions that I have proposed, which makes a real difference. Their availability and openness has created a collaborative, performance-centred partnership.
Wilcomatic is in a stronger position than ever, and I am genuinely excited about what lies ahead. We have built solid momentum, and while there’s always more to do, the opportunities in front of us are significant. With continued focus, energy and teamwork, I believe we are well-placed to create real and lasting value.