Unique innovation when combined with ever-broader trade horizons can create a formidable force in business. This is evident in the story of Blaze Manufacturing Solutions.
Formed in 2006, Blaze Manufacturing Solutions Ltd has quickly established itself as a leading provider of fire safety protection and loss prevention solutions. With its HQ in Laurencekirk and offices in Kemnay, Great Yarmouth, and Milton Keynes, it employs 32 full-time staff and 67 sub-contractors to provide a full engineering, procurement, construction and commissioning service in the oil and gas and renewable markets.
Ann Johnson, Owner and Financial Director, explained how innovation and global thinking has helped Blaze's success.
What makes Blaze stand out?
The oil and gas industry is a niche market for fire safety protection systems and we offer a complete supply and service solution - other companies either work with London contractors on new build projects or provide surveys and services to be installed on North Sea platforms. As a company we believe in the development of staff, along with constant research and development to make our products financially more desirable.
What innovations does Blaze offer?
We have pioneered the development of the Flameshield 300 Flexible piping system, an alternative to the traditional hard pipe systems used.
With traditional piping materials yielding 75% of their strength at around 450°C, and hydrocarbon fires that generate from 650°C-1400°C, we recognised a gap in the market.
We determined the solution needed to be jet fire resistant, blast resistant, corrosion resilient, required a 25-year design life and eliminated hot working during installation.
Blaze works to sustain the life of a platform with minimal disruption for our clients - unlike competitors we can carry out work on a platform without the need to stop production, making the Flameshield 300 a unique proposition.
Would you describe Blaze as dynamic?
The fact Blaze is a family-owned business means everyone's opinion is valued and we can make instant decisions without having to defer to a head office - this makes us not only dynamic in our field but also unique.
For clients with established infrastructure Blaze provides service and maintenance, retrofit design services and installation.
The company also invests heavily in research and development of innovative safety equipment.
Does this R&D directly impact business?
Research has contributed significantly to turnover and profit as Blaze clients have realised the advantages of the solutions offered. In particular, the Flameshield 300 now contributes over 50% to profit and turnover and has resulted in a compounded annual growth rate of 68%.
Despite the current oil and gas doom and gloom associated with a $60 a barrel climate, we have recently taken on seven additional staff and maintain a strong revenue forecast, showing continued growth into 2016.
The downturn in oil and gas acted as a catalyst to accelerate our overseas growth in order for us to maintain the exponential levels of growth we have enjoyed over the past few years.
Having spent six years delivering fire and safety solutions in the North Sea and developing product we are now are now ready to take it to the export market to set up distributorships where Blaze will work and support the alternative oil and gas markets. Examples are UAE and Norway.
Has this involved overseas market development?
Yes, we had to identify strategic partners that compliment Blaze's exacting standards and ethos. We spent time selecting the correct companies to work with, agreeing on a sensible model that is mutually beneficial.
How has this global thinking helped your business?
Broadening our horizons has enabled us to continue our rate of growth and we are aiming to deliver 20% EBITDA profits this year.
Are there challenges working internationally?
In the UK we work to Performance Standards, while outside the UK there are Prescriptive Standards that can be restrictive. However we are confident we have engineers who have global experience to meet this challenge.
Can business leaders be encouraged to adopt a global mindset?
As long as you have a team who believe in the products, with a proven track record of delivery, you can operate and expand anywhere.
The key is to get buy-in from each and every member of staff. It is not enough to lead from the front: everyone must be marching in the same direction.
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