Property Focus: The Interview – Sean Artess

IN our series of interviews with top professionals from across the property sector, TheBusinessDesk catches up with Sean Artess, managing director of property fit-out firm Jennor.

What are your views of the current state of the commercial property and property development markets?

The commercial office market remains stagnant. There are very few Cat B projects going ahead, but there are still some Cat A fit-outs being undertaken as developers and landlords see it as increasingly important to have high-spec communal areas and receptions to attract the attention of potential tenants.

What key challenges and pieces of legislation do you think will most affect your sector over the coming months?

The planned 1% rise in National Insurance needs to be scrapped as this will stop firms from taking on new staff and moving into new premises.

Along with every SME in the country, I want there to be a real source of sustainable funding from the banks.

Why do you think the North West is a good place to work?

The North West has everything you need as a business location: great infrastructure with two international airports, rail links and motorways. But it’s the people that really make the region successful. They are friendly, honest and very hardworking.

What is your favourite building in the North West and why?

Without doubt, the Cunard Building on the waterfront in Liverpool is my favourite building. It is a World Heritage site and deservedly so.

It is an incredible piece of architecture with fantastic views across the Mersey. And I’m slightly biased as Jennor has just completed a major project to bring the Cunard Building into the 21st Century while maintaining its historical beauty.

If you could improve anything in the region, what would it be?

I’d want more investment in the more disadvantaged parts of the region, including East Lancashire.

While the centres of Liverpool and Manchester have been transformed, there are places in the surrounding areas that have become forgotten towns.

What was your first job and how did you enter your current line of work?

My first job was as an apprentice chef aged 16. I loved the work but I had to cycle six or seven miles four times a day to work split shifts, so it was very long hours but I learned what hard work is.

I knew that I wanted to be an engineer even though back in 1982 there was little work around. I put myself through college as electrician and went off to London to work as a contractor. I earned £90 a week, which was a great wage for an 18-year-old. When an opportunity came up for an apprentice I took the job and saw my wage slip to £27 a week.

In 1989, I joined Jennor as an electrician and two years later was promoted to electrical foreman. I worked my way up the ladder as M&E contracts director, operations director and in 2008, I became managing director.

What do you most enjoy about your job?

I am very passionate about architecture and get real satisfaction from knowing that we have created an interior that is both striking and sustainable.

Internally at Jennor, I have enjoyed putting in place systems to support our staff and to ensure that everyone has the chance to develop and reach their potential.

I remember how I got to where I am and want to make sure I give others within the business a chance to succeed. I believe that if you give people a chance they won’t let you down.

What barriers have you faced during your career and how have you overcome them?

I didn’t excel at school. I am Dyslexic and so found it difficult to study. My lack of academic qualifications meant that I had to work harder than many people to achieve. But my competitive streak meant that I would never give up. I just became more focused and determined to do better.

I still find it frustrating when I meet people who have enormous talent but waste it.

What is the best piece of advice you’ve ever been given?

The best piece of advice came when I first got the job as electrical manager. I tendered for a £65,000 school rewiring project and mis-quoted, which meant we lost £11,000.

The managing director, who is now the chairman at Jennor, asked me how I thought the job went and I said that it hadn’t gone well.

He said: “If you’ve learned something from it, then it is money well spent”.

Afterwards, I set up my own internal accounts systems to ensure I never lost money again and to demonstrate my worth to the company. I increased the turnover of the division from £350,000 to £4.5m. I would like to think I have repaid his faith several times over.

And the worst?

The worst piece of advice was when I was given the opportunity as electrical contracts manager.

On my first day, I was told by another contracts manager that I would not last one month. He has since left the company and is still working as a contracts manager.