SPOTLIGHT MEMBER VOICES
I t’s highly likely that there have knew then what I know now. Learning is hard and not nearly as effective if we don’t have to struggle through certain, inevitable challenges along the way. But with the incredible power of hindsight, what would you do differently – assuming you could? For Louise Tingley, Director and Interior Designer at Neways Group Ltd in Shropham, Norfolk, one of been quite a few times in your life when you have thought: If I only the most valuable early lessons she has learnt isn’t about profit margins or project management, it is about identity. “I’d tell my younger self that ‘you’re allowed to evolve’,” she says. “It’s okay to explore different paths in life, to shift direction, to dream new dreams at any age.” That mindset has been key to her resilience and willingness to change direction. “You don’t have to tie your identity to one single skill, title, or trade; you are more than what you do,” she adds. The lesson for Alexandra Powell, Managing Director of Powell Design & Construction Ltd in Stoke-on-Trent, is rooted in structure and people. “When we started out, Richard [business partner and husband] and I wore all the hats in the business,” she recalls. “It was exciting but also overwhelming.” The turning point came when she began to prioritise team-building. “If I could go back, I’d tell myself to invest early in building a team with genuinely complementary strengths. The real growth in our business began when I focused on understanding what motivates each person and how their skills fit together.” Scaling sensibly Both Powell and Tingley speak about the importance of building from a place of stability, not haste. Powell puts it plainly: “We adopted the mindset of ‘do less, better’.” This
With your current knowledge, what would you say to your younger self? FMB members Alexandra Powell and Louise Tingley share their top advice BUILT TO LAST
For her, that means ensuring strong systems, a healthy team culture, and a robust mindset. “We build from strength, not stress.” For both leaders, hiring is far more than filling roles, it’s about protecting the integrity of the business. Powell swears by the maxim: “Hire for attitude and train for skill. Skills can be taught, but a positive attitude, willingness to learn, and genuine care for the work and our clients are what drive the business forward.” Having learnt some of her toughest lessons from hiring missteps, Tingley takes a similarly rigorous approach. “I’ve had a business embezzled from me before,” she shares. “I’ve hired the
ethos led her team to document workflows, review operations, and build systems that could withstand growth without sacrificing quality. “If I could do it again, I’d put structured systems in place from day one,” Powell says. “They make onboarding smoother, uphold standards, and create space for the team to innovate.” It’s similar for Tingley, sharing a metaphor that has stayed with her: “Don’t turn the tap on harder if you’ve got a bucket full of holes.” The advice, she says, has influenced every strategic move at Neways Group. “You can’t scale what isn’t sustainable. Before chasing growth, you need to know what is and is not working effectively.”
Alexandra Powell
Louise Tingley
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