FEATURE JOE LYONS
become rarer in the industry, but for Lyons, it was never up for debate. “We started in 1980 with our own staff, and we’ve always done it that way,” he says. “If you want reliability, you need people you trust and train. You need accountability. You don’t get that with a revolving door of subcontractors.” Many of those early team members were decades older than Lyons himself, experienced tradespeople with reputations built over long careers. “Some were 20 or 30 years older than me, but they knew I was serious. I respected them for their knowledge and craft, and they respected that I was building something for the long term.” This intergenerational respect proved invaluable. The older tradesmen set the bar for quality, and Lyons, still young at the time, absorbed everything. “The craftsmen of that era were something else. No routers, no laser levels – just hand tools, a keen eye, and a pride in their work. Everything was precise.” That experience shaped his leadership philosophy: lead by example, stay hands-on, and never assume you’re above learning. “You have to be willing to listen – especially when someone knows more than you. That’s how I learned to navigate the challenges.” Setting high standards The calibre of Lyons’ work attracted clients that demanded discretion, discipline and high standards. “We worked on the Foreign Office refurbishment near Downing Street,” he says. “That’s not the kind of job they give to just anyone. We had to go through full security clearance. It was a complete refurbishment – and it had to be perfect.” Another standout project came in the late eighties, when the company took on a 13-month contract to build a new pasta production facility for Heinz at Park Royal in London. “We had 30 staff working seven days a week,” Lyons remembers. “There were chemists on-site, inspecting everything for hygiene. It was food- grade construction, so the spec was g seven days s. “There pecting was food- e spec was g , nd of job We had to go ance. It was a – and it had to ct came in the mpany took o build a new or Heinz at
incredibly tight. One mistake, and the job stops. But we didn’t stop.” In the commercial sector, reliability matters most. “When you work with people like Thames Water, Marks & Spencer, or London Transport, there’s no room for error. You have to be there, you have to deliver, and you have to do it right,” he explains. Craftsmanship then and now Lyons doesn’t hold back when it comes to quality, which he believes has taken a hit over the years, especially on the residential side, where regulation is lighter and competition is fierce. “Anyone can call themselves a builder these days. There’s no
“I’ve always said, ‘Do what you say you’re going to do.’ If you can’t, don’t take the job. You’re only as good as your word.”
licensing. No real barrier to entry. You wouldn’t let someone wire your house without an electrical license, or install your boiler without a gas certificate, but people let unqualified builders take on major projects. “That’s where we lose the craft. When you don’t have standards, you get inconsistency, shortcuts, and corners cut.” Positive progress Still, not all the changes have been for the worse. Lyons praises the introduction of CSCS cards as a step in the right direction. “At least it proves someone’s had some form of training. It doesn’t guarantee excellence, but it’s something and it helps commercial clients know who is on their site.”
Master Builder 32
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