Justin Durrant

My career has been built on helping organisations navigate change, strengthen capability and build lasting partnerships founded on sound judgement and trust. For more than thirty-five years I have worked across engineering, manufacturing and international commercial environments where quality, integrity and delivery are fundamental to success. From international distributor transformation to premium automotive and defence programmes, I have built a reputation for bringing together the right people, making balanced commercial decisions and creating confidence that commitments will be honoured.

My approach is consultative rather than transactional. I believe leadership is not about having all the answers, but about creating an environment where capable people have the confidence to contribute, challenge constructively and make better decisions together. I listen first, involve the right expertise, communicate early when circumstances change and deliver exactly what was promised.

Working alongside premium manufacturers including Aston Martin, Rolls-Royce Motor Cars, Bentley, Jaguar Land Rover, McLaren, Gordon Murray Automotive, Lotus, Morgan Motor Company and Norton Motorcycles has reinforced my belief that exceptional brands are protected not simply by exceptional products, but by disciplined processes, trusted partnerships and people who exercise sound judgement when the pressure is greatest.

Head of Group Business Development - E-PPL Group Ltd

(2018-01)

Joined E-PPL to broaden the Group's commercial capability beyond traditional automotive support, develop new strategic markets and strengthen long-term relationships across premium automotive, defence and advanced engineering. The role brings together customer requirements, engineering capability, operations, commercial governance and delivery risk. My approach is deliberately consultative.

Whether engaging procurement through formal tender processes or working alongside engineering and operational teams, I focus on understanding the customer's challenge before proposing a solution, bringing in the right expertise and ensuring that what is promised is both deliverable and commercially sound.

• Diversified the Group beyond dependence on a single OEM by opening four new market segments - Defence, Blue Light/EMS, Agriculture and Industrial Engines - strengthening long-term business resilience.
• Built the Group's Defence entry over a sustained five-year period, developing credibility, relationships and delivery capability in a sector where trust, security, governance and consistency are prerequisites.
• Developed commercial strategies and RFQ/tender responses for complex engineering and vehicle programmes, working with commercial, legal, engineering and operations teams to protect margin, compliance and delivery commitments.
• Supported premium OEM programmes at differing levels of engagement. With Rolls-Royce Motor Cars, Gordon Murray Automotive, Lotus and Morgan Motor Company, involvement has included consultative work with engineering and operational teams. With Aston Martin, direct engagement has principally been through procurement-led tenders and RFQs in accordance with formal tender governance.
• Supported high-value prototype and advanced propulsion programmes, including electric and hydrogen applications, and EV motorcycle conversion programmes serving UK police constabularies and specialist military requirements.
• Helped establish specialist vehicle manufacturing capability for civilian armoured programmes, including commercial costing, production-line planning, process mapping and documented build methodologies.
• Provide Board-level market analysis, risk profiles, sector performance and acquisition proposals; represent the Group at industry conferences, exhibitions and Government/Defence forums, including SME engagement initiatives.
• Led activity supporting JOSCAR accreditation and the Group's Armed Forces Covenant recognition, while maintaining close focus on quality, confidentiality and the standards expected by premium and defence customers.

Founder & Chairman - TESANO / Coffetek Engineering - Gibraltar

(2006-01 - 2022-12)

Created and developed a specialist engineering and service business supporting international gaming corporations operating 24/7 call-centre environments. Building the business from inception provided first-hand experience of entrepreneurship, commercial risk, customer retention, cash flow and the responsibility of operating without a corporate safety net.

• Built a profitable engineering operation from scratch and secured two of the world's largest online gaming organisations as long-term clients, with contracts renewed on four successive occasions.
• Managed all commercial, technical, operational and financial functions, including asset financing, supplier management and service delivery.
• Transferred ownership to staff through a structured succession plan in 2022, protecting continuity for customers and employees.

Managing Director - Neoplan Ghana - Fadoul Group - Accra, Ghana

(2013-01 - 2015-12)

Accepted the opportunity to lead the commercial and operational transformation of West Africa's only bus and coach manufacturing business during a period of significant organisational and financial challenge. Responsible for 135 employees, manufacturing operations, commercial performance and relationships with government ministries, chiefdoms, unions, suppliers, fleet operators and local community leaders.

• Rebuilt trust and engagement across a 135-person workforce, moving a difficult industrial-relations environment towards greater accountability, communication and shared purpose.
• Created international sourcing agreements and redesigned product offerings, reducing vehicle retail pricing by 17% while increasing gross margin from 18% to 28%.
• Won two coach-building contracts valued at approximately €2.1m and developed a five-year programme valued at approximately €14m.
• Protected the company's largest MRO relationship with the state transport operator, covering more than 1,000 coaches and accounting for the majority of service revenue.
• Led through sustained financial and operational pressure, balancing difficult commercial decisions with responsibility for employees, customers and the long-term viability of the business.

Business Development Manager - Xerox MEA - Ghana

(2013-01 - 2015-12)

Revitalised a failing, product-led distributor by introducing service contracts, CRM and service-management disciplines, shifting the business towards recurring revenue and stronger client relationships rather than low-margin transactional equipment sales. (Concurrent with Fadoul Group appointment)

• Retrained sales and service teams around long-term account relationships and service-led value.
• Improved profitability through recurring service revenues, cost discipline and structured management reporting.
• Transferred proven digital and service-management practices developed in Gibraltar into the Ghana operation.

General Manager - Image Graphics Ltd - Xerox Middle East & Africa - Gibraltar

(1994-01 - 2013-12)

Progressed through commercial, operational and leadership roles to assume full responsibility for one of Xerox MEA's leading distributors. Led the organisation through the transition from analogue to digital technologies and developed service-led revenue models during a period of intense competitive and technological change.

• Grew annual turnover from approximately £750k to £5.3m through digital transformation, automation, managed-service revenues and long-term customer relationships.
• Led a 37-person organisation through significant resistance to digital change, ultimately seeing one of the programme's strongest internal critics become an advocate for the new model.
• Selected as a distributor voice to present digital transformation strategies to distributor owners across the Middle East & Africa, helping bridge the trust gap between Xerox Corporate and independent business owners.
• Introduced remote diagnostics, structured management reporting and annuity/service-led commercial models that improved customer retention, operational efficiency and recurring revenue.
• Awarded Xerox MEA Distributor of the Year on three occasions.

Fast Track Management Programme Participant - Xerox UK Manufacturing - Mitcheldean

(1990-01 - 1994-12)

Selected for Xerox UK's fast-track management programme, developing broad experience across manufacturing, procurement, finance and operations before moving into international commercial leadership.

• Roles included Third-Party Contract Manager, Planner/Buyer - Integrated Circuits, Currency Analyst and JIT Production Line Supervisor.
• Delivered significant procurement savings through supplier development, strategic sourcing and manufacturing cost-reduction initiatives.
• Built the foundations of a process-driven leadership approach centred on structured problem solving, continuous improvement and evidence-based decision-making.

A Levels and O Levels - Haberdashers' Monmouth School

Studies - Land Estate Management - London Guildhall University (1989-01 - 1989-12)