Focus On sPEAKInG. ThE. lAnGUAGE. woRDS: ChRIS gILSON phoToS: CORDeLIA NOBLe Interfleets international team has an accomplished track record when it comes to tapping into global markets where we can offer our extensive expertise. Chris Gilson meets the team to find out more t he question Im often asked, says Rob Archer, Key Account Manager for Interfleets International team, is: how do we differentiate between the various international clients that we deal with? Archer is sitting with Matt Pearson, the teams Principal Account Manager, on an autumn day at SNC-Lavalin House, in Derby. Both are here to talk about the vital role their team plays in Interfleets global strategy, and how they support existing and developing markets in increasing the awareness of our services and securing contracts across the world. Part of Sales and Marketing, the international team currently deals with three areas: direct sales to international clients; inter-company sales (with SNC-Lavalin); and intra-group sales (with other Interfleet regional offices). Archer explains further: International sales are direct sales to clients in countries where Interfleet doesnt currently have a regional office. Since SNC-Lavalin acquired Interfleet in 2011, Rob has seen the teams remit expand to include supporting SNC-Lavalin with our specific rail-related expertise, particularly on major schemes that it is tendering for, or has secured. Our business development activities are now more focused and we have created a strategy for more effective business development alongside SNC-Lavalin, specifically to increase our footprint in rail-related projects. Rob and his team have responsibilities for developing business in the Far East and Europe, and countries that are outside of any other Interfleet regional office territories. Our largest international sales areas are in the Far East and in parts of Europe Spain in particular, Rob says. The team also specialises in inter-company sales, which as the name suggests are wholly internal. Rob explains: We undertake UK-based work for SNC-Lavalin wherever they require our support in the world. If theyre tackling a rail-related project and they need support from our staff in the UK, then it becomes inter-company sales. As the companies become more closely integrated, SNC-Lavalin is increasingly looking for more support in its rail-related projects. Finally, theres intra-group trading, which is our third key area and involves trading with other Interfleet regional offices around the world, buying and selling support between offices. The UK is currently the biggest intra-group trader, as we have the most staff and the most core skills. The current aim for the international team is to merge all three key areas to meet our target of 25% of international sales. Rob acknowledges that this is no easy task, because the targets are becoming ever-more demanding. That strategy will continue to emerge over the next three to five years, he says. The benefits of increasing our international sales will mean more exciting opportunities for our staff to develop a broader knowledge and experience, and will help to mitigate some of the business risks if the current busy UK market takes a downturn in the future. Project case study shaping the future of south African rail Interfleet is supporting the Passenger Rail Agency of south Africa (PRAsA) on a major project to reinvigorate the countrys rail network. The Rolling Stock Fleet Renewal Programme involves the acquisition of 7,224 new electric multiple units (EMUs) over a period of 20 years. Interfleet is providing strategic and technical advice, leading the programme management, and coordinating other advisers. It is also compiling technical and maintenance specifications, and supporting the tender process and contractor selection. Interfleet is currently engaged with Design Scrutiny and Regulatory Approvals. The first new train arrived for testing in November 2015. A specific focus At this point, Matt Pearson joins the conversation. A trained mechanical engineer, Matts specific focus is large-scale overseas projects that SNC-Lavalin might get involved in, or Interfleet could support. His remit includes a special interest in the Far East in fact, shortly after the interview concludes, he will be flying to Thailand on a marketing visit. The third member of the team is Assistant Account Manager, Elly Power. We think face-to-face contact is important, says Matt, especially in a market such as the Far East. Relationships are extremely important and our clients value regular face-to-face meetings a great emphasis is placed on building trust. There are signs that the Far Eastern market is picking up; Matt cites the excellent relationship that the Australian office has with China, which has been built up over a decade. In the past five years, Interfleet has been working with a Chinese rail manufacturer, using our expertise to support new-build work for supplying vehicles to Hong Kong. Of course, the fact were one of the worlds leading rail consultancies one that is packed with world-renowned engineers with good reputations helps our presence there. The Chinese contracts have proved particularly interesting for the team, as they involve working on the crashworthiness of vehicles and the structural aspects of engineering car bodies and bogies. Its often the case that clients want their rolling stock built to the more rigorous European standards, and Interfleet engineers are able to assist with this process as necessary. Interestingly, Rob points out that this kind of work isnt restricted to the Far East, with European and even UKbased manufacturers requiring similar advice. We have a very good name in the marketplace and we dont want to jeopardise that, says Matt. Its important for us to get to know a clientand get comfortable with them. Wedont use a scattergun approach and end up scrabbling for opportunities everywhere. Our focus is targeted: its no use offering generalised services clients can get that locally. Its our knowledge andskills we are renowned for, and offering. When we look at an opportunity, we think about how it can be packaged, so we can deliver it from one of our offices. If, for example, there was an opening in Hong Kong, we would visit a site or depot, gather the information we need and then deliver it through one of the regional teams before presenting our findings. We find that isa more cost-effective route to delivering a project rather than being based full-time overseas. Its important not to forget the domestic market though, says Rob. Investment in the UK rail sector over the past five years has taken off. There is a fine balance between servicing our UK clients and our international commitments both of which need the same experts. We need to focus on gathering UK sales while the market is stillbuoyant, as wellas being able to tap intothe same resource pool for work overseas. Its important to nurture all our clients, and then if there is a downturn in UK investment we can increase international efforts. Relationships are extremely important and our clients value regular face-to-face meetings a great emphasis is placed on building trust Matt Pearson Boom not bust Both Rob and Matt agree that there is a diminishing pool of experienced engineers in the UK and that as some global areas experience booms in terms of investment the wider SNCLavalin business, and Interfleets focus on building capacity to meet demand, will be vital. One such area is the Middle East, where Rob describes the amount of rail investment as phenomenal. The Gulf Coast countries, such as Saudi Arabia, UAE, Qatar and Kuwait, are involved in schemes such as looking at potential cross-border routes, while most of the major cities are planning metro and light-rail systems. SNC-Lavalins presence allows Archers team to tap into that market. I ask Rob what other changes he foresees in the light of the SNC-Lavalin integration. Intergroup trading will all but cease, he says, while inter-company trading will step up and become a key area for the team. We will have access to much larger projects in new regions and different skills may be required but it will all be exciting challenges for the future. To date, the International team has a successful tranche of projects under its belt, including some difficult ones that require much planning and hard work. Both Rob and Matt cite the Saudi Arabian royal train as one such project, while Matt is pleased with the work in Malaysia, on its cutting-edge Klang Valley metro system. Theres no doubt that Rob takes great pride in what his team accomplishes, Proud? Im proud of every project we deliver. His sentiments are backed up by Matt: I always like to work for a company that Im proud to work for. I have great faith in our engineers and services, and I know that we offer a quality service. For Rob, who has spent 36 years working in the rail industry and who cut his teeth at the groundbreaking Railway Technical Centre, in Derby the International team represents the pinnacle of a fulfilling and varied career. Everybody in this company is proud to work for Interfleet and I am one of those, he says. I have been lucky enough to work for this company and support these brilliant people. Ive worked my way up from humble beginnings and this has been the most fantastic career I could ever have wished for. Ive never come to work and thought: I really dont want to come to work today. Ive loved every minute of it. With these words, Rob and Matt go back to their work Matt to fly to Thailand in search of more contracts, and Rob happily to manage his successful team. A truly International team, that is. n For more information, go here www.interfleetgroup.com Interfleets International team (from left to right) Matt Pearson Elly Power and Rob Archer