Tracy Cadman
The New Year ushered in a change of management at the top of Wittmann Battenfeld UK. Long-standing incumbent, Barry Hill, handed the company reins jointly to colleagues Tracy Cadman and Daniel Williams. As 2020 now comes to a close, Women in Plastics talks to Tracy to reflect on her first year as joint Managing Director of WIBA UK.
Q: Before we get into 2020 and its issues Tracy – how did your career path lead to Wittmann and to your current role at the top of Wittmann Battenfeld UK?
Firstly, I suppose you could say that I worked my way up through all levels and functions at the company – learning and knowing the operational side of our business inside-out, and with all the attendant issues and detail.
I started my role with Wittmann as an administrator. And – all administration aside – the job included unloading lorries, packing parts, building water regulators, as well as all the different needs of the day!
In time it became clear that I had a forte for finance and I took myself off to college to study accountancy. I worked through recessions, good times and bad, gaining qualifications and, with further study, further qualifications. My reasoning was that you can’t do enough for a good company and sound reasoning now sees me in my current position.
Q: What sort of year has 2020 been - for you and WIBA UK?
The past twelve months have been very challenging to say the very least. As they say, “who knew” when Dan and I took on our new roles that Covid-19 would have such a huge impact in our very first year.
All economics aside, 2020 has seen an unprecedented spike in new admin and operational factors. The business of simply running a company has expanded – in health and safety matters; in logistical matters; in Government and local authority liaison and so forth. We have succeeded in adding these fresh duties and tasks to our load. To be fair, the furlough scheme has been very welcome and helped us carry on through.
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However, and looking back, that well-worn phrase applies to my overall experience of the year – ‘a baptism of fire’.
Q: How are you and Dan making the Joint MD role a success?
I worked with Dan for many years prior to our new roles and we both knew that we could make things a joint success if I headed up the operational side of the business, and if Dan and his team looked after sales. As long as we are not blindsided by any fresh contingencies the formula has worked very well and will continue to do so.
In common with the rest of the Wittmann Group we listen very very closely to the developing needs of our customers. As long as that communications channel is open and as long as we continue to make technology that serves our customer needs then we shall continue to prosper.
Q: How is your customer base doing at the moment?
The number of our injection moulding customers is rapidly increasing right now, and our order book now exceeds pre-Covid 19 levels. Our core constituency is the general trade moulder in the UK and Ireland. A high percentage of our new customers today are there because of our expertise in automation, because of our medical technology edge and because of the popular design of our SmartPower, MicroPower and MacroPower injection moulding machines.
Wittmann’s early fortunes in the UK were founded on our excellence in robotics – as well I know! The acquisition of Battenfeld in April 2008 widened our portfolio and responsibilities considerably. However, judging by the current trend, I am hopeful that the UK will now keep turning to Wittmann for the robot of choice in plastics processing.
Q: How is WIBA UK working with the Wittmann Group at this time?
Austria, like many countries around the world is enduring similar conditions to the UK. However, we are very privileged to enjoy continued, unfaltering support and - most importantly – to be part of a family-owned company who values its staff.
Q: What are the best aspects of the job?
Being part of a great team and facing the everyday challenges that my operational role brings. During the pandemic we had to restructure and this brought a streamlined team much closer and therefore made for greater efficiencies.
Q: Worst aspects?
I would put the ever-looming Brexit preparations - or lack of - at the top of the list and I expect every other UK manufacturer and business to feel the same way. I just hope that our Government manages to achieve something positive from the situation and not cripple our economy through its efforts.
Q: What are your hopes for 2021?
I sincerely hope that adequate vaccines are discovered and rolled out in an effective manner. A smooth Brexit transition would be nice and continued growth for WIBA UK goes without saying.
Oh - and not forgetting a holiday. That would be nice!
