We’re thrilled to have had the pleasure of speaking to David Seall, a highly respected Chartered Engineer, non‑executive director, and manufacturing specialist with over 20 years of board-level experience.
David combines deep technical expertise with strategic insight, advising SMEs on growth, succession planning, M&A, and lean manufacturing strategies. He is also a Visiting Professor at the University of Surrey Business School and contributes to key industry initiatives, including the AllParty Parliamentary Manufacturing Group and the Manufacturing Commission.
Gavin Wingfield spoke with David as he shared his unique perspectives on manufacturing innovation, sustainability, and leadership in an increasingly complex world.
What role does sustainability play in your overall business strategy?
I think sustainability is an essential part of a modern business strategy. Many people still see it as a “nice to have,” or worse, as greenwashing to boost their business image. But when done properly, it should deliver a return on investment and make the business more efficient.
As someone who has advocated for lean manufacturing for many years, I believe the sustainability agenda aligns closely with lean principles. In manufacturing, you’re constantly looking for ways to reduce waste, and much of that waste reduction also leads to cost savings. When sustainability is approached this way, it becomes a strong driver for improvement.
Take Toyota’s lean philosophy, for example. One of the key principles is using fewer materials, which is inherently more sustainable. If you can source those materials sustainably, especially biosourced, recycled, or reused materials, it reduces waste at both the input stage and through reapplication. Reducing energy consumption is another clear benefit. Transitioning from fossil fuels to electrification and improving the efficiency of energy use and goods transport are all meaningful steps.
Another important aspect of sustainability lies within the business culture itself. Employees, especially younger generations view sustainability as a core value. Companies that embrace it are seen as doing the right thing, which enhances their reputation and makes them more attractive places to work.
Ultimately, businesses that actively pursue sustainability can clearly demonstrate how they contribute to the broader goal of a more sustainable manufacturing sector.
What investments are you seeing in green technologies and/or sustainable innovation?
I think there are a few obvious examples that come to mind, such as investing in on-site solar power generation and electrifying the company’s transport fleet. These are no-brainers and complement each other well. We can also talk later about other technological investments, like capital equipment, that support a more sustainable business.
However, one of the most critical areas of investment is ‘skills’. This poses a major challenge for the manufacturing sector, as the skills needed to build and maintain a sustainable business are in high demand across all industries, not just in manufacturing. Retail, financial services, and many other sectors are competing for the same talent. So the challenge is twofold, developing a skilled workforce and continuing to invest in and retain that talent over time.
What specific actions can leaders take to reduce environmental impact?
I think a lot of this goes back to lean manufacturing. Obvious examples include reducing inventory, reducing overproduction, making only what you need, and investing in additive manufacturing. With additive methods, you’re producing net-shaped parts without tooling and only making the part when it’s actually needed.
There also needs to be a major effort toward recycling and reuse to support a circular economy, along with designing products that are repairable. The right to repair legislation in the EU highlights this, but it should be central to how we think about the products we make. How can these products be repaired and kept in use?
Over the past 25 to 30 years, we’ve seen a shift toward single-use items and a disposable culture. But I’ve visited factories with equipment still running after more than 60 years simply because it’s easy to fix, and it still does the job well. In some ways, we need to return to that mindset.
It reminds me of the old “Trigger’s Broom” analogy or even the Dualit toaster, where every part can be replaced, from the timer to the heating elements. I’ve had a Dualit toaster myself, and the only original part left is the casing. Everything else has been replaced over time, but it still works perfectly.
We need to move away from throwing things away unnecessarily. There’s a powerful statistic about mobile phones: a tonne of mobile phones contains more gold than 100 tonnes of gold ore. That comparison really puts things into perspective.
What are the biggest challenges organisations face in implementing sustainability initiatives?
Short term pressures are a major factor. Sustainability is a long term objective, and short term issues often get in the way. As we’ve seen over the past year, the rise in National Insurance costs and ongoing pressures on energy prices, where electricity is four times more expensive than gas, really do not make sense. That cost structure needs to change if we want to incentivise electrification. But these issues impact cash flow and create real barriers for businesses.
I also think there’s an increasing need for resilience and security in the supply of raw materials and components. This has become more difficult due to trade barriers, logistical challenges, and the movement of goods globally. One of the key challenges businesses now face, and I will probably mention this again, is how to reduce complexity and reshore supply, whether that is back into the United Kingdom, mainland Europe, or simply somewhere closer. The goal is to create a more resilient and sustainable supply base.
How do you integrate sustainability into your supply chain decisions?
This largely comes back to supply chain security rather than just cost. In the past, many focused on price and overlooked transport costs. When shipping prices surged post-COVID, businesses realised the high cost of moving goods from places like China. This supports the sustainability agenda by encouraging local production closer to demand, reducing both costs and environmental impact.
When OEMs localise, the supply chain must adapt. Thirty years ago, large OEMs avoided UK suppliers unless they sourced heavily from Eastern Europe or Asia. Now, the priority is resilience and the ability to respond quickly to short term challenges. Supply chains must be more integrated and less stretched. It may not be the end of globalisation, but it’s a clear shift toward more localised, sustainable models.
How do you incentivise sustainable practices within your company or among partners?
Much of this starts with establishing a baseline, understanding where you are now, then tracking the impact of your efforts. Like any lean or continuous improvement program, you begin in a less than ideal state and show progress to employees, making it clear how changes affect them. This can include encouraging reduced material use and waste, and demonstrating real time data, such as energy produced by rooftop solar panels.
Seeing tangible results, like a factory running entirely on solar power, can be a major morale boost. It helps employees understand the purpose behind sustainability efforts. Promoting recycling, reducing scrap, and offering incentives, possibly financial, are effective ways to build engagement. The same applies to suppliers, collect data on their energy use and resource efficiency. That’s what real supply chain management looks like.
How do you stay ahead of regulatory or consumer expectations around sustainability?
I think that’s a tough one. The phrase geopolitics comes up more and more when talking about what’s happening in the world. The days of just coming in on Monday, doing your job, and leaving on Friday are gone because many external factors now influence businesses, whether regulatory or financial, such as taxation or new regulations. You have to stay ahead of the curve and know what’s coming.
A big part of this is staying close to your customers, understanding what pressures they face and what they might be planning. Also, being part of trade or employers associations like Make UK is invaluable. These groups have policy experts who can give you a heads up on what’s ahead. I’ve seen this from both sides, working within such organisations and as a member, and it’s incredibly helpful to get briefed by people who know exactly what’s going on and what’s coming around the corner.
While some things can still be surprises, most should not be, as they’re usually discussed for some time. Trade associations are often consulted by the government before new policies are introduced. They assess whether proposals are feasible or problematic. The Treasury does similar work. Staying connected and informed means these developments shouldn’t come as a surprise.
What advice would you give other companies just starting their sustainability journey?
I would say first, do not see this as a cost. Many people think it’s just something they have to pay to be sustainable. It shouldn’t be a cost, if done properly, it delivers benefits to your business including cost savings, lower prices, and making you a better company.
Start with the low-hanging fruit. For example, if you have a south-facing roof, install solar panels, move your fleet away from diesel and petrol vehicles if possible, or incentivise staff to switch to electric vehicles through leasing deals. These are easy wins.
Embed sustainability into your continuous improvement and lean programs so it’s part of your normal operations, not an extra task. Things tend to fail when seen as additional work. If it’s built into your regular reporting and monthly measures, it will be sustained and continue.
Also, look at the bigger picture of your sustainability journey as a manufacturer. Consider how you can be involved in the entire product lifecycle. This leads to servitisation, where you add value through services rather than just delivering products. This creates a complete sustainability circle and helps you fully understand the impact of your activities.
Conclusion
Thank you to David Seall for sharing his valuable insights and deep industry knowledge with us today. His experience at the forefront of UK manufacturing, combined with his strategic perspective on innovation, sustainability, and leadership, offers a powerful reminder of what it takes to drive meaningful progress in our sector.
We hope this conversation has sparked new ideas and inspired you to think differently about the challenges and opportunities ahead.
Gavin Wingfield is Director, and Head of Private Sector at New Street Consulting Group.
If you’d like to discuss how we can help you source a manufacturing leader with sustainability capabilities, please get in touch.