Nestled in Dronfield, Derbyshire, West Special Fasteners Limited has been quietly crafting a name for itself as a manufacturer of high-integrity, non-standard fasteners and precision components for some of the most demanding sectors in the world. From oil and gas to petrochemical, nuclear, and defence, their bespoke fasteners, often made from exotic materials, play a crucial role in systems where failure simply isn’t an option.
Investing in leadership during a pivotal transition
With a team of 70 people working across a 28,000 sq ft factory, the company has long been proud of its agility, deep technical expertise, and responsive customer service. But in 2024, amidst a pivotal moment in the company’s journey, the leadership team decided to invest in something just as vital as their world-class products: themselves.
James’s interest in our Help to Grow: Management programme also stemmed from a personal desire to reconnect with the world of business education.
“I had previously studied Business and Finance to HNC level while working in the fasteners industry between 1995 and 1997, I was eager to revisit and refresh that foundation... to understand how business thinking, tools, and techniques had advanced since my last formal education.”
In August 2024, West Special Fasteners underwent a Management Buyout (MBO), marking a significant transition in the company’s leadership.
“The course became a valuable resource during our transition, it enabled me to apply the latest business methodologies directly to our new leadership responsibilities, with immediate impact across strategy, innovation, and digital readiness.”
Clarifying strategy, mission and marketing mindset
James attended the programme alongside Technical Director Scott Smith, as they both shared similar aspirations to develop a broader strategic perspective following the MBO. While their two fellow directors pursued alternative learning paths, James and Scott chose Help to Grow as their development route, bringing fresh insight back into the business at a critical time.
One of the most significant transformations came in the form of newfound clarity.
“Despite years of operating at a high standard, we had never previously written down our Vision, Mission, and Values; documenting them has brought greater clarity and unity internally. It now serves as a reference point for decision-making, accountability, and long-term strategy. I now firmly believe every business should do this from the outset or as early as possible.”
Another lightbulb moment came when James began to rethink the company's understanding of marketing.
“Historically, I had always seen marketing as something that had to deliver direct, measurable sales and therefore leaned heavily toward direct-response marketing, but the course helped me see the broader strategic role marketing plays in building brand, trust, and long-term value. Our return on investment from this updated approach has been excellent."
This fresh perspective has had a tangible effect, visible in everything from social media and blogs to events, sponsorships, and trade shows.
Engaging people and improving internal culture
The peer-to-peer sessions also had a deep impact on them.
“Hearing how others perceived our company from the outside and sharing experiences with fellow SME leaders helped us sharpen our thinking and refine our plans. That external perspective was essential in validating and sometimes reshaping our direction.”
The company also began looking inward, rethinking how it communicates and engages its people.
“We realised that different team members absorb and respond to communication in different ways. Some prefer written information and time to reflect. Others respond best through conversation.”
This realisation has helped the leadership team tailor its approach to staff engagement.
And it wasn’t just communication styles that received a fresh look. Efficiency, planning, and culture all became areas of focus.
“We are currently reviewing the way we approach production planning, resource allocation, and staff workload with a view to improving both performance and work-life balance.”
Help to Grow also sparked changes in their HR practices, from onboarding and appraisals to retention and development, ensuring a more consistent and growth-oriented workplace.
Stronger community ties and connections
One of the most meaningful developments was the creation of a brand-new role: CSR and Community Engagement Officer.
“This position did not exist before the course, and the Help to Grow content helped us recognise the need and the value of formalising our community efforts.”
Today, Samantha Gras Smith is leading that area with purpose and passion.
“Her leadership is already making a real difference in how we contribute to our local area and how we engage more meaningfully with causes that matter to our team and stakeholders.”
James also praised the Help to Grow delivery team.
“The sessions delivered by Joseph, Richard, Martin, Marvin, and Elnerine were informative, thought-provoking, and grounded in real-world experience. Each brought their own unique style and insight, which made the sessions easy to follow and enjoyable to take part in.”
He reserved special thanks for Mara, who coordinated the programme from the university’s side.
“Her attention to detail ensured that all sessions, whether online or in person, were organised and seamless. On a more personal note, I really appreciated that she always managed to offer me a diary-free option whenever refreshments were involved. Small touches like that reflect the excellent organisation and participant care throughout.”
The impact of Help to Grow extended beyond the classroom and into lasting business relationships. James has stayed in touch with several members of his cohort, including Gayle, Amy, Guy, Adam, Keeley, and Jo. In particular, he’s continued to collaborate with Gemma from Auction News (Auction News: Online Auctions UK) and Simon from Penguin PR (Penguin PR | Derby PR Agency & Marketing Communications).
“Gemma’s a fantastic contact, and Simon has been instrumental in helping us shape and promote our CSR strategy.”
Fastening a stronger future
Looking back, James doesn’t hesitate when asked if he’d recommend the programme.
“Yes, I would absolutely recommend the Help to Grow programme to other business leaders. The structure, content, and delivery were excellent throughout. It was a practical, engaging course that provided real value for SMEs navigating modern business challenges.”
And he’d be first in line for a sequel.
“Looking ahead, I would genuinely welcome the opportunity to take part in a Help to Grow 2 course. A follow-up programme, ideally over another 12-week period, would allow us to build on everything we’ve learned and continue developing with the same momentum.”
For West Special Fasteners, the journey of growth didn’t stop at mastering fasteners. Thanks to Help to Grow, they’re now fastening their future to a stronger foundation, one that values leadership, strategy, people, and purpose just as much as precision engineering.
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