CEO Monthly Issue 7 2018

8 CEO MONTHLY / ISSUE 7 2018 , Established in 1995 byMark Lord, Aztec Oils is a distributor of lubricating oils for the automotive and industrial market within South Yorkshire and the East Midlands. In June, CEOMonthlyMagazine namedMark as one of our CEOs of the Year for 2018, with the title of Most Outstanding inManufacturing. We spoke toMark to find out howhe has built Aztec Oils into one of the leaders of the industrial sector. Keeping the Wheels Turning in the Industrial Sector Mark has always had an eye for business, building his career on the back of an expertise in the lubrication markets, he has been the driving force behind Aztec’s position as one of the UK’s leading specialists in high performance lubricant manufacture and distribution. His outstanding leadership has transformed Aztec Oils from a one-man band, to a European tour-de-force. Mark attributes the company’s enduring success to teamwork, and a trusting partnership with his managerial team, “The key to our growth and the company’s success is a result of teamwork, and allowing management to take ownership of their own areas of responsibility.” Mark continues, “We operate a very informal non-hierarchical framework where all operatives are made to feel part of one team pulling together. Good communication is key throughout the organisation with the different departments coming together on a regular basis to pre-empt any problems.” Mark sums up his role in the business as something akin to a guide, leading the team from the front with his years of experience in the sector, “my role is to advise and allow them to take ownership of their own decisions.” This leadership style stands, foremost, as testament to Mark’s ability as a CEO. He has created a team, from the ground up, who are competent, capable and highly trained. When we asked Mark what advice he would give to someone looking for success in their business, he echoed similar sentiments, “with the right people around you can do anything. Find the right people, look after them and don’t let them go.” “My key managers take responsibility for their own areas of the business. My role is to advise and allow them to take ownership of their own decisions.” Over the coming years, in light of a possible Brexit, Mark is moving to protect his business; 1807CE03