Kings Secure Technologies is a leading group of companies providing specialist solutions within the fire & security sector and operating in a wide range of industries. Its head office is in West Yorkshire in the UK and it has more than 800 employees, focused on delivering cutting-edge innovative solutions ensuring a full end-to-end risk management approach. Bob Forsyth, CEO of Kings Secure Technologies, spoke to Intelligent CXO about the business and its approach to management.
Tell us a bit more about your business and how it started.
Kings Secure Technologies (KST) is a group of companies that provides specialist solutions in the fire, security and life safety sector, operating in a wide range of industries. We offer cutting-edge technologies, round-the-clock monitoring, data analysis and reporting, and risk management services to our clients. We started as Kings Security in 1968, a leading intruder systems provider, but we realised that we needed to diversify our offerings and expand into other sectors to stay ahead of the market. I became CEO midway through 2017 so, in 2018, we rebranded as Kings Secure Technologies and embarked on a journey of innovation and transformation. Since then, we have launched new businesses, such as DYMENSiON, our cloud-based incident and trend software, Cougar Protect, our vacant property protection business, and Quidvis, our risk assessment software. We have also made acquisitions in fire and monitoring, such as Silver Group and Cougar Monitoring. Over five years our revenues have grown by over 142% and we’ve secured major clients in diverse sectors.
How has the business grown since it started and how did you ensure growth?
KST has grown significantly since I joined as CEO in 2017. We have increased our turnover, our client base, our service portfolio and our market presence. We have also improved our bottom-line and our operational efficiency. We have ensured growth by following a clear strategy and vision, not being distracted and having a longer-term plan in play. Our impressive growth has been driven by investing in new technology incubator businesses to drive our service offering and rewarding talent, focusing on long-term partnerships and value creation, being agile and adaptable to changing market conditions and keeping ahead of the technology curve and fostering a culture of innovation and excellence. We have also been proactive and bold in pursuing new opportunities and making strategic decisions that have paid off in the long run. Our company today has now developed into a technology-based business with our QuidvisRisk software underpinning our innovation, with applications in Fire Assessments, Water Risk Assessments, Asset Management, Security, Mobile Security, Void Services and more. Key to our success has also been our adoption of Zoho CRM and Zoho Analytics. The platforms have totally transformed KST’s visibility of data. We are today a technology-centric security and fire business with service wraps.
What’s the business’ approach to management?
We value authenticity, communication, empowerment and accountability. We believe in being honest with our colleagues, our clients and ourselves about the challenges and opportunities we face and the decisions we make. We believe in communicating clearly and frequently with all our stakeholders, ensuring that everyone is aligned and informed. We believe in empowering our teams to make decisions, take ownership and deliver results, rather than micromanaging or abdicating responsibility. We believe in holding ourselves and each other accountable for our actions and outcomes and learning from our mistakes and successes. We also believe in recognising and rewarding our colleagues for their contributions and achievements and creating a positive and supportive work environment.
What is your company’s vision and goal?
KST’s vision is to be the leading provider of fire, security and life safety solutions in the UK and beyond, delivering exceptional service and value to our clients and making a positive impact on society through our ESG programme, Kings Secure Tomorrow. Our goal is to continue to grow and innovate, to expand our capabilities and reach, to diversify our client base and sectors, to enhance our reputation and brand and to create a sustainable and profitable business that benefits all our stakeholders.
What kind of clients and market do you serve?
We serve a wide range of clients and sectors, from defence and retail, to education and healthcare, to utilities and infrastructure, to public sector and social housing. We work with some of the most prestigious and demanding organisations in the UK and abroad, such as the Post Office, Santander, Qinetiq and the NHS. We tailor our solutions to meet the specific needs and expectations of each client, and we strive to exceed them. We also serve the wider society by providing fire and security solutions that protect people, property and assets and by supporting various charitable and social causes.
What has your career looked like so far?
I have been in the services industry for over 25 years, starting as an operations manager at Reliance Security Services in the early 90s. I then moved to Mitie, where I spent 13 years in various roles, culminating in becoming the MD of its Security division in 2010, overseeing a turnover of over £650 million. I joined Kings Security Systems as CEO in 2017 and led the transformation of the business into Kings Secure Technologies in 2018. I have also served as a non-executive for a risk-based software provider. I’m proud to have been voted ‘The Most Influential Person in the Security Industry’ by IFSEC Global in 2014, and I am an international speaker on innovation and the future of security.
How do you equip your staff with skills and knowledge?
We empower our colleagues by providing them with continuous learning and development opportunities, both on the job and through formal training programmes. We have a dedicated Learning and Development team that designs and delivers bespoke courses and workshops, covering topics such as technical skills, leadership skills, customer service skills and health and safety. We also encourage colleagues to pursue external qualifications and certifications, and we support them financially and practically. We have a mentoring and coaching scheme that pairs up experienced colleagues with newer ones, and we have a knowledge-sharing platform that allows our people to access and contribute to best practices and lessons learned. I mentor two colleagues per year to really get involved in their working lives. We also recognise and reward our staff for their learning achievements, and we celebrate their success stories.
How do you work with other executives within the C-suite to make sure your voice is heard?
I always value listening to colleagues and being respectful and constructive. I recognise that each executive has a different perspective and expertise, and I value their input and feedback. I also communicate my own views and ideas clearly and confidently, and I back them up with data and evidence. I listen to and understand the concerns and objectives of other executives, and I try to find common ground and solutions that benefit the whole business. I also support and endorse the decisions and actions of my C-suite, and I show solidarity and loyalty. Being a leader is to ensure I articulate our approach and destination very clearly without ambiguity. This way the team understand the fundamentals of the plan, and work collaboratively to achieve the milestones.
How do you ensure different teams in your organisation work together?
Creating a shared vision and purpose is absolutely essential. By setting clear and aligned goals and expectations, facilitating cross-functional collaboration and communication, resolving conflicts and issues, recognising and rewarding teamwork and performance and by fostering a culture of excellence and innovation, we ensure that Team KST works together as one. I also lead by example, by working closely and effectively with other teams and leaders, by demonstrating the values and behaviours that I expect from others and by being transparent and accountable.