Meet James Hadley, Commercial Director at Pool Tech Services
We caught up with James to talk about his route into the industry, why trust matters more than a job title, what makes Pool Tech different and why, despite spending his working life around swimming pools, a pool is still non-negotiable when he goes on holiday.
As Commercial Director at Pool Tech Services, James plays a key role across the business, from building strong customer relationships and delivering projects to helping drive its continued growth.
How did you get into the swimming pool industry?
I sort of fell into it 18 years ago. I was looking for my first proper job and wanted something where I could use my engineering and business degree.
I was offered a role as an Internal Sales Engineer at Hanovia, working in UV water disinfection. I was completely against the idea of a career in sales, but their Sales Director, Keith Watson, persuaded me to give it a go. I’m pretty sure the promise of a company car and travelling around the country talking to people helped!
I spent nearly ten years there, mainly as a Sales Manager, with the leisure market always being my favourite. I eventually left because I didn’t want to be known as ‘the UV guy’ forever and tried a completely different industry, but quickly realised water treatment was where I belonged.
A call from Steve Thompson at Sterling Hydrotech brought me back and marked the start of working solely in the swimming pool industry. I spent just over five great years there, learning a huge amount – including that sales meetings only really start when you get to the pub afterwards!
From there, my journey with Pool Tech began.
You’ve been in the industry for 18 years. What’s changed most in that time?
From a sales point of view, the way we contact and interact with customers has changed massively. When I first started, getting in front of people involved a lot of cold calling and knocking on doors. I’m sure that still happens, but I can’t imagine doing much of it now. Websites, digital marketing and social media have completely changed how businesses communicate and how customers find you.
Then, of course, there’s Teams. I absolutely hate Teams! For me, nothing beats a face-to-face meeting. But even I can’t deny the amount of travelling it saves and how easy it makes bringing lots of people together quickly.
Thankfully, my role still means I need to visit customers and sites regularly, so I get plenty of time in my happy place – the plant room.
What brought you to Pool Tech?
This one is easy. Two words: Danny Grant.
I’d known Danny in passing for several years from my Hanovia days. Sometimes you meet somebody who just gets you. They understand what you want from a job and have the ability to create the environment where you can do it.
After a few drinks and a good conversation at the SPATEX Gala Dinner, I knew I wanted to work with Danny. We met again a few weeks later and that was it. I’ve been at Pool Tech for nearly two years now and I genuinely feel like we’re only just getting started.
What does being Commercial Director actually involve day to day?
No two days are ever the same. My job title might say Commercial Director, but when Danny asked me to join Pool Tech, he simply said he needed a hand running the business. That’s essentially what I do. We have a plan to grow Pool Tech steadily by continuing to build our reputation for doing what’s right for our customers and looking after our employees, so most of what I do revolves around that goal.
I can be planning a large installation project, working with our Service Managers, managing key accounts, completing tenders or carrying out site surveys. I wanted to be involved across the whole business and I definitely am! You might even catch me helping with a breakdown if the service team lets me!
What do you enjoy most about your job?
The variety, the freedom to get things done and the satisfaction that comes from solving problems.
We’re ultimately a solutions business. That might mean keeping a plant room running smoothly, finding the cause of a problem or getting things back up and running when something goes wrong. No two swimming pool plant rooms are ever exactly the same, which means there’s always something different to think about. That’s what keeps it interesting.
What do you think Pool Tech does differently?
For me, it starts with the culture inside the business because that translates directly into the relationships we have with our customers. We’ve got an incredibly high staff retention rate, and I think that’s because people genuinely enjoy their jobs and enjoy working with each other.
We care about what we do, and I think customers can see that. The first question isn’t, ‘How much money can we make from this?’ It’s, ‘What’s the right thing to do for the customer?’ That approach builds long-term relationships, and it’s a huge part of what makes Pool Tech what it is.
What makes a good relationship with a customer?
Trust. Simple as that.
If a customer trusts you to solve their problem, they’ll come back to you again and again. I love building rapport with people and I’d say that’s one of my strengths. When someone asks what I do for a living, I generally tell them I get paid to talk to people.
But building trust isn’t just about talking. It’s about being available, doing what you say you’re going to do and taking accountability when something doesn’t go to plan.
What’s the biggest challenge facing commercial pool operators at the moment?
It’s balancing the cost of running a swimming pool against the revenue it generates. Utility bills, materials, labour and repairs have all increased, while pools still need to remain open and accessible to the communities that rely on them.
That’s why energy efficiency and reliability are such a big focus, helping operators keep costs under control without compromising the performance of the pool.
Is there a Pool Tech project you’re particularly proud of?
The new-build, above ground pool in Peterborough is definitely up there. It was a testing project for lots of reasons and there were certainly lessons learned along the way, but that’s also why I’m so proud that we got it over the line.
With any large project, things aren’t always going to go smoothly. What stood out for me was seeing the whole team pull together, share their ideas and feel empowered to get on with solving the problems in front of them. That’s when you really see what a good team is capable of.
What’s the best piece of advice you’ve been given during your career?
When things go wrong, it’s how you react that people will remember.
Things will go wrong occasionally – that’s life and that’s business. But taking responsibility, communicating properly and putting things right can actually build more trust than if everything had gone perfectly in the first place.
What have you learned from working alongside Danny and the Pool Tech team?
To celebrate the small successes as much as the big ones.
I think previously I’d found myself in situations where you’re always striving for bigger and bigger projects. And big projects are great, but the smaller ‘bread and butter’ jobs are every bit as important. They’re what build relationships, keep customers coming back and ultimately help create a strong business.
What do you think makes a great team?
First, you need a shared goal that everybody genuinely buys into.
You also need an environment where people feel comfortable sharing their opinions without worrying about being shot down. Some of the best ideas come from giving people the confidence to speak up.
A good leader should empower people and give them the autonomy to do their jobs, and you need different personalities, backgrounds and experiences around the table. That’s what gives you different perspectives and ultimately leads to better decisions.
Where would you like to see Pool Tech in five years?
I’d like Pool Tech to be recognised as one of the UK’s leaders in swimming pool plant room maintenance and refurbishment, with a reputation for doing the job well.
We’ve recently added more engineers to the team as our contract base has grown, and I’d like to see that continue while maintaining the standards and relationships we’re known for.
Who at Pool Tech is most likely to get you into trouble?
Probably Steve Houghton, although in a slightly roundabout way. I describe Ste as the central cog in the Pool Tech business. Most things go through him, and the business runs smoothly because of it.
He also has a very strong moral compass, which is a wonderful thing… unless I decide I want to bend the rules a little. If Ste finds out, I know I’m going to get pulled up on it!
What’s the weirdest thing you’ve ever seen in or around a swimming pool?
I’ve seen some sights over the years. There’s nothing quite like seeing an engineer in a swimming pool having just accidentally fallen in. That’s always entertaining, assuming they’re OK, obviously. On the considerably less funny side, I’ve also seen rats in a spa balance tank. That was pretty horrific.
If you weren’t working in the pool industry, what would you be doing?
Probably research for a TV company. I love digging into the detail of things and I’m constantly fact-checking information. Maybe that’s a trust issue!
Pub or gym?
That’s a tricky one because I genuinely like both. I’m probably more consistent with the pub though, so I’ll have to go with that.
Holiday by the pool or absolutely anywhere other than a pool?
Without doubt, holiday by the pool. With two boys under nine, having a pool is an absolute non-negotiable. I just have to make sure I don’t get a look at the plant room. Once I’ve seen that, there’s every chance I’ll stop being on holiday!
For James, success comes down to people: building trust with customers, taking accountability and creating a team where everyone has a voice.
Nearly two years into his role as Commercial Director, he’s helping Pool Tech continue to grow while staying true to the relationships and values that set the business apart. And whether he’s around a meeting table or in the plant room, it’s clear he’s found the right fit!
