Meet the MD: Matt Dale of the G3 Group

Meet the MD: Matt Dale of the G3 Group

Matt Dale, joint MD of automotive company the G3 Group spends his days overseeing all aspects of the company, from sales to IT services. He took some time out of his busy day to tell BQ a little bit about the history of his career so far.

Describe your role in no more than 100 words.

My role as joint MD of The G3 Group (UK) involves overseeing the development of the entire business across all sectors including sales, asset management and IT services. I spend a large proportion of my time working on our range of software services plus customer contact and relationship building, which is critical to our organisation. 

 

What is it the company does?

The G3 Group (UK) cover four distinct sectors, all based around automotive assets. Our services include vehicle remarketing, both physical and online, vehicle management and distribution for a wide range of finance providers, debt recovery under our newly obtained FCA licence and software solutions. It’s an over-used phrase in the business environment but we truly provide our clients with a complete ‘one-stop-shop’ for all end-of-contract matters relating to recovering, managing and liquidating vehicles.

 

Give us a brief timeline of your career so far – where did you start, how did you move on?

In 1997 I started training as a Quantity Surveyor with Dronfield-based construction company, Henry Boot. However, I quickly realised that counting building materials wasn’t my calling in life, so after a short career break, I joined a large independent Leeds based physical car auction and worked my way up to Sales Director. After the sale of that business in 2008, myself and a co-director decided to create something a little different within the automotive sector and established G3 Remarketing. Ironically we now count Henry Boot as one of our long-term partners, disposing of their ex-company cars!

 

What do you believe makes a great leader?

I think it’s someone with vision, who has the ability to look at opportunities in a different light and be prepared to take calculated risks. Usually a great leader has a solid team behind them, delivering on the promises they make. In my opinion, this is just as important as the person leading the business.

 

What has been your biggest challenge in your current position?

Making G3 a more robust company with various relevant facets to ensure our future stability and longevity. Although the business has diversified into other sectors, we’ve always held the opinion that we only venture into known automotive markets where we have the knowledge and experience to provide a value-added solution. One other challenge has been to become less ‘hands-on’ and have the confidence in the team to provide the level of service we champion as one of our key attributes.

 

How do you alleviate the stress that comes with your job?

I still like to think I can roll back the years and kick a football around so once a week I don my figure hugging kit and attempt to make it through 60-minutes of 5-a-side. In addition, I’m a fairly keen long distance and marathon runner. I just prefer the warmer weather for that activity!

 

When you were little, what did you want to be when you grew up?

I use to spend hours down at my local Ford dealership looking around cars and asking the sale guys about new models and specification – I probably knew more about the range than they did so I guess the motor-trade was always a draw. That said, I’m more comfortable with the B2B side that we predominantly trade in, rather than B2C.

 

Any pet hates in the workplace? What do you do about then?

Attention to detail or lack of!

 

Where do you see the company in five years time?

Our business is going through some substantial changes and over the past few years we’ve invested heavily in staff, software and premises. We launched our new physical auction programme in February 2016 which has been a resounding success and we’re already looking at further growth throughout the UK, organically and through acquisition. Our target is to create an attractive and competitive alternative whilst maintaining our core values and profitability.

 

What advice would you give to an aspiring business leader?

Understand your market and spend 80% of your time listening to what people want, not trying to sell them what you have. This has helped our business achieve its financial goals, as adaptability around central values will create longer-term partnerships rather than short-term relationships.