Richard Lambert Bids Fairwell To BWF

Richard Lambert, Outgoing BWF Chief Executive

The headhunter who put me forward for the post of BWF Director told me that she saw an organisation and an individual each coming together at the right moment in their development to do a lot of good for each other.  As I step down almost nine and a half years later, I'd like to think she was right.

I inherited a solid foundation on which to build.  Supported by a committed group of members, Kevin Cubbage had stabilised the organisation and the finances, launched the product promotion schemes and re-built the membership after the crisis of the mid-90s.  I quickly saw the potential.  Realising it was my job.

Today the BWF is a modern, professional, independent trade association, working to support its members and help their businesses to grow with the advice, guidance and information they need to deal with the issues they face day to day, while working to understand and influence the wider aspects of government policy, regulation and standards which will have a strategic impact in the future.

Through listening to the myriad voices of our members in all the different ways that they speak to us, we've been able to respond by adding to the range of BWF services and activities.  I heard frustration about the quality and availability of training; we transformed the relationship with ConstructionSkills, launched the WITForum and joined the other timber industry organisations in working with Proskills.  Members told me that they wanted BWF membership to mark them out from the competition; we implemented the Code of Conduct, and I am delighted that compliance will become a mandatory requirement of membership next year.  People said they needed help with certifications, chain of custody, product testing, so we launched the Total Support Services. 

The campaigns have gone from strength to strength.  Fire door certification is widely accepted as essential by the market and there is a growing understanding of the importance of using compatible components, which will doubtless be reinforced by the Fire Door Inspection Scheme.  We've supported the recovery of timber's share of the windows market first through the TWA Scheme and more recently the Wood Window Alliance.  And we're now tackling stairs in the same way.

I'm still a lobbyist at heart, and I've used that experience to make sure the BWF's voice is heard, whether directly or by working through umbrella organisations such as the Construction Products Association.  Where I've seen opportunities to raise the game and support the industry, such as the call in the Sustainable Construction Strategy for sectors to develop resource efficiency plans, I've seized the opportunity.

The Federation itself is a more professional operation, handling in-house many of the functions which were once outsourced.  It communicates more effectively, using the full range of electronic media, but has never lost sight of the importance of immediate contact, whether in face to face meetings, or by ensuring that a human being always answers the phone.

I couldn't have achieved all this and more without the hard work and support of the Federation staff and the backing of the Executive Committee.  Every success I've had reflects as much on them as on me.

Now I'm looking forward to a new challenge with a new organisation, and the BWF can look forward to someone bringing a fresh approach to lead it to the next stage of its development.  Thank you for your support over the years.  It's been a pleasure holding the stewardship of your organisation.  I wish you – and the BWF – every success in the future.