Since its incorporation in 2002, Salus has grown from one to twelve offices, and from a handful to 85 members of staff. The first 15 years bought little if no growing pains as the company expanded and tactically opened offices to service a portfolio of nationwide clients.

Over the past couple of years, Salus has faced strategic challenges both internally and externally. First, how to manage continued growth in an ever more regulated and digitised environment. Focusing on internal best practice, it was determined that a transparent, auditable, user friendly and future proofed data management system was key.

Tackling Digital Transformation

As technology exponentially altered the way the world of business operates, so the realisation set in that Salus was outgrowing its systems. Faced with a company structure that effectively operated as 12 successful micro businesses, each working well but all slightly differently and increasing difficulty generating real-time reporting data, it became crunch time for the directors and management team.

Over the course of the last 2 years, Salus have integrated 12 businesses into one, developed a bespoke end to end database, integrating workflows, digitally transforming the business allowing maximum face to face time with clients where it matters – onsite, developing relations and adding value. Continued investment in the system will bring nationwide team members ever closer together.

Navigating Adverse Industry Conditions

Secondly, 2017 and 2019 bought events that would have lasting changes to the industry and would directly impact on Salus. In 2019 all but one insurance provider pulled out of underwriting policies for the Approved Inspector market putting a question mark over the business viability.  Despite these external challenges, the strong internal focus on systems, continued solid service delivery and staffed by a team which demonstrated immense agility and strategic vision has meant Salus has been invigorated.

Managing this immense change in uncertain industry conditions has been no mean feat. The team have engaged in several change management models to ensure the changes are lasting and will take the business confidently forward.

Salus continues to champion best practice the industry. Paul Meadows is a voluntary contributor on the Construction Industry Council committee that has allowed us to contribute to the development of regulations nationally and help shape the future of the industry. Salus regularly provide free CPD sessions to share knowledge and advise of regulation updates for clients and industry professionals. They are also patrons and sponsors of several key industry awards events.

Key Achievements

• Continued forward thinking investment in technology to ensure the business is in the best form possible
• Support the industry shortage of qualified surveyors by helping to plug the industry training gap
• Leading the way in best practice with integrated action plans and outcomes to support this goal