Una Riley’s interview in the print edition of Professional Security with Raymond Clarke, Chief Executive of SITO – the Security Industry Training Organisation.
When I asked Raymond Clarke, Chief Executive of SITO (Security Industry Training Organisation) for this interview it was with the intention of letting other people see him the way I have known him through the years. Not that long ago Raymond was known as the enfant terrible of the industry. The main reason was that he had a vision and nothing stood in his way to ensure that it became a reality. This determination was interpreted by those who did not know Raymond as being aggressive, arrogant and all of the other accusations that are projected onto the type of person who is successful in reaching their goals. He entered the industry as a young person and has grown into the man we all know today. Or do we really know him? There have been lots of articles that stress his prowess and support of the management style that he has endorsed and his ?bold? approach to business, but has there been an insight into the man? I have worked with Raymond since 1991 when I was a member of the then Systems steering committee of SITO, with Simon Port of Thorn (Simon has subsequently become involved with his own human resources consultancy). From 1991 to 1993 the SITO steering groups operated separate scopes to include CCTV/Access, Intruder and Guarding which eventually came together to form the original SITO council. I, like everyone who worked closely with Raymond in those days found him to be great fun to be around. His energy was and still is infectious.
Raymond is a family man and has been married for 18 years and has two children of whom he is fiercely proud, a boy aged 11 (who recently won a scholarship to a prestigious boy?s school) and a little girl aged six, both of whom he adores. Not only has Raymond worked hard on behalf of SITO, he has also had his fair share of work at home. He and his wife embarked upon a project to convert an almost derelict barn into a fabulous residence. Raymond left school in 1979 after O levels to embark on a career as a technical apprentice with Ferranti Computer Systems. I asked him to gallop through his career prior to joining the industry. ??By the time I left Ferranti in 1983 I had gained qualifications at ONC and HNC level and was halfway through a day release degree at Oxford Polytechnic. At Ferranti I was involved as a project engineer in the development of a number of computer systems for the Navy. This period also included a brief spell at Manchester Polytechnic on an electronic engineering degree, which I failed due to pure laziness. It was the most important learning event in my life. For the first time I realised that I would not succeed unless I put some effort in. It also fired a determination to succeed that was probably absent before my failure. I joined Westward engineering from Ferranti in 1983, completed my degree and became a chartered electronic engineer. More important to my future career I had been trained as an instructor. I left Westward in 1986 having enjoyed the job and opportunities provided, in order to focus on training and education. The rationale was that there are essentially two sorts of engineer, those with the imagination, interest and application to be successful and the theorists. I was a theorist, loving the maths and the physics but without an interest in the applications aspect of work. I served on the works council during my time at Westward. I then joined the Industry Training Board in 1986, as a member of their advanced Technology and Change Team, advising companies on the people implications of changes in manufacturing techniques and new technology. I absolutely hated it, feeling that the organisation stifled innovation and worked on the principle of ?dead man?s shoes?. I then went on to join the ASTMS and became involved in union activities, becoming the Secretary for the E & W Midlands region of the EITB. It was during this time that I completed a IPD professional development award and became a member of what was then the IPM. After this I joined the BSIA in 1988, at the age of 27, as its first training officer. At the time, my move was more about getting out of the EITB than with a view to any long-term future in the security industry. I recall at an interview with David Fletcher explaining that my task was to develop the association training activity in such a way that it was self-funding within nine months. David said that if I was successful, I might be able to employ an administrator and possibly even another trainer at some time. It became clear within a matter of months that there was significantly more potential in the role that I was taking forward than had been anticipated and my commitment to the industry began to grow – I was hooked?. So how did your role in SITO evolve? ?By 1990 it was apparent that if the training company, which was already recognised as an ITO was to reach its full potential, it needed to separate independently of the BSIA. It was clear that the only way to really impact upon training was for the Industry Training Organisation to be owned by the Industry as opposed to the BSIA?s ITO. With the difficulties evident between the BSIA and IPSA at that particular time, it was going to be an important issue. Fortunately this view was supported by the BSIA who helped in the early development of SITO, which was launched within a few weeks of NACOSS in 1990.? I remember those days well. That was the time that Raymond was strong in his approach to enable SITO not only to survive but also to be able to stand against all odds. I asked what his core aims were at the time? ?The first few years were spent trying to build the trust of the sector and bringing together all strands of the industry under the same ITO. My founding objectives for SITO were that it would not be dependent on government money as that was unreliable. Nor would it be dependent on membership fees, as the market was cluttered with membership organisations. I thought that it would distract from what should be our primary focus of adding value to the sector through the provision of product and service.? Raymond has certainly achieved his prime goal and more beside. SITO has now celebrated their tenth birthday. Has it really been that long? Well they say time flies when you are enjoying yourself. I asked Raymond what had been the most frustrating aspects of ?driving? the SITO vehicle over the years? ?Our failure to engage the systems sector in the way that I would like. Yes, there are improvements and interesting developments, but we are a long way from winning the hearts and minds of those involved. We have produced standards, qualifications and products, but we can?t make the sector use them and we can?t make the colleges offer them. Also the criticisms that we face about being focused on generating revenue. Without our commercial face we would have been ?blown away? in the latest government review of NTOs. I think the major frustration is the expectations in some quarters that all things to do with training are SITO?s responsibility and the failure to recognise what has been achieved on a national level.? That is exactly the forthright approach that provokes a response from some quarters.
So after the most frustrating episodes of his career I asked Raymond what things he was most proud of over the last decade. ?It has to be building what is widely seen as one of the most dynamic NTOs in the UK. We have reached a stage where even though we are relatively small as an industry sector and without a major tradition in training, SITO or an organisation based around SITO will survive in the new NTO structure proposed by the government.? One of the things I used to admire about Raymond when we worked together on the ILB was his ability to penetrate government and achieve the best deal for the industry. I am sure that these skills have not gone amiss regarding his handling of SITO over the years. What else do you think has been an achievement outside the obvious growth of SITO, I asked? ?Winning the Midlands Quality award for small business, which is an indication that International and Regional business leaders hold SITO in high regard. However, I would also like to comment upon my relationship with our chairman Bob Rowan. If it were not for him we wouldn?t have entered the Quality arena. I have been lucky not only to work with such a tireless and professional man but have also gained a friendship that I highly value. I cannot say enough about his hard work and commitment to SITO during his role as chairman. In fact the commitment and dedication from a team of people at SITO with whom I have been fortunate to work with through the years. We have been very lucky to have experienced a high level of support from the uniformed industry. We have also developed a reputation within the educational framework for strongly representing the needs of the sector and SITO. Brand awareness has been very important and we are now highly visible within the sector, as opposed to ?anonymous? like most NTOs. We are probably the first NTO to demonstrate that NTOs can operate without being hugely dependent upon the public purse.?
Having heard about the working relationship with Bob Rowan I decided to contact his and seek his thoughts about Raymond. ?I think first and foremost the word ?honesty? comes to mind. I met Raymond when I disagreed with him on a point concerning SITO after which he invited me to become a director and eventually I became chairman. I was encouraged to introduce ideas and take them through and work them through. For instance I had been involved in a CBI forum in Glasgow about the SQS model. I discussed it with Raymond and he got really excited about it and decided that his was for SITO. He took it on board and with all his good work, went on to win two excellent awards. He is very open to discussion and he is very willing to listen, he will talk to people who have clear objectives and knowledge in the subject. If there are any problems that occur he takes it on and will deal with it himself. He is not the sort to hide behind a phone or his position …. and there are not a lot of people like that. I also stand in awe of his knowledge of working government. It is uncanny his ability to work with government. SITO has been very fortunate to have him over these last years. Without his energy, intelligence and imagination SITO would not be what it is today.? I have to concur. What I haven?t mentioned is the fact that early on Raymond was very ill and at a time when other people would have taken an easier path he continued to press forward. The lesson he learnt whilst a young man that fired his ?determination? no doubt contributed to the strength required to fight his illness and also enabled him to succeed as one of the top chief executives in the industry.
