Like selling a car and then having the keys handed back
ESI Technologies Group is a leading supplier of process equipment and engineering solutions for the biotech, pharmaceutical, chemical, semiconductor, hydrogen, and food and beverage industries in Ireland and the UK.
“There were three owners with different areas of expertise, and none of us wanted to do the others’ jobs. This turned out to be a strength; we complemented each other well and built a strategy for expansion on the Irish and British markets. When Indutrade entered the picture it felt right, a bit like selling a car and then having the keys handed back.
”Having Indutrade as the owner opened up new opportunities for ESI to grow internationally and develop skills and expertise internally.
“We liked the idea of remaining independent while also being part of a larger group, which would give us an international presence and enable customers to see us as more than just a local company. Becoming part of Indutrade really broadened our horizons and gave us access to a wider network and new opportunities for growth.
“For instance, we got involved in the leadership development programmes, and began focusing more professionally on succession planning. This has fostered a culture where we always try to promote internal talent; every management vacancy has been filled by our own personnel, ensuring continuity and stability.”
Indutrade changed its Group structure in 2024, making five international business areas. Since then, Declan has been Business Segment Leader, supporting ESI and similar sister companies through active board work, while also helping to identify new acquisition candidates.
“The new Group structure was necessary, not just for our market positioning, but also for our customers and supply chain. It has clarified our direction, especially in the Life Science business area, which means we can now focus on specific segments like medtech and biopharma.”
Consensus and team spirit
Indutrade’s decentralised model gives companies the freedom to make their own decisions, but with support and coaching from the Group Board.
“It’s the team, rather than the individual, that leads. As an MD, you have to be willing to delegate and allow other people to shine in their specialist areas. I’ve always endeavoured to have a leadership team around me and to give them responsibility. This creates engagement and enables us to grow together.
“I rely a lot on each MD to develop strong management teams within their individual organisations. My many years with ESI have given me valuable insights, and show what’s possible if you strive to build effective teams and adapt best practice to each company’s specific conditions. I’m more interested in seeing how the team works than just hearing what the MD has to say. Is there a sense of trust and commitment in the group? If there is, then I know we’re on the right track,” says Declan.
