As part of our 50th anniversary celebrations, we’re proud to share the sixth instalment of our Anniversary Spotlight Stories — and this one shines a light on Rob, our Managing Director.
With nearly 28 years at Tamdown, his journey is a true example of what can be achieved through hard work, ambition, and a willingness to learn. Starting out as an apprentice at just 17, he’s grown through the business, taking on new challenges, embracing opportunities, and developed into the leader he is today.
His story reflects everything Tamdown stands for — investing in people, creating opportunities, and building a culture where individuals can thrive and reach their potential.
From those early days on site to leading the business today, it’s a journey built on resilience, support, and a real passion for what we do.
What is your earliest memory of Tamdown?
I joined Tamdown in January 1999 when I was 17, starting a CITB residential plant operator apprenticeship at Bircham Newton in Norfolk, which I completed in June. Straight out of school, I didn’t have a real passion for construction at the time and like most teenagers, I wasn’t sure what I wanted to do, but Mike Morris (former Nexus CEO) approached me about the apprenticeship programme.
Once I’d passed the course, I was straight into a machine and asked to clear the field at the bottom of Tamdown Way. Trevor Haylock (Lee’s Dad) was my mentor for the first few weeks.
I also remember my interview clearly, it was with Tom Mohan (Paddy’s dad), and he took the mickey out of me the whole way through. I had long hair at the time and he asked me if there were no hairdressers in King’s Lynn, where I lived!
The funny thing is, that interview took place in the same office at Tamdown Way that later became my office as MD, nearly 20 years later — so I really came full circle.
How has your career progressed over the years?
Early on, I used to see the leaders turning up to site in their flashy cars, and I’ll be honest, I wanted a bit of that. My first opportunity was when Mark Cain was advertising for an assistant in the Buying department, I went for it and was given a three‑month trial.
At the time, I didn’t think an office job would be for me, but it just clicked. I still remember making my first phone call to order fuel, I was so nervous. The lady on the other end must have sensed it, because she asked if I was new and whether it was my first call.
Between 2000 and 2002, I became a Buyer, and used to cover holidays as a Plant Buyer in the plant office. Then in 2003, when Tamdown set up the West region office in Basingstoke, I was asked to go there as an Estimator (the only Estimator, which meant long hours)!
In 2006, at just 25, I was asked to step up as Estimating Manager for the Maidenhead office. We relocated the Basingstoke Office and had 4 Estimators working there. Unfortunately we shut the office after the 2008 financial crisis and managed the workload back in Braintree.
From there, my career continued to develop — moving into a Quantity Surveyor role, then becoming Estimating Director in October 2013, followed by Commercial Director, then Commercial and Operations Director, and finally Managing Director in October 2018.
Did you imagine back then that you’d one day become Managing Director?
Not when I first joined. But as I settled into my office career, I always felt like I was doing a good job, and I developed a belief that one day I could run the business — I had that hunger and drive.
Before becoming Managing Director, I successfully completed my Certificate in Company Direction at the IOD and was fortunate enough to complete a Strategy and Change programme at Hult International Business School. I’ve always loved learning, and continuing to develop myself has been really important to me.
Tamdown played a huge part in that. It’s always been a very supportive environment, if you wanted to try something, the attitude was “go and do it.” I was never held back, and that trust allowed me to grow and develop.
I’m very aware of how much that environment nurtured me, and it’s something I’m keen to give back now and create the same opportunities for others to grow. Sometimes people just need that chance, and a bit of support, to realise what they’re capable of.
Has there been a moment when you felt especially proud to be part of the organisation?
I’ve always been proud to be part of a business that genuinely looks after its people. The culture has always stood out to me, it’s a company with a good heart.
That’s something I’ve felt from early on in my career, and it’s a big part of why I’m still here. It’s also what motivates me now — to give that back and make sure we continue to create the same kind of environment for others.
What are the biggest differences in how civil engineering works today compared to earlier in your career?
The biggest changes are around health & safety, processes and the amount of paperwork involved.
Decisions used to be made much quicker. There was more of a “gentleman’s agreement” approach, and you could just get things done. Now, there are far more sign-offs and layers to go through, which can slow things down. You can’t always make decisions on the spot in the same way, so there’s a real need to find better, more efficient ways of working within that structure.
How has technology transformed the way the business operates?
Massively. When I started, we were using fax machines and wages were paid in brown envelopes.
Now, everything is driven by data — dashboards, real-time information and performance tracking. You’ve got information and statistics at your fingertips.
What do you think has been the key to the company’s longevity over 50 years?
Evolution, without a doubt, being prepared to grow and adapt as the landscape changes. The business has always shown resilience, especially in an industry like housebuilding that has gone through plenty of ups and downs over the years.
A big part of that is staying level-headed and consistent through both the good times and the challenging periods. Ultimately, a business is only as good as its people — and if the people are resilient, the business will continue to thrive.
What advice would you give to someone aspiring to a leadership role in the industry?
Go for it. If you’re ambitious and prepared to work hard, there’s nothing stopping you.
You don’t have to be the most intelligent person in the room — but you do need a strong work ethic and a willingness to keep learning. Stay curious, be open to development, and keep pushing yourself to improve. That mindset goes a long way.
What does the company’s 50-year milestone mean to you personally, and what are your hopes for the next 50 years?
Reaching 50 years really underlines what a great business we are. To have evolved and remained resilient for that length of time is a huge achievement, and it reinforces everything I believe about the company.
Personally, I’m proud to have been part of it for 28 of those 50 years.
We’ve got some amazing people in the business, and that’s what excites me most, helping to set things up for the next 50 years — setting the right foundations so the business can continue to adapt, grow and succeed.