Mark bridges the generation GAP at Glasgow plant hire specialist

THERE is a time-honoured saying among the family who run GAP Group, the Glasgow-based plant hire specialist. It goes along the lines of the younger generation being expected to make their “mistakes elsewhere” before devoting themselves to the family firm, presumably all the wiser for it.

Of course, it is not for us to say whether Mark Anderson, the company’s 33-year-old commercial director, got many things wrong before he devoted his career to the business. What is clear, though, is that he spent his time wisely.

Mr Anderson, whose father Douglas runs GAP with his brother, and joint managing director, Iain, studied law at the University of Edinburgh, before going on to work for PwC. The accountancy giant put him through his tax exams, which included a stint in London.

He joined GAP full-time in October 2008, but it was not inevitable that he would build a career at the company. And the same goes for any other young family member: Mr Anderson has two sisters and neither, it would appear, are bound to work in the business. Claire works as an accident and emergency doctor while Emma is studying art history at university.

“It was never discussed,” Mr Anderson said when asked if he always planned to join up.

“I think Iain and Douglas were always keen for family members to come in. But they didn’t ever push it on any of us, so they knew that when we started asking questions we were definitely interested.

“That said, there are nine grandchildren, and all of them have had an opportunity. Some have chosen to paddle their own canoe. Now there is one member from each branch of the family.”

There are two other family members of Mr Anderson’s generation who are developing their careers with GAP.

Karen Greenshields, niece of Douglas and Iain Anderson, is responsible for business development from her London base. She joined GAP in 2010, having previously worked for GE Capital in various cities around Europe. Iain son James started in the business in May last year. Also based in London, he manages some of GAP’s major accounts. Mark, Karen and James are good friends, having all grown up in Bearsden just a “couple of miles apart”.

Mr Anderson said: “We are all of sort of similar ages, so we are quite a close family. I suppose it is quite nice having a confidant in the business that understands some of the stresses and strains of being in the family business.”

He added: “We were all brought up with GAP [being discussed] at the dinner table.”

Mr Anderson’s ascent at GAP has been rapid. Starting off with responsibility for bids, tenders, and pre-qualification questionnaires, he moved on in 2012 to overseeing its 16-strong major accounts team. He remained in that role, which he relished, until April 2016, when he began looking after GAP’S 13 plant and tool depots in Scotland. The company’s depot network for the entire UK was then brought under a single umbrella in January this year, with Mr Anderson taking responsibility for the entire division. That was quickly followed by his appointment to the board in February, in doing so becoming the first member of the third generation to achieve that position.

There are six members of that board. As well as the three family members, it includes executive chairman Danny O’Neil, finance director Chris Parr (formerly managing director of Fife paper company Tullis Russell) and Kevin McEwan.

Mr Anderson said he realised a major goal when he was asked to sit on the board, emphasising that being a family member is no guarantee of securing such a position. “When I started at GAP, one of my main ambitions was to become part of the board,” he said. “It was always at the back of my mind. It gave me something to focus on.”

During his time with GAP, the firm’s turnover has roughly trebled from the £67 million it turned over in 2008, as new markets and opportunities have steadily opened up for the business.

The next set of accounts for the company, which now employs 170 at its head office in Glasgow, and around 1,600 overall, are expected to reveal a further double digit percentage rise in turnover.

A key feature of GAP’s growth story has been its successful diversification beyond plant and tool hire into more niche areas since the recession of 2008 and 2009. These include equipment such as trench boxes for road repairs, lifting gear and welfare units,

Mark Anderson took tax exams with PwC before joining GAP in 2008 and rising rapidly through the ranks.

including Portaloos and temporary offices. A major deal to supply the Commonwealth Games in Glasgow in 2014 with fencing and barriers also led to the creation of the events division.

Reflecting on his progression with GAP, Mr Anderson said he is aware of the opportunity he has been given. “I sometimes wonder if I was someone else would I be on the board of a £174m company at 33? [But] I can’t help my progression – I can only help to push the business forward,” he said.

“I often think of what my grandfather would think. He’d be amazed that we are still talking! “That said, I don’t think Iain or Douglas will be leaving any time soon. My father, Douglas, recently celebrated 40 years at GAP. You can’t beat that type of experience.”