How BTE grew from Leicester roots to multiple locations and multimillion-pound deals while maintaining its family ethos
Operating as one of the UK’s largest independent, family-run plant dealers, BTE Plant Sales (BTE) was founded over 35 years ago and today specialises in Kubota excavators, Thwaites dumpers, Bomag rollers, Atlas Copco compressors, and Epiroc hydraulic breakers. Three years ago, Rebecca Bryson became Managing Director and Owner after completing an MBO. With previous experience working for JCB and Kubota, she took over the Leicester-based family business and immediately faced what she describes as ‘the hardest trading conditions imaginable.’
Rebecca’s response was driven by her enthusiasm and expertise – landing an £11 million fleet deal for MV Kelly, centralising all functions to Leicester, and commissioning a bespoke app. She shares more with Construction & Civil Engineering about her passion for running the firm and what the future holds for BTE: “Just over a year ago we secured a two-year fleet deal for MV Kelly, and we’re on to the second year now,” starts Rebecca. “We also did a large deal with M&J Evans Construction at the end of last year, and we work very closely with Fairfax, which is BTE’s largest dumper buyer. We work with a range of clients, from large national fleet users to people who buy one micro digger every 12 years. Each customer is equally important to BTE however they require a different approach. We pride ourselves on being very good across all sectors.”
The company’s network spans three locations, which Rebecca reveals is expanding to four. “Our head office is in Leicester, and we have a large depot in Leeds just off the M1. In addition, we have a depot in the Northwest, being relocated this year to the Haydock area, and we also have expansion plans to include a new PDI function facility near Tamworth in the Midlands in the near future.” The new PDI facility follows heavy investment into BTE’s bespoke app.
“We’re trying to be more modern and approachable,” Rebecca explains. “When customers have machines delivered by the manufacturers, they complete the timestamped walk-around video in the yard before it leaves. When it arrives on site, it’s videoed a second time. However, the issue we were finding was an increased number of buckets and accessories were showing as not delivered to site. By having this app and these full-inspection videos, it allows us a reliable cross-reference. The app will then go one stage further by allowing customers to access their delivery notes, PDI notes, and health and safety documents. If they require a how-to guide or training on the machine, they can look on the app for information.”
Streamlining operations
To strengthen both operations and communications, the group decided to centralise all functions to Leicester, including the accounting, service and parts teams. “These were situated in various locations before and were all running as separate entities,” continues Rebecca. “Having them centralised from our head office has made the entire team stronger and more streamlined.”
From speaking with Rebecca, it’s clear to see her management approach is grounded in problem solving. “Obviously having great KPIs is wonderful, but I want to know what’s in the red, because then I can work on how to change it. I want to see the top five issues every day and, of those top five, what can my executive team do to help, support, change or highlight an issue?” she states. “My drive every day is making sure we’re the best at what we deliver.”
The leadership team also prioritises culture, as Rebecca explains: “The main thing I’ve learnt over the past three to four years while running this business is that you simply cannot please everyone. When I first took over as MD, I found that quite soul-destroying. However, I was raised to treat other people as you wish to be treated yourself – this business is my baby, it’s an integral part of my life and I want everyone to enjoy being at work. We organise charity events, such as Cycle for Santa, we buy cakes for staff birthdays, and we have dress-down Fridays. My dog, Boss, even comes to work with me every day! We’re all very open and honest with each other.”
Prioritising people
At BTE, this sense of value within the workforce steers retention. With approximately 55 employees at present, Rebecca firmly believes feeling important and included in the team is crucial: “I’m targeting around 65 employees now, but the difficulty we face is finding staff, predominantly due to the shortage of engineers in particular,” she notes. “Finding good people is difficult – when you hire people, you need to look after them. I carry out regular appraisals and it’s always heartwarming to hear people say, ‘I love working at BTE.’ When I hear that, I know I’m going the right way.”
Ambitious growth targets
Respect for people goes hand in hand with the company’s approach to charitable giving. “Each salesman covering a different area can nominate a charity for the year. Most of the time, these charities mean a lot to the staff personally and they support causes affecting their friends or family. I’m a great advocate of the Air Ambulance because I grew up on a farm in the countryside and it saves numerous lives. This year, we sponsored a charity in Armley near our depot in Leeds, as they needed to move to a new location, and I’m proud that we’re able to help these organisations.”
For 2026, priorities centre on growth, with customer service driving the strategy. “We would like to push on with continued growth. With the financial markets of the last three years along with other factors, such as a changing government, it has been a challenging time, but I’m a great believer in what doesn’t kill you makes you stronger,” Rebecca declares. “I was thrown in at the deep end and had to swim very quickly, but it’s all paying off. This year is all about increasing growth, investing back into training, bringing on new people, looking at how we can diversify and becoming stronger. I always take a step back to think about what I would want if I was the customer – I think customer service, communication and delivering what you promise is worth a lot and I’m striving for more customer interaction.”
Rebecca’s five-year ambition is unequivocal. “My goal is £100 million by 2030,” she concludes. “I want to bring in even more quality staff, grow the number of sales we make within our territory and be known as the best construction dealer for our partners, namely Kubota, Bomag and Thwaites. Ultimately, I want BTE to be the market leader.”
From a humble Leicester head office to a network spanning three locations with multi-million-pound deals and an increasing number of employees, BTE combines family values with ambitious growth targets. Rebecca’s formula of treating people how she’d want to be treated is helping propel BTE towards market leadership.