Inside Thurston Group: A Tour Through Culture, Clarity and Change
On a typically windswept Yorkshire morning, over 40 members from both Made in Yorkshire and Made in the Midlands gathered at the Thurston Group for a unique behind-the-scenes experience. More than just a factory visit, this was a deep dive into one of the UK’s most dynamic modular construction businesses—and a masterclass in cultural transformation.
The morning set the tone right away—with members noting how refreshing it was to visit a company that doesn’t just talk about transformation but actively lives it.
From Cabins to Culture: A Business on the Move
Matt Goff, Managing Director opened the morning with a refreshingly candid talk, celebrating not only the company’s recent growth—from £21 million to £60 million turnover—but also its evolving mindset. "Seven years ago we changed how we think and act around our people," he said. That cultural shift has been the engine behind Thurston’s digital transformation and its impressive profitability, achieved with fewer people and streamlined processes.
The Thurston Group’s transformation is part of a broader initiative known as the Manufacturing Transformation Project (MTP)—a phased programme focused on standardising processes, embedding leadership, and aligning culture across three sites. The company’s 2027 goal is clear: a £104 million business powered by consistent structure and a committed workforce.
Thurston's journey isn't about flashy headlines. It’s about doing the work, every day, with purpose. Apprentices like Joe Hatfield, now Production Manager and responsible for over 130 people, are testament to what that kind of culture enables. "When I joined, it felt like a job. Now, it feels like a career. The way we’re supported, trusted, and challenged makes you want to give your best," Joe reflected. "I’ve been given the tools and the trust to grow here—that makes all the difference."
Matt Goff, MD delivering best practice presentation to Made Members
A Factory in Motion
One of the four groups was led by Production Director Dan Pollard, guiding members through a live, working factory presented exactly as it operates day to day. From the newly renovated machine shop to the precision of digital workflow systems, every station illustrated how incremental improvements are leading to exponential gains. Members observed the evolving integration of automation—such as preparations for welding robotics—and data screens on every machine capturing real-time productivity, downtime, and quality metrics.
Clear walkways, labelled zones, and a fully integrated kit system now drive a just-in-time approach across multiple sites. The paint shop, once a bottleneck, is being transformed into a fully enclosed dual-spray booth to double capacity. A key focus has also been on improving the working environment—reflected in recent investment in extra lighting, with an £80,000 skylight installation on the way. As Dan put it, "We're not just upgrading a facility—we're raising the standard of what people should expect from a modern manufacturing workplace."
Every element, from modular prep to fitting and finishing, now fits within a structure that’s built for visibility, flow, and efficiency. The impact of phase one of MTP is already visible in smoother material handling, stronger daily routines, and cleaner data. “Think of it like building the infrastructure for scale,” one of the engineers noted during the tour.
Even the smallest changes spoke volumes. Pre-cut plasterboard, improved lighting, clean locker rooms, and fully digitised timesheets weren’t just efficiency upgrades—they were signs of a business listening to its people and respecting their time, space and safety.
Members during guided factory tour
The Panel: Real Talk on Transformation
A closing panel brought together MD Matt Goff, HR Director Liz Scott, Production Manager Joe Hatfield, and Group Production Manager Richard Kirk led by Rob Pollard, Production Director. Their message? Culture eats strategy for breakfast—but only if you’re brave enough to change.
"If your culture isn’t right, go look in the mirror," said performance coach Colin McGill of Avastra, who has been supporting Thurston’s transformation. That tone of ownership and humility resonated throughout the day.
Reflecting on the company’s cultural journey, HR Director Liz Scott shared, "Change isn’t easy, but when people see you listening and acting—they get on board."
One question asked each panellist to name their top three wins. From the shop floor perspective, it was about environment and morale: better facilities, better communication, and a team that feels heard. From leadership’s view, the wins were clear—improved gross margin, stronger customer retention, and 377 loyal staff aligned behind a shared vision.
From setting up employee-led works councils to launching structured career pathways, the team is proving that digital transformation and human transformation are two sides of the same coin. The work has also been strengthened by involvement from Thurston’s transformative partners, WrxFlo and Avastra Consulting, whose collaboration supports both cultural and operational progress. The factory may produce cabins, but the foundation they’re building is made of trust, clarity, and ambition.
Member introductions
What’s Next
For those who attended, the tour wasn’t just informative—it was energising. It showed what’s possible when a business gets serious about culture, data, and people in equal measure.
Guests left inspired by what they saw, with many noting how the speed, visibility, and care embedded throughout Thurston’s operation offered valuable insights to take back to their own businesses.
And as the Made in Group gears up for its end-of-year Great100 celebration on 4th December, this tour served as a timely reminder: some of the best stories in British industry are still being written—inside factories just like this one.
