Leslie Brett is Chief Executive Officer of Lennox, an independent Irish laboratory and scientific solutions company with a 100-year heritage. Since becoming CEO in 2016, Leslie has led the modernisation and repositioning of Lennox, recognising early the need to move beyond a traditional transactional supplier model.
What are your main priorities and goals in your role?
My priority is to ensure Lennox continues to evolve with our customers. When I first spoke to Business & Finance in 2021, I outlined our ambition to modernise the business and become an end-to-end scientific and laboratory solutions partner. That journey continues today. My focus is on investing in our people, capabilities and service model so we continue to add value for customers and suppliers.
What are your biggest challenges as CEO?
The biggest challenge is balancing growth with consistency. Our customers operate in highly regulated sectors where reliability, compliance and technical expertise are critical. As Lennox has expanded its services and capabilities, the challenge has been to keep evolving while protecting the responsive, customer-focused culture that built the business.
How do you keep your team/staff motivated?
I listen to people across the business and understand what’s important to them. I genuinely care about our staff as people, not just employees. Formal structures provide valuable feedback, but motivation comes from trust, being heard and knowing that if you raise an issue, someone will act on it.
What are the challenges facing the industry going forward?
Supply chain pressures, rising costs, compliance requirements and sustainability expectations are here to stay. Customers are dealing with increasing complexity and need partners they can trust. Strong supplier relationships, technical expertise and clear communication help businesses navigate those challenges.
What new trends are emerging in your industry?
A growing demand for integrated laboratory solutions, sustainable laboratory design, smarter inventory management and long-term technical support. As laboratories become more complex, expectations are shifting from product provision to partnership and problem-solving.
Are there any major changes you would like to see in your sector?
I’d like to see continued investment in STEM education and, in particular, more women choosing careers in science and technology. We’ve made progress, but there’s still work to do.
One thing that strikes me is how many young people don’t realise the variety of opportunities that exist in our sector. A science qualification can open doors to careers in sales, operations, engineering, leadership and entrepreneurship, as well as laboratory-based roles.
As an industry, we need to do a better job of showcasing those opportunities and encouraging the next generation to consider them. The more diverse the talent coming into our sector, the stronger and more innovative we’ll be in the future.
As an employer, are you finding any skill gaps in the market?
Finding good people remains one of the biggest challenges facing any business. Technical expertise is important, but so are communication skills, commercial awareness and a willingness to solve customer problems. Attracting and developing talent will remain a key priority for our industry
How did your strategy develop in the context of the banking crisis and economic crisis?
Those years reinforced the importance of staying close to customers, suppliers and business partners, managing costs carefully and adapting quickly when circumstances change. That lesson still shapes Lennox today.
How do you define success, and what drives you to succeed?
For me, success is simple: customers continuing to trust us, people wanting to work for Lennox, and our team being proud of what they do. What drives me is building something that lasts, developing people, solving problems and seeing the business continue to evolve.
What’s the best advice you’ve been given in business?
Hire good people, trust them and stay close to your customers. I’ve also learned that communication is one of the most underrated skills in business. Trust takes years to build and minutes to lose.
What advice would you give to others starting in business?
Stay close to your customers and listen more than you talk. Focus on solving problems, build a good team around you and be prepared to adapt. Most importantly, do what you say you’ll do.
What have been your highlights in business over the past year?
One of the biggest highlights has been seeing Lennox continue to evolve and grow. What gives me the greatest satisfaction, however, is seeing our people develop, embrace new opportunities and achieve things they may not have thought possible.
What’s next for your company?
The next phase for Lennox is about strengthening customer relationships and expanding into adjacent areas where we can add value. We’ll continue investing in our people, expertise and capabilities while building on the strengths that have got us this far.
Where do you want your business/brand to be this time next year?
I’d like Lennox to be the first company customers think of when they need trusted advice, technical expertise and a partner they can rely on. We’re proud of our heritage, but our focus is firmly on the future.
What is the best book you’ve ever read (non-business) and why?
One book that has stayed with me is The Alchemist by Paulo Coelho. Its message is simple: pursue your goals, embrace opportunities and learn from the journey.
What is your favourite hobby and why?
Golf is probably my favourite hobby, although I’m a much better enthusiast than golfer. I enjoy the time it gives me with my husband and sister. I also start most mornings with a walk with my dog.
What is your mantra for life?
Treat people well. Keep learning. Do what you say you’ll do
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