Gary Kearns

How did you begin your career at BMI Group?

I joined BMI in June 2017 but my career with the company started back in 2000 when I joined Elk Roofing based in Dallas, Texas. Elk became part of GAF after being acquired in 2008.

What initially drew you to working here?

Two things really. First, the opportunity to use my 17 years of industry experience to play an instrumental part in bringing together Braas Monier and Icopal to form BMI, a streamlined, modern company. And second, the chance to move to London to work in a truly international office and with colleagues from across the globe. What an amazing cultural experience.

How has it changed since you started?

Initially when I interviewed and made the decision to come to London, only Icopal had been acquired. Shortly before my move, the Braas-Monier acquisition was announced and the complexity of building a new entity increased exponentially. Just getting your arms around the expanse of BMI is challenging but certainly provides us with many opportunities.

What does a typical day in your role look like?

The business process management team is here to improve end-to-end processes for BMI. We spend our time reviewing current processes, identifying and implementing short and long-term improvements. Our goal is to provide streamlined, efficient, standard and consistent processes that provide business value, mitigate risks and ensure that appropriate controls are in place.

What has been a highlight of your career with BMI so far?

Honestly, getting out to the local markets to visit the manufacturing sites and learning more about our local businesses. I’ve been to 10 countries and have had a great time meeting new colleagues. Not to mention the countless “adventures” figuring out public transportation in foreign countries without speaking the language. The stories I could tell...

An achievement was the launch of the new CapEx approval tool. This involved defining a standard process across the organization to find and implement a scalable tool that can support the business process. The process and tool provide visibility and accountability that had not previously been achievable, delivering business value to the entire organisation.

What three words would you use to sum up BMI?

Dynamic. Diverse. Exciting.

What advice would you give to prospective BMI employees?

Be prepared to be agile. Every day we are working to improve and realise our goals, continually developing policies, tools and standard ways of working. There are many, many opportunities here so if you want to be able to put your personal stamp on the company and become an integral part in building our future, BMI is the place for you.

What are your hopes for the industry or the company for the future?

I’m excited about the potential of BMI. I know the strength of GAF in the US roofing industry and its ability to drive the market in innovation and sales. I have every confidence that BMI is positioned to become the leading player on this side of the pond.