It is a privilege to publish this interview with Rae Borras, founder of Borras Construction and a renowned St Albans business leader. Launched from his front room on October 2, 1980, this fantastic Tier 2 regional construction company has grown into a respected firm known for quality, integrity, and fair business practices.
In this exclusive interview, Rae shares his journey – his motivations, early challenges, and the industry’s transformation over four decades. He discusses sustainability, digital advancements, the skills shortage, and the need for greater collaboration.
Beyond construction, Rae reveals his passions for music, fishing, and an unexpected link to legendary rock bands. A key pillar of Borras’ success? A strict pay-on-time policy, ensuring a strong, sustainable supply chain – rare in the industry but deeply valued by subcontractors. As we all know, “cash flow is king,” and fair, reliable payment practices are essential to fostering cooperation in construction.
With a strong brand, a legacy of fairness and efficiency, and a presence in key sectors such as education, leisure, and veterinary services, Borras exemplifies a stable and reliable Tier 2 contractor. Rae himself stands out as a business leader committed to giving back to his local community.
Join us as we explore Rae’s insights on the past, present, and future of construction.
Going back to October 2, 1980. What was going through your mind as you officially launched Borras Construction from your front room?
My first thoughts on launching Borras centred around a desire to see if I was as good at business as I thought I might be. That, with a mixture of excitement and trepidation about the future.
What motivated you to take the leap from Surveying Director at a national company to founding your own business?
Having worked very hard over 13 years to build a career, without notice, all staff were given an ultimatum to move from the Hemel Hempstead office to the Beckenham office after a takeover. I left, broken-hearted and angry. I loved my time there.
A few years of broken promises in my next job caused me to believe that my future would be better in my own hands. Forming Borras Construction ticked that box. I was verging on unemployable anyway!
What was the biggest challenge you faced, and how did you overcome it?
The biggest challenge was financing the business for the first tranche of projects. For the only time in my Borras career, I gave my Barclays cash-flow computations, etc., to support a loan. My bank manager was fantastic, believed in me, and I will always be grateful to him.
There was also difficulty in securing projects without a reputation. Reputation is so important in construction, and this is inevitably a slow-burn process. Uniquely in construction, your USP doesn’t need to be anything “cool”; you only need to consistently get the basics right – quality, finance, and timing. Thank goodness we did this more often than not.
Over the years, what has been the most significant change you’ve seen in the construction industry, and how has Borras adapted?
The biggest change I have seen in the industry is the erosion of the fast-moving, dynamic industry that I joined, which was led by highly competent individuals – clients, consultants, and constructors – morphing into a much more process-driven entity. Process is everything at present, with layers of administration that add no value to the final outcome of projects predominating.
An unintended side effect of this has been the sidelining of decision-makers and, thus, the training of the next generation. Just getting someone to take responsibility for a simple decision in many of the organisations we deal with is getting extremely hard and impacts all sections of our business.
The major effect of this is that contractors now have to lead the team, whereas in the past, we were a player. We have had to adapt by adding layers of personnel to deal with these issues because it is your clients who determine the rules by which you do business. We must never forget that.
You’ve built a company where many employees have stayed for over 25 years. What’s the secret to creating that kind of loyalty?
I am extremely proud of the fact that I have many colleagues who have been with the business for many years. Employer/employee relationships in a business of our size are two sides of the same coin, and if you put your business out as a “family firm”, then you should act like it. Simple.
Sustainability is becoming a key focus in the construction industry. How is Borras Construction adapting to growing demand for green building practices and energy-efficient designs?
As a contractor, we are brought into the construction process quite late, with most of the sustainability contexts already set. We are mostly reactive in this respect and are lucky enough to work with some very forward-thinking organisations and learn from them.
We have altered our ways of working on-site considerably and are leading members of the “Considerate Contractors” organisation, which majors on this issue. Client awareness of these matters is strong, and we have to be seen to be embracing different, more efficient ways of both working and producing a sustainable result. The forward momentum we have made in this respect is maintained by the inclusion of sustainability in all meeting agendas.
Given the current construction skills gap, what steps do you think the industry needs to take to attract younger workers into trades, and how can companies ensure a more diverse workforce?
This is the most difficult question you have asked me and the most pressing issue the construction industry has to face.
I do not wish to be political, but how – given the recent Baltic weather that my colleagues on-site have had to work outside in – do you entice people into this industry when government ministers are promoting working from home and four-day weeks as the new norm?
Construction has benefited greatly over recent years from incoming foreign workers and will continue to need them for the foreseeable future. I promote construction as the industry that can accommodate people of any ability and where you can realise your potential, whatever that might be. That has to be the message to youngsters, and we need to express that in every way we can by all available means.
This is particularly relevant to getting more young women into the industry. There is a much more welcoming situation for women in construction these days, and we need them.
What emerging trends do you think will shape the construction industry in the next 5–10 years, particularly in the UK?
I think offsite factory components and modular design will become more commonly used in the next few years, with a view to easing the on-site part of the process. Added to this will be more automation of installation processes.
Inevitably, wages for skilled workers will increase and offer better parity with other professions.
There is increasing talk of a digital transformation in construction. How do you see technologies like AI, robotics, and drones transforming the way projects are managed and delivered?
Asking a 70+ year-old about digital transformation is like asking a Roman to comment on space travel!
Although I do see the first signs of AI being positively used already. My guess is that design and specification processes will become digitised quite quickly, with implementation further down the line taking longer.
The use of drones will be one of the most significant changes to how things are delivered and placed on-site. These pieces of kit will be revolutionary for the industry.
Collaboration across the supply chain is more critical than ever. How do you see the relationship between contractors, suppliers, architects, and consultants evolving to drive efficiencies and improve outcomes?
I agree that collaboration across the industry is critical. Unfortunately, the standard forms of contract that we still use today draw up battle lines and do not serve the modern industry well.
I have already mentioned that the trend is towards contractors leading the team, and we now have better access to subcontractors and suppliers, whose expertise has often been overlooked in the past. It is much more common for these professionals to be involved early in the construction process, and this must be encouraged.
Working mainly in the public sector, probity rules as they stand have a real negative effect on our efforts to get closer to our clients, and trust is often discouraged. But trust should be at the heart of everything we do. The best project outcomes stem from teams that openly trust and support each other.
Looking ahead, what are the biggest risks you foresee for the construction industry, and how do you think businesses can proactively address them?
The biggest risk to the industry lies in the potential lack of skilled people coming into the industry and the resistance to people from abroad coming in to fill the gap.
This can only be addressed at this particular time by a robust and fair immigration system that allows construction workers into the country to do tasks that, unfortunately, our own people find unattractive. The important thing is that this should not be a lever for low wage growth, and the incomers should be paid well.
An industry paying good wages in a long-term career will improve the chances of internal recruitment.
If you could sit down with 1980 Rae for a chat, what advice would you give him?
If I could offer my younger self advice, I would probably say talk less and listen more. Also, don’t give your trust to people immediately, let them earn it.
Borras is still family-owned and deeply rooted in your values. What does it mean to you to see the company thriving after all these years?
I am of course very proud of what we have achieved over the last 45 years, and the way that we have done it. The expression “that’s business”, which has been used to cover up unacceptable behaviour for many years, has had no place in our philosophy. The fact that Borras has a good reputation in the industry, both as a constructor and a good place to work, has been very important to me and the reason I chose to work eponymously when setting up the business.
What has been your most memorable moment?
There are very many memorable moments that I can recall but perhaps the one I remember most because it is fairly recent is seeing our Borras signboard outside of St Paul’s Cathedral. It was one of those moments that forces you to reflect on what you and your colleagues have achieved.
What’s one thing about you, outside of construction, that your colleagues or employees might be surprised to learn?
My colleagues would be surprised that I was an avid trainspotter in my younger days. As an only child, no telly or social media, the best chance of meeting your mates was at the local station. The hobby gave me a memory for numbers that has served me well. My colleagues know not to give me figures that they can’t back up later. I will remember their first go!
You’ve worked with all kinds of people over the years. Who’s the most memorable character you’ve ever encountered, and why?
Perhaps it is because it was very early in my career, but I remember a Site Agent I worked with at Sunley called Joe Draper as a very memorable character. Trilby hat and tie, Joe invoked in me the sense of discipline that you need to succeed in construction. Absolutely authoritarian, he ruled his site with an iron fist. “I’ll tell you when you’re finished, son, you won’t tell me”, was a phrase he used regularly on site. But, everyone working with him loved him because the site was ordered, progress assured, and quality excellent. He was a true example of “right first time management” where Subbies could earn good money due to good organisation.
What’s a quirky or unexpected talent you have that has nothing to do with construction?
It is well known that I have a talent for singing, having worked professionally in bands when I first left school. I had to choose between construction and music, but did work with some famous people, I was offered a place in Wishbone Ash in the late sixties but had to turn it down. I did jam with Janice Joplin in the States at one time.
What activity do you enjoy the most in your free time?
My free time is spent fishing at my favourite place – which is on the Hampshire Avon at Ibsley, near Ringwood, on a stretch of river which some friends and I own. I have presented lots of TV programmes on fishing, which have been shown on Discovery and other channels. The most well-known was a series called The Compleat Angler which I did with the late Geoffrey Palmer, the famous actor.
What’s the one thing you can’t do without?
I cannot be without Dogs in my life, I have had many over the years, and think they are God’s gift to mankind.
If you weren’t in construction, what do you think you’d be doing instead?
My pals often ask what career I am pursuing at any given time: construction, music, or telly? I have had spells doing all three, often intermingling them.
I think I would probably have stayed in the music business if getting my construction qualifications hadn’t intervened.
What is the best business decision that you have ever made?
I am often asked: “What is the best business decision that you have ever made?”. The decision to adopt a “pay on time” policy for our subcontract and supplier chain was easily the best. In an industry famed for late payment, it set us apart from many of our competitors. In organisations such as Borras, your main assets are your staff and your supply chain. Why would any sensible business person compromise the performance of a major asset by poor payment conduct? I really don’t get why this is so often the case in our industry; it’s counter-productive.
Thank you Rae
As Borras Construction continues to thrive, Rae’s philosophy of integrity, loyalty, and excellence remains at the heart of the company’s success. His candid reflections highlight not just the evolution of the industry but also the values that have shaped a business where employees and clients alike feel valued and respected.
Whether discussing sustainability, the future of digital transformation, or his surprising musical past, Rae’s journey is a testament to the power of perseverance and staying true to one’s principles.
