Interview Neil Gallant, EASA9 New Treasurer

Neil, congratulations once again on your appointment as EASA Treasurer and on your continued active involvement as a volunteer within the Association, including your role as Chair of the Apprenticeship Committee and now the People Development Committee Working Group!

1. If we are not wrong, your career has been entirely dedicated to rotating machinery, and you’ve built a strong repair and maintenance operation serving industries across the UK. What are some of the key lessons or values that have guided your professional journey?

For me, the most important values have always been honesty and reliability. Even when the news isn’t good, customers deserve the truth so they can make the right decisions to get their operations running again.

Another key principle is to always find a solution. I’ve never believed in giving up on a job, no matter how difficult it might be. It’s always been my duty to come back to the customer with a workable answer.

2. The electric motor service industry is evolving rapidly with trends like digitalization, predictive maintenance, and sustainability. Which developments are most critical for members?

I think the most important thing for members is to embrace the new technologies already entering the market. New opportunities are opening up, and it’s essential that we look ahead and work together within EASA to understand how to position ourselves for the future.

We’re seeing rapid growth in new forms of energy generation, particularly wind. In the UK, recent legislation means onshore wind will expand significantly in the coming years, so we need to understand how our industry can support that sector.

Automation is another major area. Here in the North West, we don’t have many heavy industries, but we do have a large number of high-precision automated warehouses using servo and permanent-magnet motors. These are critical applications, and from a sustainability perspective, it’s vital that we create a framework that supports their repair rather than disposal.

Too many permanent-magnet motors today are practically built to be thrown away. As a repair community, we need to work more closely with manufacturers to achieve approved repair status and ensure these motors can be serviced responsibly.

3. You’ve been part of EASA’s community for some time. What originally drew you to the Association, and what do you think makes it valuable for members today?

I originally joined EASA because of the training opportunities. At the time, there was nothing else available that could help us develop a young and inexperienced workforce. We needed recognised qualifications delivered by an external body, not just internal coaching, and EASA offered exactly that.

Since joining, I’ve realised that the network itself is just as valuable as the training. The willingness of members to help each other, share knowledge, and support one another is exceptional. Whether it’s sourcing parts, solving technical problems, or learning new ways of doing things, there is always someone in the Association ready to assist.

There’s also a huge benefit in being able to exchange ideas with people who understand your challenges but aren’t competing for the same customers. That creates a level of openness and trust that you simply don’t find in local associations. For me, that combination of professional training and genuine collaboration is what makes EASA truly valuable today

4. The electromechanical service industry continues to evolve from automation and digitalization to sustainability and workforce renewal. You’ve often emphasized the importance of attracting young people to the field, and you’ve already contributed to a key working group that developed the excellent recruitment video now available to members. How can EASA and its members help make this industry more appealing to new generations?

I believe the key to attracting young people is continuing to develop our training offering. It needs to go beyond the ERT scheme and include more in-person, hands-on learning. Being able to take parts of the ERT programme and teach them face to face in a classroom environment would make the experience much more engaging for new entrants.

We also need to help member companies upskill in how they manage and develop their people. In the UK especially, parts of the industry are still quite old-fashioned, and that can put off younger generations. Some companies are excellent places to work, but others haven’t changed in decades, and that needs to evolve.

Ultimately, we have to see ourselves as technology businesses and present ourselves that way. Young people want to work in environments that feel modern, progressive, and connected to innovation. Our industry already is all of those things we just need to show it more clearly and operate in a way that reflects it.

5. Collaboration and engagement are key to EASA’s strength as a community. In your new role on the Board of Directors, what areas or initiatives do you feel are most important for supporting members and strengthening the Association’s community?

I think EASA already has a very strong and welcoming community. At recent events, it was clear that new attendees were immediately included in conversations and activities, which creates a very positive environment for people who may not yet be familiar with the Association. That inclusive atmosphere is one of EASA’s great strengths.

Where I believe we can grow is in expanding engagement beyond senior management. EASA tends to focus on owners, directors, and managers, and while that’s important, a lot of the technical knowledge and best practices we discuss would be incredibly valuable to the people working on the shop floor.

The real opportunity is finding ways to involve and support those individuals as well, creating an EASA experience that reaches the whole business, not just its leadership.

 Finally, what message would you like to share with members as you begin your journey as Treasurer? What do you hope to achieve during your term?

My message to members would be to continue investing in training and developing people. As an industry, we need more skilled individuals, and that won’t happen unless we commit to supporting their growth. There’s sometimes a fear that if you train people, they might leave, but in reality, training them well is what encourages them to stay and build a career with you.

From an EASA perspective, training is also an important and underused opportunity. I’d like to see us expand the training offering and significantly grow participation, especially in areas like seminars and EX training. There is strong potential, including internationally, and I believe EASA can play a leading role in raising industry capability through high-quality education