The Future of Jobs: A Conversation with Nick Broom

In this instalment of our Future of Jobs series, I sat down with Nick Broom, the dynamic CEO of PVL, to explore the evolution of a business that started in humble beginnings and has grown into an international brand with a reputation for innovation and impact.

Nick’s journey from programmer to entrepreneur is anything but linear. It’s a story of adaptability, calculated risk-taking, and a relentless focus on customers. But it’s also about navigating the human side of leadership, evolving employee expectations, and the external forces shaping how businesses must operate today.

Founded in 1999 in Burgess Hill, West Sussex, PVL UK Ltd is a multi-award-winning specialist manufacturer of high-visibility vehicle livery and branding. As the UK’s largest supplier of reflective safety marking kits for emergency services, PVL plays a key role in helping save lives on the roads.

At the core of PVL’s success is a commitment to innovation, quality, and tailored service. This customer-first approach has driven the company’s expansion into over 40 international markets, spanning Europe, the Middle East, and beyond.

With an in-house team of experts and cutting-edge production facilities, PVL continues to push the boundaries of design and performance in vehicle livery and branding.

From Programmer to CEO: The Early Days

When Nick talks about his early career, there’s a clear sense of curiosity and drive. “I started out in programming, which gave me a strong technical foundation,” he shares. But it wasn’t long before the draw of sales and communication took hold. He transitioned into technical sales before founding Preview, a design and branding business, which eventually led to the birth of PVL.

PVL’s first major contract – with Tayside Police – set the wheels in motion. “We were a cottage industry at the beginning,” Nick admits. “Everything was manual, production was basic, and we had a lot to learn.” But learn they did. Through continual iteration and a willingness to embrace complexity, PVL grew steadily – and then rapidly – into a modern manufacturing operation.

Building a Business on Innovation and Urgency

Innovation is at the core of PVL’s success. Nick explains that the company leads with a sales-driven mindset: “We’ll commit to a solution for the customer, sometimes even before we fully understand how we’ll deliver it. That means tight deadlines, fast turnarounds, and a lot of late nights – but it also means our clients trust us.”

That agility has served them well. One recent example saw the team working overnight to deliver a critical order for a major customer. “The client needed it urgently, and the whole team rallied together to make it happen. That’s the culture we’ve built.”

But innovation doesn’t just mean speed – it means differentiation. Especially when breaking into international markets, a one-size-fits-all approach doesn’t work. “You have to think beyond the product. You have to understand local dynamics, regulations, and culture. Otherwise, you’ll fail.”

Leadership in an Era of Change

Nick’s leadership style is, in his own words, energetic and passionate – but he’s quick to admit that he doesn’t involve himself in every operational detail. “I’ve learnt that it’s not about doing everything yourself. It’s about building a team that shares your mindset and values and are better than me at implementation.”

This philosophy has led him to focus on creating a leadership pipeline within PVL. “We’ve got people from all walks of life – including a Ukrainian rocket scientist – on our current engineering team! That diversity fuels innovation, but it also presents management challenges.”

We spoke at length about the changing expectations of today’s workforce – especially younger employees. “Gen Z wants more than a paycheck. They want meaning, flexibility, and a voice. And honestly, they’re right to expect it.”

But delivering that experience consistently across a growing business requires structure. “There’s not enough formal management training in the UK, especially in SMEs,” Nick says. “Too often, we rely on luck instead of developing real leadership skills.”

As a step forward, PVL is keen to provide management development opportunities across the team. “We want every manager to be a good people manager – not just a taskmaster.”

Succession Planning and Creating Future Leaders

With growth comes the responsibility to think long-term. Nick is actively planning for succession and building a talent pipeline. “We’ve got some brilliant young leaders coming through,” he says, sharing the story of a customer service team lead who has transformed their department and is already seen as a future star.

He’s also clear about the need to delegate effectively. “I’ve tasked our MD to focus on mentoring the next level down. If we want the business to thrive beyond the current leadership team, we need to start preparing now.”

Adapting to External Pressures

Of course, it’s not just internal challenges shaping PVL’s path. Brexit has introduced real complexities – from tariffs and customs paperwork to strained relationships with European partners.

“We used to operate in a relatively frictionless environment. Now there are more hoops to jump through, and that takes time and resources.” But Nick also sees opportunities in the disruption. “It’s forcing us to diversify and explore markets further afield.”

That includes the Middle East, where cultural nuances matter. “In Dubai, for example, business is personal. You build personal trust over time. That’s very different from the UK approach.”

Balancing Local and Global Perspectives

The ability to shift perspective – from local to global – is something Nick sees as critical to the future of work. “You need to understand how things operate on the ground in each market. A cookie-cutter strategy won’t cut it.”

This sensitivity has led PVL to build strong, relationship-driven partnerships. “Word of mouth still matters. A good reputation can open doors faster than any pitch deck.”

What’s Next: People & Process

As we wrapped up our conversation, I asked Nick what’s next for PVL and his vision for the future of jobs. “It’s about people,” he replied without hesitation. “Getting the right structures in place, the right training, and ensuring everyone feels valued and heard.”

He also highlighted the importance of consistency in leadership – not just from the top, but across every team. Monthly one-to-ones are being rolled out for all employees, with a focus on listening, coaching, and support.

Final Reflections

What stood out most in my conversation with Nick wasn’t just his entrepreneurial grit or technical acumen – it was his emotional intelligence. His ability to acknowledge what he doesn’t know, invest in people, and evolve as a leader is what sets him apart.

In an age where the future of jobs is uncertain and shaped by forces far beyond our control, PVL’s journey reminds us that businesses don’t grow unless people do. Innovation, after all, starts with trust, and Nick Broom and his co-shareholder Anna are making sure that’s built into the foundation of everything PVL does.

Stay tuned for next month’s Future of Jobs interview to learn more from regional thought leaders as we all plan for the workforce of tomorrow. For last month’s conversation with Alvarez & Marsal MD, Victoria Price see here.