Elaine Kerr has spent more than three decades working for the parcel delivery company DPD. After originally joining as a sales executive, Kerr worked her way up to the senior management team in 2008 and was appointed UK chief executive in June 2021.
Kerr took the helm at an opportune time – the Covid-19 pandemic caused an increase in demand for DPD’s parcel delivery services and the business posted record revenue growth the year prior to her appointment. DPD has continued to grow under Kerr’s leadership, employing an additional 20,000 people and delivering more than 400 million parcels a year. Here, she talks about what it takes to steer an organisation through challenging times and how to get the best out of your people.
Did you always want to be a CEO?
I don’t think anyone starts their career thinking they want to be a CEO. I’ve been in the transport and logistics sector for 31 years. I joined DPD as a sales executive all those years ago and absolutely loved the fast pace and challenging environment.
I’m driven and determined; I like to take any opportunities that come my way. Two years ago, the opportunity to become CEO of DPD arose and I went for it. There’s never a right time to make the jump to CEO but I’m passionate about the business and I’m really honoured and proud to be in such a position.
What do you think makes a good leader?
A good leader has to be passionate about the business and understand it really well. People look to you to set a really clear vision and direction to help the business navigate these challenging times.
You must remain close to the people around you and your customers. A good leader should listen to the ideas of others and be adaptable.
What do you think your staff think of you?
I would like to think people see me as a positive and approachable person. My door is open to anyone and I encourage people to come forward when they’ve got ideas. While I can be decisive when I have to be, I also try to be supportive of others.
We work in a 24/7 industry, which means work can be very relentless, so it’s important to create a culture that promotes a good work/life balance. It’s something I have focused on since becoming CEO, adding new benefits and initiatives to help people maintain that balance.
What do you look for when you’re hiring for your leadership team?
It’s crucial to build a leadership team that has a range of experiences and expertise. Everyone can’t be the best at everything. It’s also important for people to feel part of a team and to encourage others to speak openly. I want our leaders to be able to challenge each other.
While it’s important to have diversity of thought within the leadership team, everyone has to share the same goal of driving the company forward. We need to have people on the leadership team who are driven to succeed if we are to keep growing the business.
What’s the best business advice you’ve ever received?
Always listen. It may sound simple, but approaching situations with an open mind and without preconceptions allows you to make the most of new opportunities.
What do you consider to be the biggest challenge in business right now?
In our industry, it’s definitely the challenging economic environment. It has a direct impact on our customers and and their spending. As a leader, you have to stay focused to navigate the business through this period.
Another big challenge, and an area that we’re focusing on at the moment, is talent attraction and retention. It will also be key to coming through this period of uncertainty.
What’s the main driver of change in your business?
We’re just at the beginning to see the impact that AI will have on businesses and it has the potential to dramatically reshape our industry over the next two to five years. Many of these changes will be positive: AI promises bring greater insight and predictability, allowing the business to be much better informed.
In our industry specifically, new technologies like delivery robots and autonomous vehicles will bring further changes.
What’s been your proudest achievement in your current role?
I’m really passionate about making DPD an inclusive employer. Within the last 12 months, we have established a diversity and inclusion forum, where senior leaders and ambassadors from across the business meet monthly to shape our diversity efforts. The input of employees is really important because they have a better understanding of what needs to change.
In our annual employee survey, 80% of respondents agreed that we have an inclusive environment, so the policies are definitely having a positive impact.
Which book do you think every business leader should read at least once?
I’m actually more of a fan of podcasts. When you’re busy, it’s an easier way to take in a lot of information. I love Steven Bartlett’s Diary of a CEO because of the access he has to business leaders and experts from across the world. The podcast isn’t purely focused on business either and provides advice and insights that have helped me make positive changes to my life.
What is one piece of advice you would give to your successor?
Listen to your peers. Our industry is constantly evolving and changing, so you have to be open and not stand still. I’d advise them to embrace new technologies and keep innovating. It’s all about staying ahead of the competition and delivering an amazing customer experience.
But don’t forget about your people. Creating a caring culture across the business is essential because if you look after your people, they will ultimately look after the business and drive it to success.
Elaine Kerr has spent more than three decades working for the parcel delivery company DPD. After originally joining as a sales executive, Kerr worked her way up to the senior management team in 2008 and was appointed UK chief executive in June 2021.
Kerr took the helm at an opportune time – the Covid-19 pandemic caused an increase in demand for DPD's parcel delivery services and the business posted record revenue growth the year prior to her appointment. DPD has continued to grow under Kerr's leadership, employing an additional 20,000 people and delivering more than 400 million parcels a year. Here, she talks about what it takes to steer an organisation through challenging times and how to get the best out of your people.
