The Eddie Stobart Story. Hunter Davies

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      Edward worked all hours and weekends if necessary, as ever setting himself little targets, aiming to get so many fields spread in an hour, so many farms in a week, aiming to do more than all the other Stobart workers. His father was pleased that Edward worked so hard, but thought the weekend work was a bit unnecessary.

      By this time, Eddie had half-a-dozen drivers and half-a-dozen assorted vehicles. There was still little demarcation between the employees and the Stobart family; everyone mucked in, did what jobs had to be done.

      By the time he was seventeen, Edward was beginning to think that perhaps his father’s attitude to business was, well, perhaps a bit laid back. No words were exchanged. No arguments took place. Edward did everything asked of him, and a great deal more besides. It was just that, in his head, young Edward could see ways, so he thought, of doing things differently, doing things more efficiently.

      ‘Norman Bell, my dad’s original driver, would go home on Friday evening often not knowing what his job was going to be on Monday. I always thought this was terrible. Or my dad would let a lorry drive empty all the way to Scunthorpe to pick up slag without bothering to try and get some sort of load to take there. I thought this was all wrong. Sometimes my dad would wake up on a Monday morning with no plans made for the week: terrible.’

      Edward began to suggest his own ideas to his father. ‘Well, we never fell out, let’s say that. But as I got older, I might point out he had no Plan B. Plan A would be to spread lime on Monday morning. Now we all knew that always couldn’t be done; you need a dry day for lime-spreading, no wind and that. So, if the weather turned out not right, you couldn’t do it. Fair enough – but my father never seemed to have Plan B lined up. That meant the driver and vehicle were often standing around, doing nothing.

      ‘Spreading fertilizer is seasonal work anyway. It’s vital to have other contracts, such as quarry work, to keep the men and vehicles occupied. My father never seemed to me to think far enough ahead. That did upset me.

      ‘He thought I was a good worker. He’d often say he wished all his workers were like me. But he also thought I was crackers. Especially when I spent my Saturdays and Sundays getting filthy black, washing all the vehicles after the drivers had all gone home.’

      Mr Stobart, Senior, admits that he and young Edward did not always see eye-to-eye on how the work was planned, but then he wasn’t too bothered. That was just Edward’s opinion, how he saw it. Eddie had a different attitude to work and the business, which was anyway doing very well – especially in a time of inflation.

      As Eddie was well aware, and perhaps young Edward did not quite appreciate, if the weather was bad and the lime could not be spread, this was not necessarily bad news or bad business. While the lime lay there in Eddie’s slag store, the chances were that, by the time it was spread, the prices might have gone up. Because Eddie now owned the slag, which he paid for and collected then sold on in due course to farmers, it often paid him to be laid-back, not rushing things.

      But, of course, the basic difference between father and son was not in business acumen or business economics but in their different philosophy to work as a whole. Eddie wouldn’t break his own rule about weekends, keeping Saturdays for his wife and family, to have a run into the Lake District, a trip to the coast at Silloth or into Carlisle to go shopping. Sundays were always sacred. Mondays, well, they could look after themselves.

      As the years had gone by, and Eddie’s business had expanded, he had also grown to like parts of it better than other parts. He was never much interested in lorries; couldn’t quite see their potential or the point in maximizing their use. ‘I saw my lorries as a tool for my main business, not as a way to make a return on the capital I had invested in them. My profits were in buying and selling the fertilizers. I knew where I was with them. I knew what my return would be the moment I bought them. There wasn’t a lot of risk or a lot of bother – and the profits were quite good, until the margins in fertilizers started to go down.’

      The part of his business СКАЧАТЬ