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Beyond the Blend: Mark Lord on Experience, Growth and People Power in the Lubricant Industry
Mark Lord, Managing Director of Aztec Oils, is a true testament to the idea that business acumen is forged not in classrooms, but in the crucible of real-world experience. His 40-year journey in the lubricant industry is not just about growing a business, it’s also about growing people, spotting opportunities in the unlikeliest of places, and navigating change with a steady hand. In this edition of Beyond the Blend, Mark shared insights that reveal what drives him and why he believes that when it comes to business, it’s all about people.
Tune in today on your favourite platform on Apple and Spotify!
https://open.spotify.com/episode/6Nuw0fsRYlXtvk1x7o2tUc
https://podcasts.apple.com/gb/podcast/beyond-the-blend/id1782106682?i=1000710224582
Experience Over Education: The Real Teachers of Business
Mark’s story begins in the classroom, or rather, outside of it. “I hated school, left when I was 16… never really fit in for me at all,” he recalls, laying the foundation for a philosophy that values hands-on experience above all else. This wasn’t just an accident of his life but more a guiding principle that’s shaped his approach to business and leadership.
The Early Lessons: From the sales floor at Heelas in Reading to managing a
business with no safety net, Mark’s early years were all about learning by doing. “The only takeaway from business college at Windsor was learning the difference between markup and margin. It’s quite remarkable how many people still don’t know that,” he notes, highlighting how even small insights can make a big difference when you’re in the thick of it.
Life’s Harder Lessons: Mark’s first businesses didn’t last, but that didn’t stop him. “I had a couple of businesses when I was very young and they failed,” he admits candidly. These failures were never a reason to stop; they were fuel for future success.
A Love of Learning on the Job: The job at Hunting Lubricants in 1985 might have started out as just a paycheck, but it became something more. “I was pretty good at it, developed a real understanding and a love of the lubricant industry,” Mark shares, showing how a job turned into a passion and then into a career spanning four decades.
Seizing Opportunities: The Art of Moving Quickly
If there’s a single trait that defines Mark’s journey, it’s his ability to see opportunity
where others might see risk and to act on it fast. “It’s really daunting to set up a business… you’ve got to crack on,” he says. That nimbleness has been the engine behind Aztec Oils’ growth from a one-man band to a trusted name in the industry.
Building Aztec Oils from Nothing: The early days of Aztec were far from glamorous. “I’ve still got an old picture in my office of my little Peugeot 504 pickup… I built a ramp to roll barrels down,” he recalls, painting a picture of sheer grit and determination. It was a start that required not just sweat but ingenuity and a willingness to make it work no matter what.
A Business Built on Opportunity, Not a Grand Plan: Mark doesn’t pretend there was a detailed map leading him to success. “It’s not a grand plan… one thing follows on from another,” he says. Whether it was starting a side gas business to generate cash or acquiring a floundering competitor, Mark’s strategy has always been about being ready for what’s next.
Risk-Taking and Resilience: “I’m a risk taker… once you’ve started with nothing, you can’t be afraid to have nothing,” he says. It’s a philosophy that’s helped Aztec weather storms, adapt to new markets, and keep pushing forward even when others would have played it safe.
People Power: The True Engine of Success
More than margins and markets, Mark believes that it’s people who make the difference. “It’s people all the time for me,” he says, a sentiment that threads through every story he tells. From his first salesman to the teams he’s built around the UK, Mark has never lost sight of the fact that a company is only as good as the people who run it.
Empowering with Skin in the Game: For Mark, success isn’t about giving orders it’s about giving people ownership. “I’ll back you to do it all over again,” he told Andy Berry, a former Shell colleague who started his own business but was forced to close during COVID. Mark’s approach: back people who’ve got the drive, give them the tools, and let them fly.
Finding the Drivers, Avoiding the Passengers: In Mark’s eyes, there are two kinds of people: those who drive the business forward, and those who simply go along for the ride. “You’ve got passengers and you’ve got drivers… you’ve got to spot the drivers,” he explains. It’s a philosophy that’s led to the creation of thriving businesses under the Aztec umbrella; from Scotland to the South West.
Building a Legacy, Not Just a Company: When the chance came to sell Aztec, Mark didn’t take the quick payday. Instead, he sold half the business to his staff through an employee ownership trust. “75 families are reliant on Aztec… that’s the most important thing,” he says. It’s about more than money it’s about making sure that what he’s built continues to support people long after he’s gone.
Navigating Disruption: Facing Down Industry Challenges
It hasn’t all been smooth sailing. Mark has been on the front lines of some of the lubricant industry’s toughest battles and none bigger than the current fight against alleged lubricant dumping. “It’s killing our industry,” he says with characteristic frankness.
Calling Out Unfair Practices: When a foreign operator began importing 2,500 tonnes of lubricants a month, selling them at prices no UK blender could match, Mark knew he couldn’t stay silent. “Somebody’s got to do it,” he says. His decision to work with the Trade Remedies Authority and take the fight to government level shows the kind of leadership that goes beyond the boardroom.
The Importance of Community in a Fractured Market: One of the biggest challenges, Mark says, is how “nobody talks to each other” in the lubricant market. But he believes that speaking up, even when it’s hard, is the only way to protect the future of the industry.
Adapting, Even in Crisis: Despite the turbulence, Mark remains unwavering. “I keep kicking back… and I won’t give up,” he says, showing that resilience isn’t about ignoring problems, it’s about facing them head-on.
Leading for the Long Game: Legacy Over Exit
For Mark, leadership isn’t just about steering the ship but it’s also about making sure the ship can sail long after he’s stepped back. “I’m trying to build a really good team so I can step back,” he says. His focus now is on mentorship, vision, and ensuring Aztec stays strong for the future.
The Employee Ownership Model: Inspired by John Lewis, Mark’s decision to move to an employee ownership trust in 2020 wasn’t about retirement, it was about responsibility. “I could have made more money selling up, but the purchaser just wanted to close us down,” he shares. The trust ensures that the people who built Aztec can continue to grow with it.
Steering the Ship, Not Rowing the Boat: Mark isn’t involved in every daily decision anymore, but his role is still crucial. “I don’t run the day-to-day, but I’m certainly steering the ship,” he says. It’s a leader’s job: setting direction, sharing wisdom, and empowering others to take the wheel.
A Vision That Lasts: “I’ll be here for 10 years… building and strengthening the team,” Mark says. It’s clear that for him, success is measured not in quarterly profits, but in the health and resilience of the people who make Aztec what it is.
Conclusion: Mark Lord’s Blueprint for Business Success
Mark Lord’s journey is proof that experience, not just education, can build an extraordinary business. His approach of blending risk-taking with relentless people focus has turned Aztec Oils from a one-man operation to a thriving force in the lubricant market. But more than that, Mark’s story is a lesson in how staying nimble, backing good people, and refusing to be cowed by challenges can build something truly lasting.
As Mark says, “You’ve got to take what you can get and evolve.” And that’s exactly what he’s done, building not just a business, but a legacy that will long outlast him.
