Scaffolders Blog

23/09/2026

Lesson 3 – Should a Scaffolding Manufacturer Teach Its Customers How to Do Business? My Answer – YES!

And believe me—not all of my colleagues agree with me. 😊

The scaffolding industry has traditionally competed on product quality, engineering excellence, pricing, and delivery performance. While these factors remain essential, they are no longer sufficient to build lasting customer relationships. Today's customers increasingly expect manufacturers to become trusted partners who provide not only products but also expertise that helps their businesses grow.

Knowledge transfer has therefore become one of the most valuable services a scaffolding manufacturer can provide. Importantly, this knowledge extends far beyond technical information about scaffolding systems. It includes practical business insights, operational best practices, safety culture, digital transformation, workforce development, project planning, and strategies that improve overall business performance.

Manufacturers that actively share knowledge create stronger partnerships, increase customer loyalty, and position themselves as industry leaders rather than simply equipment suppliers.

Moving Beyond Product Supply
Modern construction projects are becoming more complex, with increasing demands for safety, productivity, sustainability, and cost efficiency. Customers often face challenges that cannot be solved by equipment alone.

Successful manufacturers recognize that every customer interaction presents an opportunity to educate and support. Instead of asking only, "What scaffolding does the customer need?" they also ask:

How can we help them complete projects faster?
How can we improve their profitability?
How can we reduce operational risks?
How can we prepare them for future industry challenges?

This consultative approach transforms the manufacturer-customer relationship from transactional to strategic.

Technical Knowledge Remains the Foundation
Technical education remains a critical component of knowledge transfer. Customers benefit from guidance on:

Correct assembly and dismantling procedures
System selection for different project types
Safe load management
Compliance with local and international standards
Equipment inspection and maintenance
Storage and logistics optimization

However, not every scaffolding company can afford to employ experienced engineers, especially during its early years. Even when they do, few engineers know a specific scaffolding system as thoroughly as the engineers who designed and developed it.

For a long time, engineers represented around 40% of our team and accounted for almost 50% of our fixed costs. It was a significant investment, but it was also the period when our company consistently achieved double-digit growth. Our engineers were involved in the most challenging customer projects from the very beginning, and their expertise often played a decisive role in the customer's decision-making process.

One of my greatest sources of pride is seeing our customers grow to the point where one of their first strategic investments is establishing their own technical department. That is real knowledge transfer in action.

Business Knowledge Creates Even Greater Value
Many of the biggest challenges faced by scaffolding companies are not technical—they are business-related.

Manufacturers often work with hundreds or even thousands of customers across different markets. This broad industry perspective allows them to identify successful business practices and emerging trends that individual companies may never encounter on their own.

Examples of valuable business knowledge include:

Improving Operational Efficiency
Manufacturers can share methods for:
reducing equipment loss,
improving warehouse organization,
optimizing transportation,
increasing equipment utilization,
minimizing project delays.

Small operational improvements often deliver significant financial benefits.

Looking back, I still remember 2011, when the most valuable tool we had was a Layher squared exercise notebook. Both we and our customers used it to sketch scaffolding by hand on the left page and write part numbers and quantities on the right.

LayPLAN Classic represented a huge step forward, and combining LayPLAN with AutoCAD opened the door to major projects that would previously have been impossible to execute efficiently.

Every new software solution was first tested by our own employees before we introduced it to customers. Today, I almost envy the possibilities available to scaffolding companies. Independent software providers such as ScaffPlan now offer business management tools—including AI-powered solutions—that continuously analyse operations and suggest process improvements.

Workforce Development
The construction industry continues to face labour shortages and a shortage of skilled workers.

Manufacturers can support customers through:

training programmes,
certification courses,
onboarding materials,
leadership development,
supervisor education,
digital learning platforms.

A more skilled workforce benefits the entire industry.

BSA, ScaffChamp powered by Layher , our training programmes, and our support in establishing training centres were all investments in improving our customers' competitiveness. Helping customers develop their people has always been just as important as supplying them with scaffolding.

Digital Transformation
Many scaffolding businesses are adopting digital tools to improve efficiency.

Manufacturers can provide guidance on:

inventory management systems,
BIM integration,
digital project planning,
mobile inspection applications,
data-driven decision-making.

Customers frequently value this guidance as much as the equipment itself.

To be honest, in this area many of our customers are now ahead of my own team. I have been impressed by how quickly they transform recurring customer disputes into digital solutions that eliminate the same problems in future projects.

Perhaps a "closed company system" has certain limitations, but it also offers higher data security and better data quality because the information is generated directly by your scaffolders, yard staff, engineers, and managers.

Creating Trust Through Education
Knowledge sharing demonstrates confidence, transparency, and commitment.

When manufacturers openly share expertise, customers recognize that the relationship extends beyond immediate sales opportunities. Educational seminars, webinars, technical workshops, site visits, online learning platforms, newsletters, and customer conferences all strengthen trust.

Customers are far more likely to remain loyal to companies that continuously invest in their professional development.

In the past two years, the strongest demand from our customers has not been for new products—it has been for training in sales, marketing, and engineering. That says a lot about where they see the greatest value.

Benefits for Manufacturers
From the very beginning of my career at Layher, I never fully understood the slogan "More Possibilities." It took me several years to realise what it truly meant.

We were never selling only scaffolding. We were offering partnership, support, confidence, and opportunities for our customers to grow. The smartest customers understood this—and they stayed with Layher.

Knowledge transfer is not only valuable for customers; it also creates measurable business benefits for manufacturers.

Customers who understand both the products and the wider business environment make better purchasing decisions and are much more likely to see the manufacturer as a long-term partner rather than simply another supplier.

Creating an Industry Community
Sometimes one word says everything:

ScaffChamp.

I am incredibly proud to call myself one of the "grandfathers" of this event.

Building a community where scaffolders, customers, engineers, and young professionals can learn from one another may be one of the most valuable contributions I did in my life to the industry.

Knowledge transfer is one of the most powerful investments a scaffolding manufacturer can make. While technical expertise remains essential, the greatest value often comes from sharing broader business knowledge that helps customers become safer, more efficient, more profitable, and better prepared for future challenges.

Looking back over my 15 years at Layher, I can honestly say that this belief guided every major decision I made. It was my personal motto, and it is something I have never given up on.

22/09/2026

Lesson 2 - Invest in Your People

Four countries have shaped me as both an engineer and a manager.

The Soviet Union gave me a strong technical foundation. The United States introduced me to the principles of capitalism. Japan taught me the value of loyalty, dedication, and long-term commitment between employees and their company. And the United Kingdom showed me what it truly means to build a great team.

In 1998, the British Council organized a business development program for entrepreneurs from the former Soviet Union. After spending two months studying at UCLAN Business School in Preston, I completed a two-month internship with a British company in my industry.

On my first day at their office in Bristol, I noticed a sign that read: Investors in People.

For someone who had grown up in the post-Soviet world, the concept was difficult to understand. At that time, I knew only one form of investment—exchange your rubles for U.S. dollars as quickly as possible before inflation destroyed their value.

During my first meeting with the company's owner, I asked him what the sign meant.

Remember, this was 1998. I owned a small business with annual revenue of around $300,000 and drove a Lada. Sitting across from me was a businessman who had just sold his company—with annual sales of £60 million—and arrived in a Bentley.

His answer has stayed with me ever since.

"Viktor, build a team where every employee wants to work with you until retirement. Invest in every single person—from the cleaner to the CFO. Experience takes years to develop, and when your people gain experience, your business gains an advantage that competitors simply can't match. Companies with high staff turnover never accumulate that level of expertise."

Those words became one of the defining principles of my career.

Looking back at every business I have led, I can see the same pattern. We built strong teams, and over time those teams consistently outperformed the competition.

I remember how customer inquiries were handled in 2011. Even simple technical questions often required consultation with colleagues in Germany, and customers typically waited one or two days for an answer.

By 2025, the process had become remarkably simple: Question. Answer. Order.

That transformation was not the result of better marketing or better software. It was the result of accumulated knowledge inside the team.

The foundation of every successful engineering business is continuous learning. Training courses, industry exhibitions, technical seminars, certification programs, and knowledge sharing are not expenses—they are investments.

Today, I would add another priority: language training and integration programs for international employees. As engineering teams become increasingly multinational, helping people communicate effectively and feel part of the organization is just as important as improving their technical skills.

Above all, leadership begins with respect. Every member of the organization deserves it, regardless of their title or position. A company where people feel valued is a company where knowledge stays, experience grows, and performance follows.

After several decades in business, only two people have ever left my teams whose departure I genuinely regretted. I consider that one of my proudest achievements—not because people never moved on, but because we created an environment where talented people wanted to stay.

21/09/2026

Five Lessons from My Career as an Engineering Manager

Lesson 1 - Explore Everything Around Your Business

When I look back and ask myself why I have spent my entire career in engineering—and managed to achieve meaningful results—the answer is surprisingly simple: I never confined myself to the boundaries of my own discipline.

Engineering can never be truly successful if it exists in isolation. You need to understand why customers need scaffolding in the first place, the environment in which they work, and what additional value you can bring to the same project beyond your core product.

I clearly remember a turning point in 2012 when I realized that the largest market segment requiring scaffolding was insulation. Instead of relying on assumptions, I started visiting customers and asking simple questions: How do you work? What challenges do you face? How I can help you? What I schould change in my business to attract you as customer?

At that time Hertel still had an office in Lithuania, and it was the specialists from that company who shared some of the most valuable knowledge I have ever received (Thank you, Almantas). They helped me understand not only the technical side of insulation work but also the operational realities behind it.

The next breakthrough came during a project involving scaffolding for insulation repairs inside an industrial boiler. The engineering challenge was completely different. Every kilogram mattered because excessive scaffold weight could damage the refractory lining. Success depended not on building stronger scaffolding, but on designing lighter, smarter solutions.

An even more eye-opening experience was working on an LNG project. Our team included French, Turkish, Italian, Lithuanian, and Russian engineers. What impressed me most was the culture of knowledge sharing. Nobody protected their expertise. On the contrary, everyone tried to teach others as much as possible so that the entire team could deliver a better result. Even today, I explain the membrane system inside LNG storage tanks during my presentations, and many people are genuinely surprised by how sophisticated the technology is.

Entering the nuclear industry was another major milestone. It wasn't simply that safety standards were stricter—Layher's customers have always operated according to the highest safety requirements. The difference was that nuclear clients expected an entirely different level of process control, documentation, and risk management. Our existing "double-level" safety approach was no longer sufficient; they required what I would describe as a "triple-level with radioactive safety focus" system. We had to redesign both our engineering processes and project ex*****on methods to meet those expectations.

Perhaps the most comprehensive project of my career was the construction of a new production line at the Lithuanian refinery. Despite numerous challenges, it remains one of the projects I am most proud of. We convinced the client to accept our scaffolding solution, reduced the scaffold volume by 40%, cut labor hours by nearly 30%, and were able to hand over completed scaffolding almost immediately after er****on. Scaffolding part was the only part of the entire project that, in 2025, was still delivered within the budget originally approved back in 2019.

Even today, I dedicate part of my working time to studying technologies adjacent to our business that improve productivity. These include hoists, mast climbers, robots and other vertical and horizontal logistics solutions, shrink-wrap technologies, business management software—especially AI-powered systems—and general developments in the nuclear industry.

My experience has taught me one simple lesson: the more you understand the industries surrounding your own, the more value you can create for your customers. And when you can speak confidently about their business—not just your own—you earn the trust of even the smartest clients.

17/09/2026

The first team has announced they’ll be at www.scafffest.com

And it’s the legendary AK Scaffolding, fronted by Aaron King.
I’m off to book my flight!!! It’s going to be absolutely brilliant!

13/09/2026

When I retire, I won’t even give a moment’s thought to what to do. I’ll just give Aaron King a call and go and work for him. I know everyone there Aaron Maguire, Ste Littlehales Paul Ward Louise Heywood Michael Jurkevicius Steven Findlay after all.

Aaron invited me to ScaffEx , and I’m very grateful to him for that. He’s the first person in our industry whom I’ve never actually worked with, but with whom I feel an unbreakable bond; I learn from him and hold him in the highest regard.

Mate, if you ever need any help, you know my number. Thanks to you and the team for three fantastic days; thanks for the fact that I now have a tuxedo, shiny boots and a bow tie.

There’s only one king, and that’s Aaron King !

13/09/2026

I’ve just returned to Lithuania and my first post is a message of thanks to NASC - National Access and Scaffolding Confederation.

This was my first visit to ScaffEx and the NASC Ball, and I’m very impressed by the calibre of the participants and exhibitors. It’s been a long time since I’ve received so much useful information. It’s been a long time since I’ve had so many useful and interesting meetings.

I really appreciated the fact that so much attention was paid not to profit and sales, but to working with young people, the mental wellbeing of industry workers, and encouraging women to join our business. Thank you to Clive Dickine and all the NASC - National Access and Scaffolding Confederation staff; I’m looking forward to the next exhibition.

The ball was simply flawless – we must select the best of the best and honour them. The atmosphere was indescribable. If it hadn’t been for my early flight, you’d have been able to see me dancing, but we’ll save that for 2027.

11/09/2026

Welcome to Scafffest 2027

Welcome to the Global Scaffold Festival

03/09/2026

Two legends in one place!!

This week in The Surgery, Dr Scaffold is joined by Vicky Welch, fou...

01/09/2026

Have you got a challenge?

I have a solution and my solution have more than 4S.

Safety • Strategy • Stability • Strength • Speed • Schedule • Success

Seven Strenghts from Single Source!

Let‘s meet at ScaffEx. I work all over the globe.

24/08/2026

Layher is power ! TG60, Twixbeam, Allround Suspended.