The CEO Story That Started on the Frontline and Went on to Shape an Entire Sector

A special anniversary interview with CEO Paul Evans and a deep dive into the decisions, values, and vision behind a transformational decade for Carlisle.

“Leadership isn’t about noise or slogans. It’s about the quiet choices that build trust, day after day.” – Paul Evans

A Journey Rooted in Responsibility

Paul Evans does not begin his leadership story with balance sheets or boardroom decisions. He goes back instead to a moment from childhood: a boy trusted with a set of keys, responsible for locking and unlocking buildings before school. It was an ordinary task, but it instilled discipline, consistency, and an understanding that responsibility matters even when no one is watching. Those early lessons became the bedrock of his leadership philosophy and, in time, the culture he would build at Carlisle.

A decade into his tenure as CEO, he still believes that the true story is not found in numbers, but in the values and people behind them.

What was the state of Carlisle when Paul Evans joined in 2015, and what became the immediate priorities?

When Paul arrived, Carlisle was facing one of the most challenging periods in its history. Revenue had minimised dramatically, from nearly £80 million to roughly £30 million in just 18 months. Confidence was fragile, direction had blurred and long-serving colleagues were exhausted by uncertainty. Paul spent his early months immersed in revisiting the fundamentals and restoring operational reliability: “The early weeks involved standing on platforms during night shifts, depot visits, listening in control rooms and spending time with people who kept everything running. Those conversations showed exactly what needed attention first.”

“The priority wasn’t a grand strategy,” he reflects. “The priority was trust – on the frontline, in the control rooms, and with our clients. You learn more standing on a platform at midnight than reading any report.”

“As much as investors look at numbers, the real turning point was rebuilding the operating atmosphere.”

What have been the headline outcomes over the decade of his leadership?

Growth, while impressive, is not the story Paul emphasises – though it is undeniable. The company bears little resemblance to the one he inherited. Turnover has climbed to over £170 million, with an extraordinary 119% uplift in the last five years alone. The workforce has expanded to more than 6,000 colleagues and client retention now stands at a remarkable 98.5%. Recognition across the sector continues to grow, culminating in the prestigious Security Company of the Year 2025 award.

Internal mobility has become a structural feature with 58% of newly created salaried roles being filled from within last year. Client retention has been stabilised and supported by long-term partnerships across sectors including events, healthcare, education and rail where Carlisle supports 14 of the UK’s Train Operating Companies.

“These numbers matter because they show scale,” Paul says, “but the real achievement lies in how they were delivered and in the decisions designed to protect people and performance at the same time.”

Fairness has become a defining characteristic of Carlisle, and the organisation is widely known for its wage and employment standards. What drove these initiatives?

One of Paul’s earliest priorities was strengthening Carlisle’s commitment to the Real Living Wage. Today, 98.2% of all hours worked across the organisation are paid at or above Real Living Wage levels. In 2024, the company made one of its most significant cultural and operational shifts by removing subcontractors from core roles and bringing those colleagues directly into Carlisle.

“Subcontracting often created inequality,” Paul explains. “Bringing colleagues in-house wasn’t only an operational decision but it was a moral one. It opened access to training, support and progression that had been out of reach.”

Under his leadership, the company removed exploitative pay practices, introduced early wage access through Stream, strengthened protections for frontline workers, and made targeted uplifts across lower pay bands. For Paul, fairness is a structural principle woven into the organisation’s everyday decisions.

Fostering a strong culture of belongingness. How has Carlisle strengthened career progression for frontline colleagues?

The answer, once again, returns to the image of that young boy with the keys. “When you start on the frontline, you never forget that every role matters,” Paul mentions. “You carry those lessons with you.”

Paul built Carlisle’s culture through visibility, empathy, and consistency. Small gestures became cultural anchors such as handwritten notes, late-night check-ins, unannounced visits to stations and venues, and a constant presence on the frontline. And, recognition has a systematic approach with the introduction of peer-led awards such as Core of Carlisle, Lifesavers, long-service celebrations, and structured reward frameworks such as quarterly and annual superstar awards.

“Creating ladders rather than ceilings has been a deliberate design principle,” Paul notes. “When the frontline sees genuine progression, retention improves and so do service standards.”

Our 2024 colleague engagement survey recorded a +7.3 average happiness score and a +15.21 Net Promoter Score, reflecting strong pride and loyalty across the workforce. “Recognition is a leadership act,” Paul expresses. “It shows what an organisation values – not once a year, but every week.”

Innovation and staff voice are frequently mentioned. How were they embedded?

Paul’s belief is simple – opportunity should never be limited by background. Under his guidance, Carlisle has created clear and structured pathways including apprenticeships, accredited qualifications, sector-specific training routes, a Leadership Academy, and dedicated development opportunities for women in security. Today, more than half of the organisation’s managers began in frontline roles, ensuring leadership stays connected to operational reality. “Some of the best solutions came from night-shift teams” Paul recalls. Innovation at Carlisle is deliberately decentralised. The Innovation Lab evolved into Challenge Innovation – a platform inviting ideas from anyone, anywhere in the business.

“Innovation thrives when hierarchy steps aside. The best ideas come from the people closest to work.”

Carlisle’s ESG commitments have gained momentum. What prompted this shift?

The company’s 2024 ESG Report marked a major step forward, it outlines carbon-reduction targets aligned with the Science Based Targets initiative (SBTi), strengthened supplier governance, and expanded social-value commitments.

Sustainability is now integrated into procurement, contracts, and client proposals, while social value is measured through community partnerships and targeted recruitment, with development programmes focused on social mobility.

“Sustainability here isn’t peripheral,” Paul states. “It’s built directly into how services are designed and delivered.”

You’ve spoken openly about setbacks. What shaped your approach to resilience?

Paul’s grounding in resilience comes partly from an unexpected place: his decade as a professional football referee. The role taught him decisiveness, fairness, and composure under intense pressure. “Refereeing taught me to be decisive, calm and fair,” he says. “Those instincts translate directly to operational leadership.”

Early contract losses and the operational pressures of COVID-19 further strengthened Carlisle’s discipline and adaptability. These challenges underlined the need for operational resilience and reinforced the importance of a strong, value-driven culture. The experience demanded reinvestment in capability and leadership, creating a more stable and mature organisation. He believes such challenges are essential to long-term growth. “You don’t grow by avoiding setbacks, you grow by understanding them.”

Staying Centred Beyond the CEO Role

Outside the demands of leadership, what keeps you grounded?

“Family provides me perspective,  physical wellbeing maintains my composure and time away from the office protects clarity and long-term judgement.”

“You can only lead well if you’re centred. Balance isn’t a luxury – it’s essential.” And, Paul has learnt it a hard way.

How does Paul envision the next chapter for Carlisle?

The future centres on scaling impact with deeper ESG commitments, broader pathways for progression, accelerated innovation and continued advocacy for fair work across the sector. Our vision is not simply growth, but to influence the industry and raise standards. “If Carlisle can leave the sector fairer, safer and more respected than we found it, then this decade will have mattered beyond our own results,” Paul concludes.

Closing Reflection

A decade on, Carlisle is almost unrecognisable because its culture has been reshaped by values that preceded every title Paul Evans has ever held. Responsibility, Fairness, Visibility, and Empathy – these principles shaped him long before he stepped into the CEO role, and they now shape the organisation he leads.

His journey from a young boy to the CEO of a nationally recognised organisation is not a story of ascent alone, but of alignment – a leadership philosophy born on the frontline and delivered with consistency across a decade of transformation.

To experience the candour and depth of Paul’s reflections first-hand, we invite you to watch the full podcast conversation here – https://t.ly/7Dd1Z