Meet the team: Ceramics UK’s CEO, Rob Flello

Tell us a bit about yourself.  

I was born in Birmingham, and back in the day, being the first person in your family to go to university was a pretty big deal and that was me. I enjoyed chemistry and went off to North Wales to study, but about halfway through the three-year course, I realised chemistry wasn’t for me. Somehow, I stumbled into a role at the Inland Revenue, as it was known back then. 

After just over a year there, I moved to Price Waterhouse accountants, so a bit of a “gamekeeper turned poacher,” perhaps, and then on to Arthur Andersen accountants. Later, a colleague and I set up our own tax and finance business, which we eventually sold to a private bank. 

Interestingly, one of my earliest ambitions was to be a politician. After selling the business, I finally had the chance to explore that interest. I became involved in politics through volunteering, as a Birmingham City Councillor, and in 2005, I was elected as the Member of Parliament for Stoke on Trent. 

What was it that drew you to politics? 

I wanted to change the world, it was as simple as that. I felt I had something to say and thought I could make a difference by being a Member of Parliament. I like to think I did make some positive changes, maybe on a small scale compared to the world, but quite significant ones for many of my constituents. 

Over my twelve years in Parliament, I helped around thirty thousand people, sometimes the same person with different challenges, all at a constituency level. I also founded and ran the Parliamentary Freight Transport Group, which gave the haulage industry, whether road, rail, air, or sea, a more organised voice in Parliament and helped take their concerns to transport ministers and secretaries. 

I served in the Blair and Brown governments as a Parliamentary Private Secretary to a few secretaries of state, including the Lord Chancellor, the Secretary of State for Communities and Local Government, and the Secretary of State for Defence. Later, I was a shadow justice minister for a time. In 2017, I left Parliament after my constituents decided it was time for someone new. 

After that, I spent about five years in a portfolio career. During that time, I did a bit of everything, including consultancy work for charities and businesses, turnaround projects, lobbying on behalf of organisations, and lots of interaction with Members of Parliament. Then the role came up at what was then the British Ceramic Confederation, and I was appointed as Chief Executive. And the rest, as they say, is history. It is hard to believe it will be four years next February. It has really flown by. 

I like to think that even if you cannot change the world for everyone, if you can make a real difference for one person, that counts as changing the world for them. Looking back, I am proud that I was able to make a meaningful difference for lots of people along the way. 

What is your role at Ceramics UK and your key responsibilities? 

My formal title is Chief Executive Officer, but I like to think of my role in two parts. The first is like being a conductor of an orchestra, which might sound cliché, but it’s actually a pretty good comparison. It’s about making sure everyone in the team is playing from the same hymn sheet and working in harmony. 

The second part of my role is supporting the team so they can do their jobs effectively and achieve their goals. At the heart of it, what matters most is keeping the organisation running smoothly and ensuring that the team feels supported, equipped, and empowered to do their best work. That includes the usual executive responsibilities but the most important thing is that we deliver a service to our Members that they value. 

Pictured from left to right: MP Gareth Snell, Ceramics UK’s President Hannah Ault, MP Wendy Morton, Ceramics UK’s CEO Rob Flello

How do you ensure that the services Ceramics UK provides are valuable to Members? 

I am always asking our members if there are things we do that could be done better, or if there are things we do that they do not understand the purpose of.  

If we are doing things that do not add value, we stop doing them. And if there are things we are not doing that Members would like us to, I want to know so we can find a way to deliver and add more value. We exist only because we add value, and that is what we constantly strive to do and improve upon. We are a Member Everything Trade Association, because without our Members, we simply would not exist. 

Can you share with us what a typical day in your role looks like? 

I could, if there was one. One of the things that suits my personality is that there are no typical days. Every day something different comes at you from a different direction. Some days I will be in London talking to politicians, promoting our mission and highlighting the challenges facing our industry. Other days I will be meeting with civil servants or trade unionists. For example, this morning I had a meeting with one of our Members, and in the afternoon I met with a senior representative from the largest trade union organisation to discuss how we can work together to support the industry. 

My day can involve everything from helping Members with inquiries to handling technical questions and drafting forecasted budgets. There isn’t a typical day, but there is always plenty to do. 

Is there an achievement that you are most proud of since joining Ceramics UK? 

When I look back over the last three and a half years, there are many achievements. Our team is bigger, more diverse, and we are executing more initiatives that add value for our Members. We have built stronger working relationships with ministers, MPs, and opposition ministers. We have rebranded, moved offices, and accomplished a whole host of other projects. Our recognition has widened so that we are invited to meetings that, in the past, might have only included much larger trade associations. 

But I think the real achievement is having a fantastic team that is able to deliver results for our Members. There isn’t one single thing I can point to; it’s the overarching theme of creating an environment where the team can flourish. Everyone brings skills, knowledge, and abilities that I simply do not have myself, and it is incredibly rewarding to see them excel, contribute, and achieve great things. That, for me, is what makes the work so meaningful. 

What's the most important thing you've learned in your career so far?  

I always try to value people and see the best in them. It is important to make sure you have the right people in the right roles. Valuing people is key. When you do that, it benefits everyone. It helps individuals reach their potential, and it benefits the organisation because you are surrounded by people who are skilled, motivated, and want the best for the work you are doing. 

Can you share a fun fact about ceramics or yourself? 

Without ceramics, we would still be living in caves.  

A fun fact about me, personally is, I started to learn the drums about a year ago. It didn’t sound like much at first, but it is improving.