No two days are ever the same for our Director, Chris Bateman.
As Director at Green Zone Surveys, Chris balances strategic leadership with hands-on involvement. Whether it’s overseeing the business growth strategy, liaising with clients, or staying ahead of industry regulations, Chris’s daily routine reflects the dynamic nature of his role. We caught up with Chris to get an inside look at his daily responsibilities and find out what drives his passion for the job.
What does a typical day look like for you as Director of Green Zone Surveys?
Honestly, no two days are ever the same. One day I could be deep in commercial strategy, the next I’m reviewing operational issues, client proposals, or stepping into a technical conversation about compliance standards. I’m across everything from sales and service delivery to HR and finance. It's a balancing act, but that variety is what keeps it interesting.
How do you usually start your workday and what’s the first thing you check or do?
My day usually starts around 7:30am at my desk with a coffee and a check of emails, Teams, and our dashboards to catch anything urgent. I scan the calendar for key meetings, review live job progress, check in on sales and finance performance, and flag any issues that need quick decisions. It’s about staying one step ahead - making sure the day is under control before it really starts.
What are your core responsibilities as the Director of Green Zone Surveys?
I’m ultimately responsible for the overall direction and performance of the business. That includes overseeing our growth strategy, ensuring operational delivery is to standard, supporting the sales and marketing function, and making sure our clients stay happy. I also act as a bridge between the teams – aligning commercial goals with day-to-day execution. On top of that I’m often rolling my sleeves up to support where needed.
How do you structure your day to balance strategic planning with day-to-day management?
I try to block out time for strategic work - reviewing reports, planning campaigns, or working on growth initiatives. But I also leave room for flexibility because, let’s be honest, things don’t always go to plan. I check in with key teams regularly and keep an open line of communication so I can support or unblock issues quickly.
How do you define your leadership style and how has it evolved over time?
I’d say I’m very hands-on. I like to be involved across the business, whether that’s supporting the team on a client issue, reviewing reports, or jumping into an operational challenge. I lead by example and try to stay approachable, but I’m also clear on expectations and standards. Over time, I’ve learned to step back when needed and trust the team more - giving them space to take ownership while still being there when it counts.
What’s the most challenging part of your job?
The hardest part is balancing the day-to-day firefighting with the bigger picture. There’s always something urgent that needs fixing, but I’ve got to keep focused on where we’re heading long-term. Driving change and getting everyone pulling in the same direction takes constant effort, but it comes with the territory.
How do you measure success in your role – from both a company and leadership perspective?
From a company perspective, it’s about growth, profitability, and client satisfaction. Are we moving forward? Are we retaining clients and building our reputation? From a leadership angle, it’s seeing the team develop - whether that’s someone stepping up into a new role or teams collaborating more effectively. That’s when I know we’re building something sustainable.
How do you stay informed about changes in industry regulations or client expectations?
I keep close tabs on industry publications, government updates, and regulatory bodies, but I also speak directly with clients. Being in the mix with both the technical side and the commercial side helps me stay ahead of what’s coming.
What are the biggest leadership challenges you face in managing a cross-functioning team?
Communication is the biggest challenge - making sure everyone’s aligned, especially when people work in different departments or locations. It’s also about making sure every team understands how their role feeds into the bigger picture. That takes constant effort and clarity.
What steps do you take to maintain a positive and productive workplace culture?
We try to lead by example - clear expectations, open communication, and giving people the support they need. I check in with the team regularly and make sure people feel heard. Celebrating wins, big or small, is also important. Culture isn’t built overnight, but consistency goes a long way.
What’s the most rewarding aspect of your role at Green Zone Surveys?
Seeing the impact of our work - whether it’s helping clients meet compliance requirements, reduce energy usage, or improve safety standards. On a personal level, it’s knowing that we’ve built a business with strong values, great people, and a clear purpose.
Life as a Director at Green Zone Surveys is fast-paced and multifaceted, involving a careful balance of driving growth initiatives, supporting clients and team coordination. Each day brings fresh challenges, but also the satisfaction that comes with meaningful, impactful work.
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