Ben Jarvis: My First 12 Months as Managing Director at ISS

When I stepped into the Managing Director role at ISS, I knew there would be challenges. What I didn’t realise was how much I’d learn in the first twelve months; about the business, the people who make it work and what dependability really means in our industry.

I’m a scientist by training, a commercial operator by experience and a Yorkshire lad at heart. Which means I like things straight, honest and practical. If something isn’t working, you fix it. If you can do better, you do. And if you make a promise, you keep it.

ISS sits in a part of the healthcare supply chain where dependability isn’t optional. It’s the backbone. My early days in the lab taught me that. My time at Medline reinforced it. By the time I joined ISS, I understood exactly what laboratories need from us, and what happens when the supply chain falls short.

This first year has been about strengthening our foundations. Tightening processes. Upgrading systems. Rebuilding consistency from the inside out. None of it glamorous, but all of it essential.

That focus applied to me personally as much as the business. Early on, I took myself to the Polymer Training Centre. Not because anyone asked me to, but because if I’m leading a manufacturing business, I believe I should properly understand the materials, processes and challenges our production teams work with every day. Good leadership starts with knowing the detail, not just directing it.

One decision in particular shaped my first year.

We were due to exhibit at IBMS. It’s an important event for the sector and an important one for me personally. For twenty years, IBMS has been a constant in my calendar. Every two years, without fail, I’ve been there. It’s where I’ve met people, listened to laboratories, understood their pressures and stayed close to the realities of pathology in the UK.

So choosing not to attend wasn’t simple. It carried weight, more than I probably let on.

But the truth is this: if we couldn’t show up properly, we shouldn’t show up. You can’t claim dependability if you’re still fixing the foundations beneath it. And if I’m asking the team to hold high standards, then as MD, I have to hold them too.

It was the right decision, but not an easy one.

Later in the year, something happened that told me we were moving in the right direction. ISS was named UK Processor of the Year at the Plastics Industry Awards. That award recognised improvements in process control, quality and consistency. It meant a lot to the team and to me. Not because awards solve anything, but because they reflect the work that came before them.

Just last month, we also successfully passed our ISO audit. Again, not something to shout about, but something to be quietly proud of. It’s further proof that the systems we’ve been putting in place are doing what they’re meant to do.

Alongside this, we’ve carefully introduced new suppliers and new product lines. Not change for the sake of it, but thoughtful additions designed to strengthen resilience and offer better solutions to our customers.

Another moment that hit me personally was becoming a shareholder in ISS. It wasn’t expected, and it meant more than I said out loud at the time. Ownership changes your perspective. You stop thinking in terms of “the business” and start thinking in terms of “our business.”

The STH philosophy that ownership shouldn’t sit only at the top struck a chord with me. It aligns with how I lead: when people take pride in what they do, the business becomes stronger. Being asked to join that ownership structure was humbling, and it deepened my commitment to where ISS is heading.

2026 will bring new chapters, one of which I’m particularly excited about: the launch of ISS CryoTech. A specialist division focused on cryogenic storage, servicing and 24/7 support. It brings together technical expertise, responsiveness and reliability in a way that strengthens ISS’s wider offer. It feels like exactly the right step at exactly the right time.

There is more to do. Dependability is not something you declare once. It is something you earn, every day. In 2026 we will continue strengthening service, improving communication and refining the systems that support our customers. We will keep listening, keep learning and keep raising our standards.

To our customers: thank you for your trust, especially in a year of change.
To the ISS team: thank you for your graft, your humour and your commitment.
To STH: thank you for the belief and the opportunity to help shape the future.

We are building a stronger, steadier ISS. Dependable by design.
And we’re only at the beginning.

If you’re interested in UK manufacturing, healthcare supply chains and how dependable businesses are built, you’re very welcome to follow the ISS LinkedIn page for updates.