HotSeat: Nick Copson, Managing Director at CJ Tool & Mouldings

Nick Copson joined CJ Tool & Mouldings in 2007 and has since progressed to Managing Director, leading the business through a period of significant transformation. Focussing on strengthening leadership, improving process discipline, and investment in automation, Nick has helped evolve CJ from a traditional moulding operation into a more structured, data‑driven, and commercially resilient manufacturer. His approach centres on continuous improvement, diversification, and building long‑term stability through better systems, stronger teams, and the development of CJ’s own product lines.

In this PlastikMedia HotSeat, Nick Copson discusses the trends such as reshoring, supply chain resilience, automation and sustainability. Nick discusses how CJ Tool & Mouldings is positioning itself to meet these challenges. He reflects on the lessons learned throughout his career, the realities of making change within an established business, and the importance of honesty and adaptability in modern manufacturing.

What trends do you think will shape the future of UK plastics? How will CJ Tool & Mouldings respond?

The UK plastics industry is going through a period of real change, and three key trends will shape its future.

Firstly, there is a clear shift towards reshoring and supply chain resilience. Businesses are increasingly prioritising reliability and proximity over purely cost-driven decisions. This presents a strong opportunity for UK manufacturers who can deliver consistency and technical support.

Secondly, automation, efficiency, and data-driven manufacturing are becoming essential. Improving process control, reducing variation, and increasing visibility across production is now critical to remaining competitive.

Thirdly, sustainability is becoming a commercial driver. Customers are increasingly focused on how products are made, where materials come from, and how waste is controlled.

At CJ Tool & Mouldings, we are responding by investing in automation and robotics, improving process control through a scientific moulding approach, and implementing systems to improve traceability and planning.

Alongside this, we are expanding into sourcing and developing our own products, allowing us to support customers more holistically and reduce supply chain risk, positioning ourselves as a reliable, long-term manufacturing partner

How has CJ Tool & Mouldings developed during your tenure?

CJ has evolved from a traditional moulding business into a more structured, improvement-driven manufacturing operation.

We have strengthened leadership across Production, Operations, and Technical functions, improving accountability and decision-making. A strong focus has also been placed on operational discipline by standardising processes, improving tooling maintenance, and increasing consistency across production.

We are starting to introduce automation and robotics into key areas of the business, improving repeatability, reducing handling issues, and increasing output without a direct increase in labour. This is a key step in building a more scalable operation at CJ.

We are also implementing ERP systems to improve planning, traceability, and visibility across the business.

Another major development has been our move into our own product design and manufacturing. By leveraging our internal expertise, we are creating new revenue streams and improving margins, allowing us to become more commercially resilient and less reliant on traditional subcontract work.

What do you credit as the key to your success?

I believe success comes down to resilience, honesty, and a constant focus on improvement.

Manufacturing presents challenges on a daily basis, so being able to stay focused, deal with problems quickly, and keep moving forward is essential.

Being honest, both internally and with customers, is also key. Addressing issues early builds trust and strengthens relationships over time.

Finally, continually looking for ways to improve, whether through processes, people, or technology, is what drives long-term success. Standing still in this industry is not really an option.

What has been the greatest challenge in your career?

One of the biggest challenges has been driving change within an established business environment.

Introducing new processes and structures takes time, and it’s important to bring people with you rather than force change too quickly. Balancing performance improvement with team engagement has been a key learning point.

Another challenge has been managing customer dependency and commercial exposure, particularly when larger customers change direction. That has reinforced the importance of diversification, improving margins, and developing additional revenue streams such as our own products.

What advice do you wish you’d had on entering the industry, and does that differ from the advice you would give to an apprentice joining now?

The most valuable advice would have been to focus on understanding the fundamentals properly, particularly around tooling, materials, and processing.

That foundation is still critical today, but the industry has evolved. I would now also emphasise the importance of understanding data, systems, automation, and problem-solving.

For anyone entering the industry, being adaptable, asking questions, and taking opportunities, even outside your comfort zone, is key to development.

What hidden talents do you have?

I wouldn’t say I’ve got any major hidden talents, but I’m quite good at staying calm under pressure, which probably comes from years in manufacturing.

Things don’t always go to plan in this industry, so being able to take a step back, think clearly, and work through problems is something I’ve developed over time, whether that’s in the factory or at home with my wife and kids!

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