To stay cutting edge, we know that improvement never stops. Governing that charge for SEA is Continuous Improvement Lead, George Hawke. We spoke with him to find out more about the pivotal role he plays.
Can you tell us a bit more about your role at SEA, George?
In short, my role is to coordinate, facilitate, and drive positive change across the organisation. Change can originate from many different areas, and my job is to help align those initiatives and keep them moving forward.
Currently ensuring that our systems are not only compliant but also truly reflect the work we do at SEA. It’s about achieving process adherence, strengthening our governance, and showcasing the quality that underpins everything we do.
Change can sometimes be obvious, other times, it’s more subtle and requires a shift in mindset. That’s why it’s so important that everyone in the company feels empowered to make improvements. We want people to challenge the phrase “we’ve always done it this way” and instead feel confident to speak up when something could be better.
What made you go into Continuous Improvement?
My original plan was to become a maths teacher, a goal that’s still on hold for now. My career began with an apprenticeship in Polymer Technology, which led me into process engineering, and eventually into quality and continuous improvement.
I’ve always been driven by a desire to understand what isn’t working as well as it could and to make it better. That naturally evolved into a passion for quality improvement and change management. Seeing the tangible impact of those improvements is a huge motivator.
What’s especially rewarding is how much the conversation around quality has evolved at SEA. People are increasingly focused on quality culture, data-driven decision-making, and challenging the status quo. Quality is now embedded in our organisational objectives and seeing some of my work contribute to that wider transformation is incredibly satisfying. That’s what this role is all about—helping to create lasting, meaningful change.
What’s the biggest challenge you face in your role?
The biggest challenge is busyness, SEA is experiencing strong market demand, and it’s easy to get caught up in meeting immediate needs rather than stepping back to consider how we can do things better tomorrow.
It’s a bit like trying to change a car’s wheel while driving down the road, it’s not easy to improve processes while staying operational. The Formula One pit crew analogy comes to mind: they have perfected a system that allows them to make rapid, precise changes without losing momentum. That’s what we strive for: Introducing improvements in a way that enhances performance without disrupting delivery.
Do you have any advice for people who want to go into Continuous Improvement?
Be curious. Ask questions and then ask a few more. Listen carefully to the answers. I ask a lot of questions, not to judge, but to understand. And when others ask me questions, I try to approach them in the same spirit. When questions are seen as a desire to understand rather than a critique, it fosters trust and creates a culture where improvement thrives.
Continuous improvement requires persistence. There isn’t a single, defined path into this field, it’s more about mindset than qualifications. Start small, focus on what you can positively influence, and build from there. Talk to people in your organisation, look for opportunities to make things better, and don’t underestimate the power of small, consistent changes.
At its core, continuous improvement is about curiosity, collaboration, and commitment. If you can keep asking, “What can I do to make this better?”—you’re already on the right path.
Thank you, George!
