What does ABUS’s new managing director Adam Evans have in store for the company? He shares his plans with AIJ
Tell us about your vision for ABUS; what goals do you have?
ABUS has a strong name in the UK and Ireland, known for over 100 years of quality, reliability and a wide product range. My role is to build on that, not reinvent it.
The immediate goal is to grow our presence in both residential and commercial markets and make sure we’re front of mind when people think about security, whether that’s in homes, workplaces, or public spaces.
Growth must be meaningful. That means deepening relationships with our customers, being even simpler to do business with, and continuing to evolve our offer. With the research and development invested, we have a real chance to proactively move with the market in our digital and smart security portfolio with no compromise to our mechanical growth.
At a practical level, I want us to be sharper commercially, faster operationally and even more joined-up as a team. There are many opportunities out there, but we need to be proactive in how we go after them. We’ve got good people, a strong brand, and a clear sense of purpose – my role is to bring that together and keep it moving forward.
Thinking about door security/access, what challenges is the industry facing right now and how is ABUS meeting them?
At ABUS, mechanical security remains the heart of what we do. That’s where our credibility comes from, and it’s something we take a lot of pride in – offering locks, padlocks and access solutions that are well engineered, durable, and trusted
by professionals and consumers. That won’t change.
The market is evolving. Customers still want the reassurance of robust mechanical products, but they’re also looking for smarter features – whether that’s digital access, integration with other systems, or more flexibility in how they secure their homes or businesses.
Our challenge, and our opportunity, is to bring those two worlds together in a way that feels natural. We’re not looking to replace mechanical; we’re looking to enhance it.
That means focusing on products that are intuitive, not over-complicated. It means investing in innovation that builds on what already works, rather than abandoning it for the next trend. We’re making sure our digital and mechanical ranges sit side by side
and are supported with the same level of quality, reliability, and technical support.
Sustainability is an increasingly key part of the picture. Whether it’s through responsible sourcing, designing for longevity, or reducing waste in our packaging and production processes, we’re taking real steps to make our product lifecycle more sustainable.
Customers are paying more attention to this, and rightly so. We want to make sure that choosing ABUS doesn’t just mean choosing security – it also means choosing a more responsible product.
What is your leadership style?
I’d describe my leadership style as collaborative and customer focused. I believe in setting a clear direction, but also in empowering teams to take ownership and deliver results.
Trust is crucial. I want our team to feel confident in making decisions, challenging the status quo, and pushing the boundaries of what we can achieve.
Coming from a commercial and sales background, I’ve always been deeply involved in frontline operations. That perspective keeps me grounded and helps me ensure strategic decisions always reflect real-world needs.
I also believe in transparency and communication. As we go through change and growth, it’s important that everyone in the organisation understands the ‘why’ behind what we’re doing. Creating a shared vision and purpose is how you get the best from a team.
Lastly, I place a high value on individual learning and development. The industry is changing rapidly and innovating, and we need leaders and a team who are continuously improving and not afraid of change.
Elsewhere in AIJ we have discussed the challenge of encouraging young people into the industry? How is ABUS approaching this?
ABUS is committed to building a team that reflects the future of our industry. This means being proactive about talent attraction and making sure we’re seen as
an employer of choice – not just in security, but in tech, logistics, innovation and customer experience.
One of the key challenges is perception. The security industry, particularly the mechanical side of it, isn’t always seen as exciting or innovative by younger generations.
But that’s a misconception. We’re at the forefront of some incredible technological shifts; supporting smart homes, connected cities, AI-enabled access control. There’s so much opportunity for people who want to work at the intersection of technology, safety, and real-world impact.
To attract young talent, we need to tell that story better. That means working more closely with educational organisations, creating meaningful entry pathways such as internships and apprenticeships, and promoting career progression within
the business.
It’s also about culture. Young professionals are looking for workplaces that are inclusive, purpose-driven, and flexible. At ABUS, we’re investing in those areas – creating a dynamic, collaborative environment where people can grow, contribute, and feel valued.
We’re proud to be part of a global organisation, which allows us to offer international exposure and diverse experiences. Whether it’s in engineering, commercial strategy, marketing or logistics – there’s a place for talented individuals who want to make a difference.
