Leading motor factor GSF Car parts has continued its aim to supercharge its presence in London by recruiting scores of new staff at branch level for its sites across the capital.

The company has added more than sixty new staff to its roster in the Greater London area, many of whom cite the company’s aggressive, autonomous and accelerated approach to growth as a key draw in their move from competitors.

CEO Steve Horne and the GSF leadership team hosted a welcome meal for new staff in early March, with the company taking charge of a popular restaurant in Harrow, North London.

Steve commented: “It’s really important to me that people understand the energy and momentum we’ve got here. There’s such a buzz at GSF now and it feels like the shackles are off for our people. They’re committed to going hell for leather because they know we’ll have fun along the way and they’ll get rewarded for our success.”

“People can see this is a company that’s going places and I’m really excited to see the calibre of staff we’re bringing on board.

“They know this is a chance to be a part of something special. We’re not a multi-national company where the strings are pulled in a corporate boardroom on another continent – our leadership team is well connected to both our frontline and our customers. That means we’re quick, agile and focused on delivering exactly what it is that our customers want.”

GSF opened the first of its new London branches in Wembley on 4^th March and another north London site will follow in mid-March with Park Royal taking the total to 16. The company has plans for several more Greater London branches in the near future as it seeks to supercharge its service to customers in the capital.

Chief Talent Officer Martin Gray (pictured) added: “We are humbled to see so many of our industry’s most talented people, many with over 20 years’ service with our competitors, joining us over recent weeks.

“The feedback from all new hires is consistent: They feel our competition have little to no personality or passion and sense of fun. They feel increasingly shackled in bureaucracy and are losing their sense of purpose, which they, like us, believe should be putting our IMT customer front and centre in everything we do; anything else is just ‘noise’ and distraction.

“I am repeatedly told it’s like coming home and they feel empowered, invigorated and valued with the power, backing and remit to challenge the status quo, to do ‘whatever it takes’ to deliver our customers what they really want and not what the company thinks they want, which is a subtle, but crucial, difference. They’re loving it and so are we. Buckle up – this is just the beginning.”