David Lewis is the Founder and Co-Owner of EMC Elite Engineering, a company providing expert solutions in power and heavy engineering.
With more than 30 years of experience in electrical engineering, David has worked on a wide range of projects, from low and high-voltage installations to switchgear and motor systems.
As a specialist in large generators and heavy industries, his extensive knowledge and hands-on approach have made EMC Elite a trusted partner in the sector.
For the latest in Astute’s People Powered Profile series, David shared more about his career journey, from starting out in electrical engineering to building EMC Elite Engineering.
He reflects on the challenges of the industry, the evolving skills gap, and the importance of hard work and adaptability in driving business success.
Can you tell us a bit about your career journey so far and what led you to your current role?
I never really got on at school.
I did the usual GCSEs but didn’t have a clear career path.
Initially, I wanted to join the army because a lot of my family members were ex-military.
However, I had an eye injury when I was young, which meant I couldn’t meet the medical requirements.
After that setback, I considered the RAF and dreamed of becoming a fighter pilot – but I was turned down for the same reason.
So, I left school feeling a bit lost about my career direction.
Luckily, I managed to secure an electrical apprenticeship with Somerville Industries, which is where my engineering career began.
I went to college and really enjoyed it.
I completed my apprenticeship and then spent six years working in the oil and gas industry in Florida as an electrical technician in oil refineries and oil fields in the Gulf of Mexico.
It was a great experience, but eventually, the company changed their strategy and outsourced maintenance work, which didn’t align with my career goals.
I returned to the UK without a clear direction but heard about a new power station being built in Barking through a friend.
Since I had a background in electrical maintenance, I started working there – and that’s where my career really took shape.
At the Barking power station, I became heavily involved with large generators, working on technical issues and building relationships with contractors like Siemens and GE.
I wanted to understand the engineering side of things, so I worked alongside contractors to learn as much as possible.
This hands-on experience helped me develop a deep understanding of generator rewinds, rotor issues, alignment, and core failures.
Over time, I became known as the go-to person for generator-related issues within Atco Power.
I even spent a couple of years in Canada leading 19kV rewinds with Siemens Westinghouse, representing Atco to ensure the projects were planned correctly, completed safely, and delivered to a high standard.
After the power station started to decline in 2009, I decided to take voluntary redundancy.
They initially refused because of a core replacement project, but after completing that, I left in June 2010.
I then did some consultancy work for about 18 months but didn’t really enjoy it.
Starting my own business was always a goal, so I teamed up with Jamie -who I’d worked with at Barking – and we started EMC Elite with a £5,000 investment.
Our original focus was providing mechanical and electrical services to the power sector, but our first opportunity came from Hanson’s in the aggregate sector.
It was a large Vandr Unit project involving electrical testing and alignment- a £40,000 job, which was a great start for the business.
What have been some of the biggest challenges you’ve faced in your career?
One of the biggest challenges early on was navigating the technical issues with the generators at Barking.
It was a difficult situation for the power station commercially, but for me, it was an incredible learning opportunity.
I was able to challenge contractors like Siemens and GE on their methods and costings, which strengthened my position within Atco Power.
Starting a business was another huge challenge.
Jamie and I had to figure everything out from scratch – setting up the company, managing finances, and building a client base.
Our first project with Hanson’s gave us the confidence and momentum we needed.
What advice would you give to someone starting out in engineering or looking to start their own business?
For anyone starting in engineering, I’d say always be curious and hands-on.
Take the time to understand the physical aspects of the work – it’s not enough to know the theory, you need to see how it works in practice.
If you’re starting a business, be prepared for setbacks and uncertainty.
Take the opportunities that come your way, even if they aren’t exactly what you planned.
Our first job wasn’t in the power sector, but it got us moving in the right direction.
Adaptability and resilience are key.
What’s next for you and EMC Elite?
We’re focused on expanding our services within the power and heavy engineering sectors.
Project management and labour resourcing are key areas of growth for us.
We’ve built a strong foundation, and now it’s about scaling up while maintaining the high standards and technical expertise that got us here.
How did you get started in the industry?
I started with a van and a bunch of tools.
We gradually built the business by taking on more work and subcontracting when necessary.
My approach to business has always been simple – you get out what you put in.
I’ve always been someone who’s willing to put in the hours.
My wife will tell you it’s the wrong way to do business, but I believe that starting at 4:00 AM and working until the job is done is what makes the difference.
That commitment has shown through to our customers.
Many of them aren’t technical – they just want their problem solved at a fair price.
Over time, we built relationships with key clients like Intergen, BPI (which used to be Southerns), and Drax.
One time, we got a call on a Friday afternoon about two failed motors at Bright House Power Station.
By Saturday morning, we had two new motors delivered, the site prepped, and a crane ready.
By Sunday morning, the site was back online – and that’s down to having a great team that works incredibly well under pressure.
How has the industry changed over the years?
When I started, the focus was on doing maintenance properly and to specification.
Over time, the industry has shifted towards being more about numbers than engineering.
A lot of decisions are now made from a spreadsheet rather than through technical expertise.
Another major shift is the talent gap.
There’s a real shortage of young people coming into the industry.
The experience drain, particularly after Covid, has been significant.
We managed to grow through that period because of our sector experience, but the lack of investment in apprenticeships and training is becoming a major problem.
I’ve said before that if I had 30 skilled engineers tomorrow, I could double the size of this business overnight – the customer demand is there, but the talent isn’t.
What are the biggest challenges facing the industry today?
The biggest challenge is meeting the environmental targets and the shift away from fossil fuels.
To meet the growing demand for renewable energy, we essentially need to double the UK’s power generation capacity – but we don’t have the engineering workforce to deliver that.
There’s a huge gap in technical expertise.
Engineering is a hard, physical job.
Not everyone wants to get their hands dirty anymore.
We need to find ways to bring younger people into the industry and develop their skills.
That’s the real challenge.
How can we encourage more young people to consider a career in the sector?
There are a few things that need to change.
First, the government and colleges need to invest more in apprenticeships and training.
It’s difficult for smaller companies like mine to take on apprentices because the costs are high – huge companies can afford to spend half a million pounds on training, but we can’t.
Insurance is another issue.
I’ve had young people come to me wanting to work in engineering, but I’ve had to turn them away because of insurance restrictions based on their age.
That’s a barrier that needs to be addressed.
More broadly, the industry needs to do a better job of showcasing the career opportunities.
Some of the next generation of talent see influencers making big money online and think that’s the path to success.
However, working in engineering offers a rewarding and varied career.
One day you’re wiring a plug, the next you’re getting a power station back online.
That’s exciting work, but we need to communicate that better.
What skills are in the highest demand right now?
Advanced heavy engineering skills – particularly mechanical and electrical.
The problem is that a lot of recruitment companies don’t understand the difference between a commercial electrician and an industrial maintenance electrician.
That’s why we work with companies like Astute because they get it.
They understand the type of expertise we need.
The ability to work under pressure is also crucial.
My team actually performs better when there’s a crisis.
They’re focused and driven when the stakes are high – that’s a rare quality.
What do you enjoy most about working in the sector?
The engineering challenge still drives me.
I’ve learned to enjoy the business side of things – understanding the financials, and managing the company – but I’m happiest when I’m out working with my team.
We’ve recently picked up a new customer who’s giving us all sorts of engineering challenges.
That’s what gets me up in the morning.
Running a business has its ups and downs, but solving engineering problems is what I love.
What advice would you give your younger self?
Be more patient – but then again, my impatience is probably what got me where I am today.
I’ve always had the mindset that if you want something done, you have to do it yourself.
My father was in the army and died in the Hyde bombing when I was young.
That experience shaped my mentality — you have to work hard for what you want.
There have been plenty of times when I’ve thought about giving up, but you’ve got to keep going.
Hard work pays off in the long run.
The reality is that success doesn’t happen overnight – it takes years of experience and learning from mistakes.
Most importantly, trust your instincts and don’t let others knock you off course.
There are a lot of people who will overpromise and underdeliver – but if you stay true to your values and work hard, you’ll get there.
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