Delivering change without stopping production: A conversation with Chris Bullock

With more than 25 years delivering capital projects across food and beverage manufacturing, Chris has worked on everything from packaging upgrades to full factory transformations. The common thread is not just the technology. It is the working environment too.

“In this industry you rarely get a clean, empty site to work in. The factory is running, working hard to meet demand, and people’s jobs depend on it. The challenge is improving performance without interrupting production.”

From initial idea to functioning plant

Chris leads a multi disciplinary engineering team covering process and packaging, sustainability and utilities, and electrical and control. His background sits particularly in packaging systems and project management, taking projects from early concept through to implementation.

Years in project consultancy taught him to look at investment decisions in a practical way.

“A project plan only works if the operation can cope with it. You have to design around real shift patterns, maintenance windows and routine operations. Otherwise it looks good on paper but fails on day one.”

That approach often means the engineering solution is only part of the work. Planning the sequence, managing risk and communicating clearly with site teams matters just as much.

Upgrading a site that is still operating

Many NIRAS projects involve upgrading sites while they remain fully operational. Chris sees it as a balance between engineering, safety and working well with the site team.

Rather than treating production teams as stakeholders to manage, he brings them in early so the plan matches how the factory needs to operate.

“Operators know the plant better than anyone. When you bring them into the process, you spot problems early and you avoid surprises during installation.”

The result is a safe installation, smoother commissioning and less disruption. It also builds confidence for future investment, because the site has seen change delivered effectively before.

Getting investment decisions right

Chris’ focus is not just installing equipment but helping clients decide what to invest in and when. He works with businesses to put together capital plans that are realistic, phased and aligned with operational goals.

That often includes performance improvement and technology upgrades rather than headline expansion.

“Sometimes the best project is not the biggest one. A targeted improvement can release capacity, reduce waste and provide years of growth without major disruption.”

By combining technical understanding with project delivery experience, he helps turn strategy into solutions on the ground.

A practical engineering mindset

Across his work the aim stays consistent: measurable operational benefit without unnecessary complexity. For Chris, successful projects are the ones that become part of everyday production rather than stand out as engineering interventions.

“If the site forgets we were there after six months, that usually means we did it right.”

At NIRAS he brings that delivery focused mindset to clients looking to improve performance, modernise facilities or plan future investment, making sure the engineering works in practice as well as in theory.