Andrew Blundell joined Irizar UK as Managing Director in early 2020, shortly before the world saw its biggest crisis in decades. Steering the wholly-owned subsidiary of Spanish manufacturer Irizar since then has not been easy, but from those difficult early days, the Nottinghamshire business is now on the up in a major way.

There are several strands to that. Diversification of the vehicle offering and buyer base is key, and deepening the human resource that supports customers is equally important. Both areas have seen a lot of work that is already paying off.

But the most visible part of the past three years are new premises in Blyth. A move there was on the cards for some time. It has now taken place, and a ceremonial opening by the senior team from Irizar – including Group CEO Imanol Rego – will occur shortly. The red carpet will be rolled out to customers at the same time.

Andrew notes how the Blyth base is a watershed for Irizar UK. It is ready for the now but also for the future thanks to built-in expansion scope.

Extensive parking and comprehensive workshop, sales, administration and parts facilities come together as “an internalisation” of the dealership’s affairs. The move represents a conclusion to one chapter – but Andrew is quick to point out that it also marks the start of another.

Irizar confidence in UK business is clear, says Andrew Blundell

Andrew previously spent time in coaching as Operations Director of Alfa Travel. But the bulk of his extensive experience in transport came in logistics, which he observes is a world away from the SME coach operators that form the base of Irizar UK’s business.

Working with them “gives you a different feel for the industry,” he says. “Everything is far more personal. People are passionate about what they do. Stepping into the coaching environment was a breath of fresh air.”

Irizar’s cooperative ownership structure appealed when he came aboard, and Andrew is quick to pay tribute to support from the parent in developing Blyth. That is an indication of its confidence in the UK subsidiary and the market here, he notes.

Smaller coach operators remain central to the Irizar UK approach. Its DAF-engined integral products in that field have a loyal following. Andrew puts forward the degree of repeat custom generated by the i4, i6 and i8 platforms as proof of that. But there is a desire from the parent company to grow the client base.

Diversification of customer base a core priority for UK dealership

Fleet business in the coach field is key there, as is e-mobility in the bus space. The new premises are built with electrification in mind.

A two-bay workshop will handle all pre-delivery inspection (PDI) work on coach and bus, with that expected to start in around two months; adjacent latent capacity to add third and fourth bays is present. The same workshops will also handle other engineering requirements. A rolling road is present.

“We see service as an additional income stream,” Andrew continues. In the longer-term, repair and maintenance packages may come into the frame, although he acknowledges the geographical challenges that would bring; such a venture would potentially involve development of existing relationships with service partners, although that mechanism continues to function well, and has grown recently.

“My time in the coach industry has shown that operators are highly self-sufficient and adaptable. But the pitch is changing, and will continue to do so, particularly with the eventual move to zero-emission,” he notes. That strategic point is another key to how Irizar UK is developing.

“As a business, we are transitioning from being a partner that sells vehicles to one that works closely with customers across their full lives,” Andrew adds. “Internalising PDI, service, maintenance and parts gives us tangible tools in the box to stand with customers and be a one-stop shop for them through the entirety of ownership.”

Mid-range, body-on-chassis coach product to come?

Further work in and around the maintenance and support offering at Blyth may follow, but the first part of the premises seen by visitors is the sales and handover area. It is bright and airy, has a small kitchen, a boardroom, and a ‘spec room’, where customers will be able to sit with dealership staff to visualise their purchases.

Adjacent is an indoor vehicle display space, and outside is a covered handover area. Its styling draws on the trademark Irizar curved aspect to the upper front area of a coach.

Projections call for the sales area to be busy. “One of the core objectives is to push the business onto the next stage,” Andrew explains. Volumes are central to that, and orders for the Ministry of Defence have delivered a major uptick already. That started in 2024 with 26 units, was followed in 2025 with 101, will see 65 this year, and has already confirmed more for 2027.

Notably, the 2025 batch of those coaches onwards saw a partnership with Scania for Irizar UK to deliver i6 range models in body-on-chassis form. To accommodate the numbers called for, Irizar’s factory in Morocco handled construction. “That was born out of necessity in terms of production capacity,” he adds.

Sourcing those coaches from Morocco in body-on-chassis configuration has been successful. “There is a desire for us to explore expansion of that overarching concept into a product for the mid-market,” Andrew continues.

In the longer-term, he expects Irizar UK to settle on annual volumes in the region of 130-140 units. Andrew suggests that around 80 of those will be SME coach operator deals, with the remainder fleet purchases in coach and bus.

“The family-owned coach market remains hugely important to us, and it is why I place a big onus on being personable and flexible. For a family business, the purchase is personal, and we aim to reflect that.”

From a coach perspective, there are increasing signs of lead times shortening and the market returning to something like what existed pre-2020, with buying patterns based around decisions in the second half of one year for delivery in the first half of the next. A handful of integral coach build slots remain open for 2026; beyond that, it is likely that stock will once more be held.

Zero-emission growing in importance for Irizar UK

Of increasing importance to Irizar UK is its e-mobility presence. That majors on the ie tram battery-electric bus. Field engineers have already been through high-voltage training and technicians who are recruited to work on site at Blyth will get the same.

The UK market for the ie tram is described as “exciting” by Andrew. Examples are already in service, and opportunities to add more “are sizeable.” Use of the type on flagship projects driven by modal shift is central to that. The ie tram’s ‘stop and stare’ nature greatly benefits its public perception.

Zero-emission in coach is a slower journey. Infrastructure and price are cited by Andrew as influences, although he believes that the shift will come. Being ready for it is designed into the Blyth facility.

At the same time, he observes that the coach industry must continue to reinforce how efficient and clean its latest-generation diesel drivelines are. Analysis of i6S integral performance in high-mileage applications has shown excellent returns from the DAF MX-11 engine and ZF gearbox combination. That lends weight to the total cost of ownership piece, particularly in an era of unpredictable diesel prices.

As one chapter ends, another begins for the dealership

The team dynamic is central to Irizar UK’s future. “When we have people sitting in front of us, it is not just about what experience they have; it is also about how they can take us forward as a business,” Andrew notes. “Where possible, we are promoting internally. That is a great thing to do. People will stick with you if they can see a career pathway.”

An air of progress remains at the dealership. That is a further source of pride for its MD. Formally opening the Blyth site with customers and the parent company present will be a highlight of his six-year Irizar journey so far.

“The more I think and talk about it, the more exciting it becomes,” Andrew concludes. “We are pushing a business forward. We are moving on. That will take different shapes and forms, but this is just the first page of our new chapter.”

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