Maurizio Bragagni is chairman and CEO of Tratos UK, the British arm of the family-owned cable maker Tratos Group, which produces energy, telecommunications and specialist cables for customers the company says include National Grid and Network Rail. The group is marking 60 years of cable manufacturing in 2026, a milestone it celebrated at the TOC Europe 2026 exhibition in Hamburg. In the UK, Tratos runs its head office in London, two manufacturing sites in Knowsley, Merseyside, and a fibre optic cable facility in Swindon. He tells Business Matters why getting cables right makes a real difference, what he would change about his approach to digital transformation and why every business should aim for something bigger than making money.
What do you currently do at Tratos UK?
I am the Chairman and CEO of Tratos UK, with leadership responsibilities across the wider Tratos Group. Our business focuses on cable manufacturing, providing solutions used throughout modern infrastructure, and in the UK we make every element of our cables ourselves, from the conductors and insulating compounds to the fibre optics and the finished cable.
My role is to keep the business competitive and innovative while keeping pace with changing customer needs. That covers everything from strategy and business development to stakeholder engagement and long-term planning. On any given day I might be discussing major infrastructure projects with clients, reviewing manufacturing investment, meeting government representatives or working with supply chain partners.
A big focus for me right now is the future of energy. Renewable power, grid modernisation, energy security, transport electrification and industrial decarbonisation are all changing the industry, so I spend a lot of time working on how Tratos can respond to that.
On the other side of that is people. Creating opportunities for our employees and ensuring Tratos grows sustainably are among the most rewarding parts of my role.
What was the inspiration behind your business?
I have always been drawn to businesses that solve practical problems. Cables are maybe not an obvious choice, but they are vital to nearly every aspect of modern life. So when you get cables right, it makes a genuine difference.
At Tratos, we want to create value through manufacturing excellence, innovation and entrepreneurship. That seems like a grand goal for a family-owned business, but I have seen how dynamic entrepreneurial businesses can be. We can move quickly without losing sight of our values, and I think that is really important.
I have also always been interested in international cooperation. Throughout my career I have worked across various countries and cultures, seeing how businesses can unite people, create opportunities and promote economic development, and that has become a priority for Tratos. Industry can play such a vital role in society, creating jobs and building skills as well as making products.
Ultimately, I suppose my inspiration has always been tied to building something lasting. I do not just want success now. I want to build a business that can keep creating opportunities and delivering value for future generations.
Who do you admire?
I admire a lot of people. Those who combine vision with action, like entrepreneurs who show so much resilience, determination and optimism, which is something I think we could all do with more of.
Equally, I admire industrial pioneers, for similar reasons. These are people who have transformed entire sectors through innovation and their willingness to challenge conventional thinking, and we need that to progress. Then there are the leaders who show integrity and courage, because character matters just as much as determination.
There are also the people I have worked with: the engineers, technicians and managers who contribute so much but never get the attention.
Perhaps most of all, I admire those who never stop learning. I am in awe of the people who stay curious and committed to continuous improvement.
Looking back, is there anything you would have done differently?
Like most people, there are many things I would have done differently, but I also try to view mistakes as an opportunity to learn. If I had to choose one thing to change, it would be my approach to digital transformation. Innovation has always been a priority for Tratos, but I was cautious, and there are areas where we would have benefited from adopting new technology more quickly.
Delegation is probably something else I could have learned earlier. I used to want to be involved in everything, but that never works. You achieve far more by building strong teams and trusting them
The same applies to patience. You have to learn to think in the long term if you really want success, and that was hard for me to begin with.
What defines your way of doing business?
I think it is probably “where there’s a will, there’s a way”. Nothing is unattainable if you have enough determination. But it helps if you also have integrity, long-term thinking, innovation and relationships.
Integrity is the foundation of trust, and you cannot succeed without it. Long-term thinking is equally important. It took a while for me to learn this, but you cannot be driven solely by short-term results.
That said, you cannot stand still either, and that is where innovation comes in. Markets change, technologies advance and customer expectations evolve, and you have to keep pace with that.
Finally, relationships are central to everything I do. Strong relationships build trust, foster collaboration and create opportunities. I have always believed in treating people with respect and fairness.
What advice would you give to someone starting out?
The first thing I would say is be ready to work hard. There is no substitute for effort.
Second, never stop learning. Things change so quickly in business, and you cannot afford to fall behind. So read widely, seek advice and stay curious.
I would also say do not fear failure. We learn from mistakes, and what matters is how you respond to them.
Then there is the value of relationships. Networks are not there for personal gain alone; they are built through genuine engagement, mutual respect and trust. But if you put in the effort, the people you know can become invaluable.
Integrity is also important. Protecting your reputation and your principles should always be a priority.
Lastly, think about the future. Legacy seems a long way off when you are just starting out, but your business should mean something more than your personal ability to make money. Aim for something bigger. If you can make a positive difference, you will be much more likely to achieve lasting success.
