84 INTERVIEW Changing the culture Wightlink’s Katy Taylor speaks with Rebecca Gibson about the changes she has overseen to the ferry operator’s services over the past two years Since becoming chief executive of Wightlink in 2024, Katy Taylor has made transforming the company’s culture one of her defining priorities. Over the past two years, she has focused on creating a more open organisation by strengthening relationships with employees, customers and the communities the ferry operator serves between the Isle of Wight and the English mainland. “We now do quarterly customer dropins,” says Taylor. “We’re really listening to what our customers are asking for, and we’ve delivered changes, whether that be regarding tickets, timings or the overall experience. “Part of our approach to improving communication with customers is the work we’ve done around information during disruption. We’ve really upped our game – rolling out a service status WhatsApp channel, having tighter controls and processes, and a better management presence on the ground.” That emphasis on communication extends throughout the business. Wightlink has introduced employee forums where teams can discuss operational challenges and identify solutions specific to their roles. Rather than directing every improvement from the top, the company is encouraging employees to take ownership of change. “They know what the best solutions will be, so we’re empowering them by giving them budgets and the freedom to change things,” says Taylor. The cultural shift has gone hand in hand with a broader programme of modernisation. Wightlink has digitised processes that were previously paper based, redesigned how it develops staff
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