Patrick Shah-Regan was arrested by the police, sectioned and diagnosed with bipolar. With the support of his employer, he has gone on to become a senior manager overseeing major construction projects. This is his story on how he manages his condition at work, how employer Wates Group, provides the understanding, encouragement and backing needed to develop his career, and the lessons that can be learned from his journey.

I got out of my car and stood next to a police van in Manchester, then lay down on the pavement and asked the officers to take me away. I was handcuffed as I cried out, ‘I’m not right. I need help.’ That day my life changed. At the time, I was a senior site manager of a £6 million refit project, and I had a Masters Degree in civil engineering. But as they drove me away I broke down, and shouted at the camera in the van. I was about to be sectioned.

That was when I was diagnosed with bipolar in 2009. I always knew that my mind works differently to those of others. It can be an advantage or a challenge depending on the day, the project, and most important, how well I am coping at any particular moment.

I had never thought too much about mental health until that fateful October day more than 15 years ago, when I was working as a site manager at a supermarket refit. It was only after being hospitalised, and I was diagnosed did I start to think about it. At the time, I was working seven days a week, and criss-crossing the UK to help supervise supermarket projects for Barr Construction. Often there was too little sleep, or no sleep.

However, in the months leading up to my hospitalisation, I had been in a euphoric state.  Then the night before everything started to come to a dramatic head. I stayed awake until dawn writing nonsensically, convinced that I was at the centre of a major global conspiracy. It was only later that I realised this was part of my condition, that had pushed me to the brink. The following day when I was driving the car, the euphoria was exploding, and that is when I made the decision to ask the police for help.

Post hospitalisation, and I stepped out into the world feeling a mix of relief and trepidation. I was happy to be out, but also overwhelmed by uncertainty. The diagnosis had changed everything, and the reality of managing bipolar disorder lay before me.

I had six months away from work to get my head straight before being allowed back on light duties. I was embarrassed by my new work situation, and there was no denying it was a tough time. But with new found awareness, I started to understand how to manage my situation.

Basically, when I am hyper focused, my mind jumps from one idea to the next, frequently before I have finished the first. This can, and often is, a real asset. For example, I identified major errors in site drawing plans that saved significant time and money on a major road project. I did this based on the memory of seeing the plans, not studying them in front of me. But while there can be benefits, it can also create exhaustion. In the construction business, where the pressure is constant, and the stakes are high, my bipolar can be both a blessing and a burden.

I have worked on many projects, including Tesco and Sainsbury’s refits, and now I am an overall site manager with Wates on a major government project in Croydon. The hardest part is not necessarily the job itself, it is managing a mind that can go into overdrive. Being hyper focused, means I can see problems that nobody else does, and identify solutions before others even see the problem. Nevertheless, there is a fine balance between creativity and delusion, and learning how to navigate it.

Wherever I work now, I share my story with the project team members I am with. At Wates I give what are know as ‘Toolbox Talks’, often to hundreds of my colleagues, and always make sure I explain my condition to my team. Part of this is asking them to let me know if they notice me peaking. I tell them to contact my wife Panchali, if there seems to be a problem. And they do. These conversations build trust. I do not ask for special treatment but understanding, and that creates an environment in which everyone does understand, and we can get on with our jobs.

The openness with my condition goes beyond colleagues. I have co-written blogs in conjunction with the Wates marketing department, and created a podcast where I discuss my journey with bipolar disorder. This has enabled me to address more people who might be going through something similar, and via these platforms, I have been able to engage with colleagues across the wider Wates business community and beyond, and helped to break the stigma around mental health in the building industry.

Wates has been unequivocally supportive. From my job interview onwards, it has treated my condition as part of who I am, not something to be hidden. Wates has given me time off when needed – only six weeks in three years, and on each occasion I returned to work without being judged. This type of employer approach is critical for individuals managing a mental health condition, and it has made massive difference to me. That support has allowed me to address my mental health, and be an asset to my teams, and company.

In the building trade, neurodiversity has traditionally been seen as a weakness. But matters are changing, with more awareness of how important mental health is, and not just for personal wellbeing, but also for team performance and safety.

A survey by the Chartered Institute of Building (CIOB), discovered that 97 per cent of building workers felt stressed, 87 per cent suffered anxiety, and 70 per cent had to deal with depression. A 2021 report from Randstad, found that 42 per cent of construction employees experienced declining mental health. What is more, the suicide rate in the sector is 3.7 times higher than the national average.

There is an abundance of research, and anecdotal evidence that says companies that have supportive mental health strategies gain commercial rewards. A 2017 report by Deloitte found that investing in company mental health provision produces an average return of £5 for every £1 spent. That is a huge gain! Supporting mental health problems is more than an act of compassion, it is actually good for business.

My advice for anyone dealing with mental health challenges is simple: do not hide it. Talk about it, and share experiences. It may come as a surprise how much support is probably out there. I have come to see my condition as a strength, but knowing when to step back, ask for help, and knowing that help will be there is essential. Not trying to push through by doing it alone is crucial. So is knowing your limits.

Bipolar disorder is a factor of who I am, but it does not define me. It has given me a different way of thinking, and one that helps in an industry where attention to detail and problem solving are so important. At Wates, I am seen first and foremost for my strengths. It is culture we need to build.