7 Figure Leaders

In this episode, Tom Griffiths speaks with Tom O’Toole, founder of Bloom Construction, about building a modern refurbishment and retrofit company and navigating the financial and operational challenges of scaling a construction business.Tom begins by explaining Bloom Construction’s focus on refurbishment and retrofit projects, primarily in the commercial sector but increasingly across education, residential, and historic buildings. The company typically operates on projects valued between £50,000 and £10 million, specialising in complex buildings where early-stage planning and technical understanding are critical. Tom highlights how their expertise lies in analysing existing buildings early in the design stage and helping clients identify what improvements or upgrades are realistically achievable.The conversation then explores Tom’s career journey and the founding of Bloom Construction. After working his way up through site operations into management roles, Tom gained valuable insight into the commercial side of construction, particularly around cash flow, planning, and team management. Recognising a gap in the market for professionally delivered mid-sized refurbishment projects, Tom and his commercial partner launched Bloom Construction to serve projects that were often too small for major contractors but too complex for smaller firms lacking the necessary expertise.A key theme throughout the discussion is the challenge of scaling a construction business, particularly in the early years. Bloom Construction grew rapidly—from £1.3 million in its first year to nearly £9 million in revenue within three years. Tom explains that securing a consistent pipeline of projects, managing risk, and maintaining strong cash flow forecasting were crucial to sustaining that growth.The episode also explores the financial realities of construction, including the impact of compliance costs, staffing expertise, and the unpredictable nature of project-based revenue. Tom shares how Bloom manages risk through careful project selection and forward planning.Looking ahead, the company aims to strengthen long-term client partnerships and leverage technology to remain efficient and competitive while continuing to grow sustainably.Contact Tom here: https://www.linkedin.com/in/tom-o-toole-70b2301a

In this episode, Tom Griffiths speaks with Joe Hopson, Managing Director of UPR Scaffolding, about the evolution of a family-run construction business, the challenges currently facing the UK housebuilding sector, and the leadership lessons learned from taking over and growing a company.Joe begins by sharing the origins of UPR Scaffolding, which was founded by his father nearly 20 years ago. Although Joe initially pursued a different route in construction, working for a main contractor after leaving school, he joined the family business in 2013 with the aim of helping modernise its operations. Over the past decade, Joe has progressed through several roles—from quantity surveyor to commercial manager, then director, and eventually Managing Director—before completing a management buyout and taking full ownership of the business.A major focus of the conversation is how the business has evolved both culturally and operationally. Joe explains how he introduced a more professional and modern working environment, replacing the traditional image often associated with scaffolding companies. Improvements included better office facilities, clearer professional standards, and a stronger emphasis on teamwork and professionalism.The episode also explores UPR Scaffolding’s growth strategy. Since Joe joined the business, turnover has more than doubled from approximately £4–4.5 million to over £10 million. Joe attributes this growth not to aggressive expansion, but to building strong relationships with the right clients—particularly residential housebuilders—and growing alongside them as their projects expanded into new regions.Tom and Joe also discuss several industry-wide challenges, including a slow housing market, an ageing workforce, and the difficulty of attracting younger workers into physically demanding trades such as scaffolding. Joe outlines some of the initiatives his company is exploring to address this issue, including outreach to schools, training organisations, and alternative recruitment pathways.Finally, Joe reflects on his role as Managing Director and the importance of balancing operational oversight with long-term strategy. Looking ahead, his focus is on maintaining stability during uncertain market conditions while continuing to build strong client partnerships that support sustainable long-term growth.Contact Joe here: https://www.linkedin.com/in/joe-hopson-bsc-hons-49a1b9123

In this episode, Tom Griffiths speaks with Laszlo Daragics, founder of Bonus Eventus, about building and scaling a facilities maintenance business while maintaining strong customer relationships and operational efficiency. Bonus Eventus provides heating, ventilation, air conditioning (HVAC), gas, and building maintenance services to commercial and residential property portfolios, primarily working with property and facilities management companies across the UK.Laszlo begins by sharing the origins of the company and the meaning behind the name Bonus Eventus, which reflects the business’s core philosophy of delivering a good outcome for every customer. Drawing on nearly two decades of experience in the mechanical and electrical services sector, he explains how the business evolved from small residential plumbing jobs into a national maintenance provider responsible for numerous commercial properties and apartment blocks. Much of the company’s early growth came through referrals from property managers who valued reliability and consistent service.A key theme throughout the conversation is scaling a service-based business while protecting profitability. Laszlo reflects on earlier stages of the company when revenue grew quickly but margins remained extremely low. This experience led him to focus on improving operational control, particularly by introducing a custom-built field service management system. The software enables the business to track job performance, monitor contractor productivity, and measure profitability on a job-by-job basis, providing clear financial visibility and supporting better decision-making.The discussion also explores Laszlo’s approach to team structure and growth. Rather than relying heavily on traditional payroll structures, he prefers partnership-style relationships with contractors, allowing flexibility while maintaining long-term collaboration. He emphasises the importance of understanding both employees and clients on a personal level, arguing that strong relationships are central to sustaining quality service.Looking ahead, Laszlo outlines his ambitions to grow the business steadily to around £10–15 million in revenue while maintaining the company’s personal approach. He also discusses the increasing role of AI and automation in improving productivity, while stressing the importance of balancing technological efficiency with human interaction and customer care.Contact Laszlo here: https://www.linkedin.com/in/laszlo-daragics-md-462316117

In this episode, Tom Griffiths speaks with John Saysell, Managing Director at MCP Consulting, a long-established asset management and maintenance consultancy that has been operating for nearly 50 years. The discussion explores MCP’s role in addressing the growing skills shortage within the UK’s engineering, manufacturing, and maintenance sectors, as well as John’s personal journey into technical training and leadership within the business.John explains how MCP supports organisations by delivering practical training programs designed to upskill existing employees in mechanical, electrical, and instrumentation disciplines. Rather than focusing solely on new apprentices entering the workforce, the company often works with experienced operators and technicians, helping them develop additional skills so they can maintain equipment as well as operate it. This approach allows companies to increase productivity and efficiency while reducing reliance on scarce specialist engineers.A key theme throughout the conversation is the widening engineering skills gap in the UK. John highlights that tens of thousands of maintenance technicians are expected to retire over the coming years, while demand for technical skills continues to rise—particularly in sectors such as manufacturing, infrastructure, and electric vehicles. MCP aims to help bridge this gap through accredited training courses, practical learning environments, and tailored programs designed around the real equipment and challenges faced by industrial organisations.The episode also explores how the business operates commercially. MCP runs dedicated training centres, including a recently expanded facility in Reading, while also delivering customised training directly at client sites for larger cohorts. Clients range from global brands such as Coca-Cola and Jaguar Land Rover to major infrastructure organisations like Heathrow Airport and Thames Water.Finally, John shares insights into the long-term growth of the business and its future plans. With demand for engineering skills continuing to increase, MCP is investing in new training equipment, expanding course offerings, and considering the launch of additional training centres to support industries across the UK.Overall, the conversation provides valuable insight into the importance of technical training, workforce development, and the critical role skilled engineers play in supporting economic productivity.Contact John here: https://www.linkedin.com/in/john-saysell-a7aa9813

In this episode, Tom Griffiths speaks with Richard Ford, founder of Vision Zero Connect, a technology company developing software platforms designed to help organisations improve sustainability performance and reduce energy costs across their building portfolios.Richard explains how his background in consultancy led him to recognise inefficiencies in the traditional approach to sustainability and energy management. After more than two decades working in the industry, he realised that businesses were often paying significant consulting fees for processes that could potentially be automated and delivered more efficiently through technology. This insight led him to establish Vision Zero Connect in 2017, with the aim of creating software solutions that simplify sustainability reporting and building optimisation.The conversation explores the company’s two core platforms. The first focuses on ESG reporting, helping organisations track and report their Scope 1, 2, and 3 emissions while complying with different regulatory standards across global markets. The second platform is designed to optimise building performance by analysing operational data, identifying energy efficiency opportunities, and helping asset owners make informed investment decisions that reduce costs while maintaining long-term asset value.Richard also discusses the realities of building a software company without a technical background. He reflects on the steep learning curve of becoming a founder, navigating product development, and building a global business with offices in the UK, Europe, Asia, and Australia. A key challenge has been balancing ongoing investment in product development with the need to expand into new markets and generate revenue.The episode also highlights the financial side of scaling a technology business. Richard shares insights into raising capital from investors, the importance of annual recurring revenue (ARR) and client retention for attracting funding, and the role of strong financial leadership in managing cash flow and growth.Overall, the discussion offers a practical look at entrepreneurship in the technology and sustainability sectors, illustrating both the challenges and opportunities involved in building a global software platform designed to support the transition to more sustainable and efficient buildings.Contact Richard here: https://www.linkedin.com/in/rich-ford-57892416

In this episode, Tom Griffiths speaks with Bradley Staines, founder of Aquamark, a commercial window cleaning and rope-access company that has grown from a small team of four employees into a nationwide operation with more than 40 staff.Bradley shares the story of how he transitioned from working as a DJ into building a successful service-based business. His entrepreneurial journey was far from smooth in the early years, including the experience of running multiple companies under one umbrella and eventually facing liquidation after a significant tax liability with HMRC. This challenging period proved to be a turning point, leading Bradley to restart his business with a more structured approach, including professional accounting support and clearer financial oversight.A major theme of the conversation is the importance of strategy and planning when scaling a business. Bradley explains that for several years Aquamark grew through word-of-mouth referrals without any formal marketing activity. However, in 2019 he made the decision to bring in a marketing director who helped rebuild the company’s strategy from the ground up. By clearly defining the target audience, understanding customer pain points, and creating consistent marketing campaigns, the business was able to accelerate its growth significantly.Another key topic discussed is financial discipline and cash flow management. Bradley candidly reflects on the risks of growing too quickly and how poor financial oversight can threaten even a profitable business. After hiring an experienced operations manager with a strong focus on financial controls, Aquamark introduced rigorous financial tracking, weekly finance meetings, and structured budgeting. These systems ultimately helped the company secure external funding through invoice factoring during a period of rapid growth and prevented a serious cash flow crisis.Bradley also discusses the lessons he has learned about leadership, recruitment, and building the right team. He emphasizes the value of experienced mentors, structured systems, and surrounding yourself with people who can balance entrepreneurial vision with operational discipline.The episode provides an honest and practical look at the realities of scaling a service-based business, highlighting the importance of strategy, financial control, and learning from early setbacks.Contact Bradley here: https://www.linkedin.com/in/bradstaines

In this episode, Tom Griffiths speaks with Dominic Baldwin, founder of Zentum, a financial advisory firm that takes a unique approach to helping business owners prepare for life after selling their business.Dominic explains how Zentum focuses primarily on business owners who are transitioning into the next chapter of their lives—whether through retirement, selling their company, or pursuing new personal ambitions. Unlike many traditional financial advisers who charge a percentage of assets under management, Zentum operates on a fixed-fee model based on time and complexity. This structure removes potential conflicts of interest and allows the firm to focus entirely on guiding clients toward decisions that genuinely support their long-term wellbeing.A key theme discussed throughout the conversation is the idea that financial wellbeing is not simply about the amount of money someone receives when they sell their business. Dominic highlights that many entrepreneurs expect to feel immediate happiness and fulfilment after a sale, but the reality can often be very different. Without the structure, purpose, and routine that business ownership provides, some individuals experience a decline in satisfaction despite having significant financial resources.To address this challenge, Zentum works with clients well before a sale—often 12 to 24 months in advance—to help them define what their next chapter of life should look like. This process includes identifying the most important priorities in their lives, clarifying personal and family values, and ensuring that future financial decisions align with those principles.From these conversations, Dominic and his team help clients calculate their “number”—the amount of wealth required to support their desired lifestyle and future goals. Rather than relying on assumptions or comparisons with peers, this figure is built through detailed financial modelling that considers spending goals, lifestyle plans, risk tolerance, and long-term contingencies.The episode offers valuable insight into the emotional and strategic aspects of exiting a business, highlighting the importance of planning not just for financial success, but for a meaningful and fulfilling life beyond entrepreneurship.Contact Dominic here: https://www.linkedin.com/in/dominic-baldwin

In this episode, Tom Griffiths speaks with Mitesh Vekaria, Managing Director of Vascroft Contractors, a family-owned construction business specialising in hotels, luxury residential developments, and complex high-end building projects.Mitesh shares the story of the company’s origins, founded in 1977 by his father and uncle as a small carpentry and labour operation. Over the decades, the business evolved into a full-service contractor with extensive in-house capabilities, including joinery, mechanical teams, steel fabrication, and specialist craftsmen. This structure allows Vascroft to deliver projects from concept to completion while maintaining a high level of control over quality and execution.The conversation explores Mitesh’s journey into the business after leaving a career in property and real estate in the City. Shortly after he joined the leadership team, the company faced a sudden transition when his uncle—then Managing Director—passed away unexpectedly. Mitesh reflects on the lessons learned around succession planning, operational transparency, and leadership resilience during that period.A key topic discussed is the strategic restructuring of the company. After buying out non-operational family shareholders, the business streamlined its ownership and governance structure, creating stronger incentives for the active leadership team. Mitesh explains how this shift enabled the company to introduce long-term incentive plans and build a more engaged senior management structure.Another major strategic decision was the move to withdraw from international operations and focus entirely on the UK market. By simplifying the business and concentrating on its strongest geography, Vascroft was able to grow steadily from approximately £13 million in turnover in the early 2000s to around £75 million today.Throughout the episode, Mitesh emphasises the importance of maintaining a family-business ethos, prioritising long-term client relationships, investing in skilled employees, and delivering exceptional service. He also highlights the company’s commitment to charitable work through the Vascro Foundation and raises concerns about the construction industry’s growing shortage of skilled apprentices and tradespeople.Contact Mitesh here: https://www.linkedin.com/in/mitesh-vekaria-real-estate-property-construction

In this episode, Tom Griffiths is joined by Elizabeth Williams, a highly experienced scale-up specialist with decades of leadership experience across cosmetics, beauty, supplements, and luxury brands. Elizabeth shares her journey from working with global names such as Estée Lauder, Revlon, and Shiseido to advising founder-led businesses on how to scale from low single-digit millions to £20m+ and beyond.The conversation explores what early-stage founder businesses often look like at the £2–5m revenue mark — typically driven by strong product ideas and social traction, but lacking the leadership structure, financial planning, and investment mindset required for sustainable growth. Elizabeth explains that many founders underestimate the level of investment needed to scale, particularly in marketing, senior talent, and operational discipline.Using real-world examples from her career, including the rapid scale-up of a supplements brand from under £1m to £10m in just two and a half years, Elizabeth highlights the importance of identifying a clear USP, changing market narratives, and being willing to spend money to unlock growth. She challenges the common belief that businesses can scale purely through word of mouth or organic traction, stressing that intentional marketing investment is essential.A major theme of the episode is people — hiring experienced leaders, building the right senior team, and balancing creative marketing ambition with strong financial control. Elizabeth emphasises the value of robust financial forecasting and collaboration between CFOs, marketers, and founders to support confident decision-making.Finally, the discussion touches on legacy, purpose, and responsibility within the luxury and cosmetics industries, particularly the role these sectors can play in supporting women and underrepresented groups. Elizabeth shares her belief that truly great brands are built not just for exit, but with long-term impact in mind.Contact Elizabeth here: https://uk.linkedin.com/in/elisabeth-williams-452b7053

In this episode, Tom Griffiths is joined by Michalis Michael, Founder of Listening 247, to explore how artificial intelligence is reshaping digital advertising and market research for small and medium-sized businesses.Michalis explains how Listening 247 differs from traditional ad creation tools. Rather than relying on human prompts or generic AI inputs, the platform uses real customer conversations from social media to generate advertising ideas. By analysing millions of posts and comments across platforms such as Facebook, Instagram, and Reddit, Listening 247’s proprietary AI models identify sentiment, topics, and brand signals, which are then transformed into data-driven ad concepts grounded in what customers are actually saying.The discussion brings this approach to life through a real client example from the health and wellness sector. Michalis explains how the platform can generate hundreds of advertising ideas in a single refresh cycle, dramatically increasing creative output while combining market research and ideation into one continuous process. While the product is still in beta, early results show clear efficiency and cost benefits, with the longer-term goal of proving that customer-led ads outperform intuition-based campaigns.Michalis also shares his background, from aerospace engineering to a 20-year career in global market research, and how that experience shaped the evolution of Listening 247. The business has recently completed its seed funding round and is now preparing for a wider rollout, including an upcoming launch as a Shopify app—opening access to millions of online merchants.The conversation also touches on the realities of startup growth, including managing cash flow, operating as a remote-first global team, and navigating funding decisions. Michalis explains how the company balances legacy revenue from its social listening product with investment in its new advertising platform.The episode concludes with a look ahead to future growth plans, including further fundraising, platform expansion, and a forthcoming book on AI-powered insights—highlighting how customer-driven data may define the future of marketing and advertising.Contact Michalis here: https://uk.linkedin.com/in/michalisamichael

In this episode, Tom Griffiths is joined by Enver Kannur, Partner at Accounting Direct Plus (ADPL), a London-based firm of chartered certified accountants supporting owner-managed businesses across the service sector.Enver explains how ADPL goes beyond traditional compliance work to act as a strategic partner for its clients. Rather than focusing solely on accounts and tax filings, the firm positions itself as a “signpost” for business owners—connecting them with the right specialists when challenges arise, whether that involves cash flow management, funding, ESG requirements, insurance, or exit planning. This collaborative, network-led approach allows clients to access broader expertise without relying on a single adviser for everything.The conversation explores the typical challenges business owners face before working with ADPL. Enver highlights poor communication as one of the most common frustrations, with many clients struggling to reach their accountant or get timely answers as their businesses grow. He also discusses how some firms outgrow their original accountants and need a more proactive, commercially minded adviser who can support them at the next stage of growth.A key theme of the episode is cash flow. Enver and Tom discuss why many accountants don’t actively manage cash flow unless it is explicitly agreed, and how ADPL offers tiered service levels—from basic compliance to hands-on, ongoing financial support. Enver stresses that while not all clients initially want this level of involvement, early intervention is often critical to avoiding serious financial issues later on.The episode also touches on preparing businesses for sale, with Enver explaining how accountants can add significant value if owners involve them early enough. By addressing potential due diligence issues in advance, businesses can be better positioned for a smoother and more successful exit.The discussion concludes with Enver’s perspective on recent economic uncertainty, why 2025 proved challenging for many businesses, and why he remains cautiously optimistic about improved conditions heading into 2026—reinforcing the importance of communication, planning, and proactive financial management.Contact Enver here: https://uk.linkedin.com/in/enver-cavit-kannur-fcca-b182736

In this episode, Tom Griffiths is joined by Hugh Flanagan, Founder of MRO Construction, to explore the realities of growing a construction business from hands-on trade work into a scalable, commercially focused company.Hugh shares his journey through more than 26 years in the construction industry, starting as a labourer and learning the trade from the ground up. He reflects on the early influence of his brother, who mentored him for 15 years, and how losing him in 2014 forced Hugh to decide whether to work for someone else or take full ownership of the business they had built together. Choosing the latter marked the true beginning of MRO Construction.The conversation covers Hugh’s unconventional early years running the business remotely from France, relying entirely on organic referrals from long-standing client relationships. As demand increased, Hugh returned to the UK and gradually expanded from project management into maintenance and full construction delivery, building the company step by step without external funding.A central theme of the episode is the transition from being a skilled builder to becoming a business owner. Hugh speaks candidly about the challenges of running sites while trying to run a company, firefighting daily issues, and wearing too many hats. He explains how recent growth has highlighted the need for stronger commercial leadership, better systems, and a more robust back office to support projected expansion.Hugh also discusses mindset shifts inspired by The E-Myth, imposter syndrome, and the ongoing tension between technician, manager, and entrepreneur. Networking, coaching, and learning to spend more time on the business rather than in it have become key drivers of his development.The episode concludes with Hugh’s longer-term goal: building a “grown-up” company that operates smoothly without constant founder involvement—one with clear processes, trusted people, and the resilience to scale, step back, and eventually become a saleable business.Contact Hugh here: https://uk.linkedin.com/in/hugh-flanagan-2877a087

In this episode, Tom Griffiths is joined by Steve Thornton, Founder of Forces Cars Direct and Motors Source Group, to explore how a purpose-led business can scale sustainably while delivering real value to its customers.Steve shares his journey from serving in the military during the first Gulf War to building a specialist car-buying service designed to support members of the armed forces and other public sector professionals. His motivation came from personal experience—after feeling poorly treated when buying a car himself, Steve set out to create a fairer, more transparent alternative for people serving in demanding and often underappreciated roles.The conversation explores the unique business model behind Forces Cars Direct and Motors Source Group. Steve explains how the company works with a wide network of manufacturers and partners to offer meaningful discounts to eligible groups, including the military, police, fire service, NHS staff, teachers, and diplomats. Rather than focusing on a single brand, the business gives customers choice, consistency, and equal treatment—regardless of rank or profession.Steve reflects on the challenges of growing the business organically over more than two decades, without external investment. He speaks candidly about early struggles with delegation, people management, and letting go of control. Over time, learning to trust his team and put the right leaders in place allowed the business to grow while reducing founder dependency.A key theme of the episode is leadership maturity. Steve explains how stepping out of day-to-day sales and operations enabled him to focus on vision, culture, and long-term strategy. He also shares his views on building a strong office culture, the importance of delegation, and why a business should be able to run effectively even when the founder steps away.The episode concludes with Steve’s perspective on staying curious, avoiding complacency, and continually reassessing the business to ensure it keeps moving forward—while remaining grounded in its original purpose of giving back to those who serve.Contact Steve here: https://uk.linkedin.com/in/steve-thornton-01161917

In this episode, Tom Griffiths is joined by Phil Draper, Founder of 21 Engineering, to explore the realities of building an engineering consultancy focused on operational performance, energy efficiency, and long-term sustainability.Phil shares his journey from training as an electrician in the late 1990s to working across complex industrial and commercial environments, including clean rooms, specialist gases, and large-scale estates. His experience on both the delivery and client side—most notably with British Land—gave him a deep understanding of how buildings actually operate, as well as the challenges asset owners face when balancing cost, maintenance, and sustainability goals.The conversation dives into what makes 21 Engineering different from traditional consultancies. Rather than leading with theory-heavy reports, Phil explains how his team works hands-on with clients to understand real-world building performance, align decarbonisation plans with asset life cycles, and deliver practical solutions that reduce both carbon and operating costs. Case studies include live, occupied buildings where heat pumps were installed without disruption and achieved measurable cost savings.Phil also opens up about the transition from employee to business owner, including the challenges of confidence, cash flow, hiring, and learning to manage people as the company grew. He discusses the importance of understanding personal value, pricing work correctly, and making early hires—particularly graduates—to build culture and capability sustainably.A strong theme throughout the episode is relationships. Phil emphasises long-term partnerships over short-term wins, both with clients and suppliers, and explains why trust, credibility, and leading by example have been central to 21 Engineering’s growth. This philosophy is reflected in the company’s own headquarters, which operates as a live demonstration of the technologies and principles they recommend to clients.The episode concludes with Phil’s advice to aspiring founders: focus on stability before scale, back your expertise, and build a business around genuine value creation rather than chasing quick returns.Contact Phil here: https://uk.linkedin.com/in/philip-draper-ceng-fcibse-99459411

In this episode, Tom Griffiths sits down with Reiss Taylor-Remblance, Founder and Managing Director of RTR Group, a nationwide repair and maintenance contracting business supporting councils, property managers, and commercial clients across the UK.Reiss shares his journey from working as an electrician to building a multi-division contracting group employing more than 50 engineers. He reflects on the early years of growing the business organically, a short-lived partnership that didn’t work out, and the lessons learned from rebuilding independently in 2017 with stronger systems, people, and processes in place.The conversation explores how RTR Group evolved its business model following COVID, when the collapse of large commercial clients resulted in significant financial losses. Reiss explains how this setback became a turning point, pushing the business toward property maintenance, compliance, and long-term contracts with councils, housing providers, care homes, and schools. Diversification, cash control, and avoiding overreliance on any single client became core principles of the business.Reiss outlines RTR Group’s turnkey service offering, covering electrical, gas, renewables, telecoms, controls, and property maintenance—all delivered in-house. He also discusses how the company has scaled while protecting margins, highlighting the importance of strong financial leadership, disciplined cash management, and clear organisational structure. Monthly divisional P&L reviews, dedicated HR and compliance functions, and empowered operational managers have allowed the business to grow without becoming founder-dependent.A key theme of the episode is mindset. Reiss speaks candidly about the challenge of stepping off the tools and transitioning from skilled operator to business owner. He shares how building the right leadership team, learning through experience, and being willing to hire ahead of growth were critical to unlocking scale.The episode concludes with a look at RTR Group’s future plans, including organic growth, selective acquisitions, expanding service lines, and building a business that can ultimately operate without the founder—while remaining well-positioned for a potential exit.Contact Reiss here: https://uk.linkedin.com/in/rtrelectrics

In this episode, Tom Griffiths is joined by Mike Allen of Cambria Private Capital for an in-depth discussion on investing in automotive technology and building long-term value through operationally led capital.Mike begins by outlining his career journey, from institutional fund management and investment banking at UBS to becoming a trusted advisor and board member across multiple automotive and financial services businesses. This experience led him to his current role at Cambria Private Capital, an investment arm created to support innovation across Cambria’s wider automotive group, which spans luxury dealerships, mainstream brands, fleet services, repair and maintenance, and property assets.The conversation explores Cambria’s unique investment philosophy, which differs from traditional venture capital or private equity. Rather than backing ideas on instinct alone, Cambria focuses on revenue-generating businesses with proven products that solve real operational problems. Mike explains how “operational sponsorship” is central to their model—technology must be tested and validated within Cambria’s own businesses before investment is considered.Practical examples bring this approach to life, including battery certification technology for used electric vehicles and customer-facing tools such as chatbots that improve the buying journey. These case studies highlight how Cambria prioritises measurable ROI, customer confidence, and seamless system integration in a complex automotive environment.Mike also discusses the challenges founders face, particularly around system integration, stakeholder alignment, and scaling within a fast-changing industry. He shares what Cambria looks for in founding teams: adaptability, resilience, and the ability to work closely with experienced operators.The episode concludes with a look at the fund’s long-term vision—building a focused portfolio of complementary businesses, supporting founders through hands-on guidance and capital, and helping shape the future of the automotive sector through disciplined, experience-led investing.Contact Mike here: https://www.linkedin.com/in/mike-allen218/

In this episode, Tom Griffiths sits down with Michael Potter, Founder and Managing Director of Curve Workplaces, to explore the remarkable growth of his office fit-out, furniture, and lighting group—now in its tenth year and turning over more than £30 million across its divisions.Michael begins by sharing the origin story of Curve Workplaces, which started in 2016 when three industry professionals transformed an existing business into a new design-and-build venture. He reflects on the early days of operating from a serviced office, setting ambitious targets, and unexpectedly hitting a £2.12 million first-year turnover—despite the number being chosen on the spot. Michael walks listeners through the company’s rapid progression, from hiring its first employees to reaching nearly £10 million in year three and gaining recognition through regional awards and the Sunday Times Fast Track list.Tom and Michael then delve into the business model, explaining how Curve refurbishes and fits out office spaces for clients across all sectors. Michael emphasises their responsibility for both design and practical delivery—ensuring everything from lighting to air conditioning works seamlessly and complies with regulations.A significant portion of the conversation examines scaling challenges, particularly around cash flow management in a high-turnover, low-margin industry. Michael offers candid insights into late payments, the pressures on supply chains, managing overheads, and why transparent communication with clients is critical. He also highlights the systems, people, and financial processes that enabled sustainable growth without borrowing capital.Looking ahead, Michael discusses exciting expansion plans for Curve’s furniture and lighting businesses, both of which are securing major projects beyond the core fit-out operation. He also talks about the ongoing focus on team development, ensuring that people are supported, aligned, and positioned to thrive.This episode offers a practical, honest look at what it takes to build and scale a construction-related business from the ground up.Contact Michael here: https://www.linkedin.com/in/michael-potter-mrics-44bb3b15/

In this episode, Tom Griffiths sits down with Toby Henry, CEO of Accelerator Solutions, to explore how learning and development is evolving in a fast-changing business landscape. Toby shares an overview of his work helping organisations strengthen their talent, leadership capabilities, and service culture—particularly in sectors where people are the core differentiator, such as consulting, legal services, social housing, and construction.A major theme of the conversation is how companies can build the human skills that technology can’t replace. Toby discusses the rising demand for training in communication, trust-building, commercial awareness, and relationship development—skills that remain essential even as AI reshapes workplaces. He explains how Accelerator Solutions designs highly tailored, immersive programmes, often incorporating real-world case studies, external experts, live client pitches, and ongoing coaching to ensure genuine behaviour change.The pair also examine the common challenges organisations face before seeking support, including skill gaps, cultural misalignment, lack of investment in people development, and uncertainty about how to adopt new technologies like AI. Toby describes how his team helps diagnose these issues and create practical, contextual solutions that improve performance and employee experience.The conversation then shifts to Toby’s journey acquiring Accelerator Solutions, the first year of transitioning into ownership, and his priorities in shaping the business for scale. He shares insights into building operational excellence, clarifying roles and responsibilities, implementing EOS for better metrics, and focusing on strong gross-profit discipline within a people-based business.Finally, Toby offers a look ahead at future plans for organic growth and potential acquisitions, including exploring roll-ups, bolt-ons, and platform businesses that complement learning and development.Contact Toby here: https://www.linkedin.com/in/toby-henry-79498b13

In this episode, Tom Griffiths is joined by Jeremy Middleton, co-founder of Homeserve and an experienced investor in small- to medium-sized enterprises. Jeremy takes listeners through his entrepreneurial journey, from his early days at Procter & Gamble to co-founding Homeserve and transforming it into a cash-generative, FTSE 100 company over 30 years.Jeremy shares how he and his business partner Richard Middleton identified opportunities in the property and plumbing sectors, including the pivot from a traditional plumbing contracting model to an insurance-based, subscription model that provided homeowners with peace of mind. He explains why understanding customer needs and designing a scalable, predictable business model was critical to long-term success, and how the right marketing and partnerships amplified growth.The conversation also explores Jeremy’s transition from operational entrepreneur to investor. He discusses his approach to backing growth-stage businesses through his family office, focusing on proven business models that are profitable and capable of scaling. He highlights the importance of providing flexible, patient capital—often through minority equity stakes—and supporting entrepreneurs with strategic guidance rather than pushing for aggressive growth driven by external pressures.Jeremy emphasises the value of strong financial systems and visibility in early-stage companies, advising on forecasting, cash management, and the role of fractional or full-time finance directors. He also shares how his team identifies investment opportunities, prioritising proactive outreach and research over responding to polished investor decks, and how they tailor support to each business depending on its needs and management capability.This episode offers practical insights for entrepreneurs, investors, and anyone interested in scaling businesses thoughtfully, highlighting the balance between capital, strategy, and patience in building sustainable success.To Contact Jeremy: https://www.linkedin.com/in/jemiddleton/

In this episode, Tom Griffiths sits down with Neil Fagelman, Managing Director of Merco Facilities Management, to explore his journey from operations manager to business owner. Neil shares how, after years of running the business on behalf of the previous director, he acquired Merco in 2022 and stepped into the responsibility of leading a company with over 100 employees.The conversation delves into the challenges of transitioning from operations to ownership, particularly the financial pressures and the learning curve of managing payroll, profit and loss, and business strategy. Neil reflects openly on the mistakes he made along the way, including exploring side ventures like Airbnb cleaning, and how those experiences helped him refocus on the core business: commercial cleaning contracts.Neil highlights the importance of recurring contracts over one-off jobs, noting how long-term relationships with clients—particularly schools and commercial property managers—drive stability and sustainable growth. He also discusses his approach to team management, from supporting office staff to implementing systems like Zoho for onboarding and CRM, enabling scalable operations without proportionally increasing fixed costs.The episode also covers Neil’s strategy for business development. Rather than traditional networking, he has leaned into social media marketing and organic referrals to grow the brand and pipeline, reflecting on the balance between social and business networking.Looking ahead, Neil shares his growth ambitions, including expanding the team, pursuing tenders through bid writers, and increasing the number of contracts while maintaining healthy margins. His ultimate goal is to build a company that employs over 200 people, delivering value for clients while supporting his own family’s lifestyle.Listeners will gain insight into the practicalities of running a service-based business, the challenges of scaling operations, and the mindset required to grow a company responsibly and sustainably.To Contact Neil: https://www.linkedin.com/in/neil-fagleman-a27aab58/