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/