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