Simple,
smart,
scalable
business growth.

In this article, originally featured in Elite Business: Rising U.S. tariffs are set to disrupt global supply chains, tighten margins, and push inflation and interest rates higher

Rising U.S. tariffs are set to disrupt global supply chains, tighten margins, and push inflation and interest rates higher. For exporters, this means higher costs and unpredictable market conditions.

The key to thriving in this environment is resilience—guarding against risks while seizing new opportunities.
A brand exporting manufactured products must act decisively to keep operations agile, cost-efficient, and market responsive. Here’s a practical blueprint to navigate these challenges effectively.

Reinforcing the foundation

Why it works

Relying on a single source is vulnerable. Spreading orders across multiple suppliers reduces risks from tariff hikes and supply disruptions and allows for negotiation with existing suppliers.

Example: A hair extension distributor once sourced Remy hair exclusively from Italy. When an earthquake disrupted supply, the company turned to an alternative provider in Brazil. This move secured supply and introduced a lower-cost fighter brand, making their offering more competitive and resilient.

Localize production or assembly

Action: Shift parts of the production process to the U.S. or regions with favourable trade agreements.

Why it works: Partial localisation can bypass tariffs, reduce lead times, and improve market responsiveness.

Example: A U.S. engineering firm expanding across Africa partnered with a local geospatial intelligence supplier. This move provided on-the-ground insights, strengthened relationships with regional governments, and led to a preferred status on new projects.

Optimize inventory and production processes

Action: Build a safety stock of key materials and apply lean manufacturing principles.

Why it works: Holding essential inventory shields against supply disruptions, lean processes reduce waste and lower costs, making operations more resilient. Tariff-induced inflation also makes holding stock a strategic store of value.

Example: A biker clothing brand struggled with denim shortages in China. When a factory’s large order was cancelled, the company capitalised on the opportunity, securing bulk denim at a favourable price. This stabilised supply and provided a higher return than cash in the bank.

Adjust pricing strategies and product configurations

Action: Develop flexible pricing models and redesign products to minimise tariff-sensitive components.

Why it works: Passing every cost increase to customers is unsustainable. Innovative pricing and product adjustments help maintain a competitive edge while protecting margins.

Example: A company splits its value proposition between a physical product and essential services. While the product attracted tariffs, the services did not.

Build strong, local partnerships

Action: Establish relationships with U.S.-based distributors and retailers.

Why it works: Local partners provide market access, logistical support, and insights, accelerating market penetration while mitigating tariff impact.

Example: When Brexit hit, many exporters partnered with Dutch distributors to share warehouse space and logistics resources. This strategy minimised tariff exposure and expanded their European presence and relevance.

Embrace continuous innovation

Action: Invest in R&D to improve products and explore new materials.

Why it works: Innovation ensures competitiveness even as cost pressures rise.

Example: A German company invested in a green steel plant in Namibia, gaining access to carbon credits and eco-friendly credentials. This move strengthened its market position in Northern Europe, where sustainable products command a premium.

Expand market reach

Action: Reduce dependence on the U.S. by targeting alternative international markets.

Why it works: Diversifying across multiple regions spreads risk and uncovers new growth opportunities.

Example: Nando’s, initially a South African brand, expanded globally by franchising to South African expatriates. Similarly, rising UK emigration has opened new markets in the UAE, Singapore, and the U.S., where British nationals are investing and relocating.

Strengthen brand positioning through authentic storytelling

Action: Enhance marketing by showcasing your brand’s heritage, quality, and innovation.

Why it works: A strong brand narrative builds customer loyalty and justifies premium pricing, even when costs rise.

Example: British heritage brands like Brompton Bicycles and Denby Pottery emphasise their craftsmanship and local production advantages, creating deep emotional connections with consumers.

The path forward

This is not a theoretical exercise—it’s a practical roadmap for exporters facing a tariff-driven landscape. Companies can strengthen their defensive position by diversifying supply chains, localising operations, and optimizing production. Meanwhile, forging strong partnerships, continuously innovating, and expanding into new markets create opportunities for sustained growth.

The key to long-term success is adaptability. Implement these steps, stay alert to market shifts, and refine your approach as conditions evolve. A well-executed strategy ensures your brand thrives in an ever-changing global economy.

In this article, originally featured in Elite Business: Structure Determines Behaviour,” new employment legislation presents an opportunity to reshape our approach to finding, training, and retaining talent.

In response to the Labour budget, I recently facilitated a roundtable engagement with angry business owners. The deeply furrowed brows of concerned senior leaders concluded with a paradigm shift that opened new growth pathways.

WATCH more on this here

The recent UK budget and tightened employment laws may feel like an attack on business, but they also present an opportunity to redefine how we structure our organisations. The post-COVID remote work and the post-Brexit skills crisis have stretched and reshaped the traditional employer-employee compact. This could be the perfect moment to rethink and rebuild for businesses looking to thrive.

The value exchange in employment

At its core, the employer-employee relationship is a value exchange. A business pays a salary or bonus to derive measurable value from the employee’s work. Yet, many organisations need to quantify this exchange effectively, leaving them vulnerable to inefficiencies and misaligned expectations. If we can measure the value of tangible assets like machinery, why not apply the same principle to our people?

Consider the machine in a cheese-slicing business. The machine’s performance is precisely measurable: slicing 528 monthly blocks under optimal conditions. The operator’s role, which includes setting up, running, and maintaining the machine, can also be broken into measurable activities. This clarity in defining measurable tasks allows for more effective recruitment, value exchange and performance management. Each party knows what’s expected of them!

This same approach can—and should—be applied to every role in your business. It’s even more necessary in a services business where the assets (your people) walk out the door every evening. By viewing roles as systems comprising sequential, measurable activities, you unlock opportunities to improve recruitment, streamline performance management, and ultimately increase your return on employment.

Systems thinking for a changing workforce

The escalating costs and risks of employment demand a new way of thinking. Systematising work not only improves clarity but also highlights activities that can be digitised or automated. This frees employees from mundane tasks to give their time and attention to more interesting work. It also allows leaders to focus on core, strategic areas as they lighten their management load through effective, sticky delegation, which also helps reduce fixed costs.

This method addresses immediate challenges and builds resilience. Systematic roles and processes simplify delegation, training, and scaling. Far from constraining employees, it gives them freedom within a framework to fully express their potential in a role. As employment laws become stricter and employment costs rise, this structured approach offers sustainability, cost management, productivity gains, and resilience.

Engineering for the future

The Labour government’s changes may feel like a setback, but they invite us to rethink how we structure work. Redefining roles into systems will improve your recruitment success, employee tenure, and productivity and open pathways to digitisation, automation, and outsourcing. In this, a more agile business can be built, and without compromising customer experiences, a less cumbersome salary bill will help lighten the load of senior leaders to focus on what counts – growth.

When structure determines behaviour, thoughtful engineering of your business systems and roles can turn the challenge presented by Labour into opportunities.

In this article, originally featured in Elite Business: Simplifying your business focus is a necessary and effective approach to easing cognitive burnout and re-energising yourself and your business.

As business leaders we face constant decisions, information, and pressures, leaving many exhausted and disillusioned. While it might seem like an inevitable part of business, this mental drain has a specific cause. George Parsons’ research into cognitive overload tells us that our brains can only juggle so much at once. When flooded with demands, we slip into a “freeze, fight, flight, or fawn” state, similar to how the body reacts under threat. If left unchecked, this cycle of overload and avoidance can paralyse decision-making.

To remain effective, regain control and break the burnout cycle, we need to simplify our business focus.

Understanding cognitive overload and the cost of ‘doing everything’

Running a business has become a lot more complex as a result of Brexit, COVID, skills crises, the cost of living, collapsing infrastructure, and morphing tax, climate, and employment legislation in a moribund economy. This load is compounded by the 24/7/365 information cycle—endless streams of news, events, and opinions accessible around the clock via digital channels. Each input demands attention, shifting focus and energy from meaningful decisions to constant reactions.

When constantly overwhelmed, our brains struggle to manage it all, slipping into cognitive overload. George Parsons’ research on memory says that our brains handle around 7 (give or take 2) pieces of information at a time, and operating beyond this causes lapses, errors, and mental strain. The freezing, fighting, fleeing, or fawning, behaviour often seen in business decisions. The result? Fatigue, hesitation, and even avoidance in making choices.

Instead of stretching to meet every demand, the answer may lie in slimming down: identifying who you serve best, what problems you solve, and aligning your business around that specific purpose.

Simplifying through purpose: Shift from selling to solving

If you’re feeling drained, it may be time to refocus on a core purpose—moving from merely selling products and services to solving tangible problems for a defined customer group. Rather than trying to attract everyone, determine your addressable market, not just anyone who could buy your product but those who genuinely benefit from your solution. By narrowing down your focus to a specific problem or set of problems, you simplify decisions, define clear objectives, and build credibility in one area.

Redefining your purpose lets you gain clarity on the customer experience and understand exactly what drives your target buyer. This clarity lets you streamline your lead generation, conversion, fulfilment, and retention processes. When you specialise in solving a defined problem, every part of the customer journey, from initial interest to loyal repeat customers, becomes clear and refined. As a result, cognitive load reduces, and your expertise grows, allowing you to deliver a solution repeatedly, efficiently, and with greater impact.

Next, delegate to build expertise. Reducing cognitive overload requires offloading tasks to others where possible. As you narrow your focus, empower your team to manage parts of the process. Delegation isn’t about giving up control but establishing a trusted system for repeated success.

And try to limit information overload, limit digital inputs to specific times each day. By creating boundaries around digital consumption, you avoid reacting to each update and focus on meaningful decisions.

Purposeful simplification as a path to lasting resilience

You create a structure that combats cognitive overload by aligning your business with a focused purpose and a clear audience. Instead of juggling every demand, you work intentionally, focusing on high-impact decisions that drive meaningful growth. This refined approach allows your brain to engage in deeper, strategic thinking, building resilience to handle future challenges.

George Parsons’ insights remind us that success isn’t just about doing more but about simplifying effectively to do better. Cognitive resilience comes from managing mental resources wisely, avoiding burnout, and creating a focused environment that builds expertise, confidence, and strength. By slimming down, business owners can regain control and clarity and, ultimately, a path to more sustainable and energised growth.

In this article, originally featured in Elite Business: Think of the economy like a sandwich, with the mid-tier businesses making up the meaty centre.

The highest nutritional value of a meat sandwich is the meat. Its high protein and minerals outweigh the high-carb content of its neighbours.

Most economies are like meat sandwiches. The UK’s economy is a sizable one, with 5.59 million businesses employing 27 million people and generating a hefty £ 4.5 trillion annual revenue.

The bottom slice of bread makes up the largest segment of business: the 5.3m sole proprietors and micro-enterprises who employ, on average, 1.6 people each. In effect, these businesses are self-created “jobs” for their owners. They also make up a significant voting population. Let’s make a tentative assumption that most of these entrepreneurs have a partner with everything to gain and lose from their economy. That means the voting power of this segment approaches a meaningful 10.6m ballot wins. Keeping them happy is a vital priority of any adept politician with eyes on Downing Street.

The top side of the sandwich sees dramatically smaller 8,000-odd companies that carry significant punch in their employment and tax contributions. With their extensive boards, NEDs, advisors, investors, c-suite executives, and deep establishment, sometimes centuries old, they carry weight in the corridors of Whitehall and feed a thriving public relations and media industry. A ‘lobbying’ budget to access the biggest customer in the land is not uncommon, nor is the understanding that your government representative today will likely be your board member tomorrow as the revolving door of politics and business swivel on the axis of shared interest.

The middle of this sandwich makes up the remaining 246,000 companies that carry the unfortunate moniker SME. Mostly privately held by growth-minded, self-funded entrepreneurs, they employ an average of 58.5 people. They don’t have the numbers to impact voting significantly, nor the budgets to invest in lobbying the government for access to opportunities or to influence policy. They also are considered by many to be “doing just fine”, implying that they are better off than the many who are not and, therefore, no resources or support should be directed their way. Yet society should pay closer attention to them.

Building a business that matures from micro to established and growing requires a growth mindset. That mindset sees the business owner continuously investing their money and time, committing to the 50 to 80-hour week commonly needed to fill the multiple roles their business demands, making them some of the most committed investors in our country. Their limited access to funding also increases their investment horizon. Building a business into a wealth-generating asset typically requires a 20 to 30-year investment horizon. It takes time and money to anchor the business within its locations, communities, suppliers, customers and employees. SMEs also face high levels of competition, given the maturity of our economy and the vested interests in this segment. Competition drives innovation, which attracts talent and funding. Focusing on SMEs across the UK is vital to levelling up and creating a fairer, more inclusive economy, which is the cornerstone of sustaining a democracy.

As an aside, my objection to SME as a descriptor of this segment is manifold. I’ve yet to meet a business owner who is joyously risking everything they have, griding out 80-hour weeks, contending with the relentless challenges posed by suppliers, customers, employees and increasingly government red tape with the intent of building a ‘small’ business. Reducing the dreams and ambitions of front-footed entrepreneurs is offensive and condescending. Governments and corporations that refer to this segment ought to think about changing their language to change their behaviour and find resonance and relevance to this segment, whether they be clients or a voting segment of society.

Building, amplifying and accelerating the nutritional value of the meat in the sandwich to deliver these outcomes is critical to unlocking a thriving economy that puts Britain back in a leading position in the global economy. Let’s back these businesses with fervour and enlightened self-interest.

In this article, originally featured in Elite Business: Like a health-check for humans, a business health check aligns you and your team to drive towards a common destination.

Achieving industry leadership is not trivial in the business world. Yet, when asked about their future ambitions, many state they want to be ‘a leading business in the industry’ or ‘the industry leader in XYZ’. Given this propensity and to not trivialise this achievement, let’s dig into what it truly means to be a leader in your industry and outline practical steps to move from a vague vision statement to a measurable and achievable business objective.

What does it mean to be a leading business?

When pressed to explain what “leading” means, business owners often struggle to provide a clear definition. Without a precise and measurable definition of leadership, this goal can become an empty claim, communicating that your commitment to growth is thoughtless and relies on hope and prayer rather than a clearly defined intent and action plan.

The importance of clarity

A business must define leadership in its specific context to become a true industry leader. Is it about market share? If so, who constitutes the market? For example, if you manufacture luxury furniture, you need to break down what “luxury furniture” includes. Is it dining room tables, sofas, chairs, or lounges? Understanding your market and product specifics is crucial.

Setting realistic and measurable goals

Let’s say your focus is on luxury dining room tables. The first step is determining how many such tables are bought annually in your target market. If you identify that 500,000 dining room tables are sold each year in your defined geographic region, you then need to ascertain how many of these qualify as high-quality luxury items. Suppose 5,000 of these meet the high-quality standard. This gives you a tangible target to aim for.

Understanding market share

You must know your competitors and their market shares to claim industry leadership. If you have ten competitors and the market is evenly split, each would sell about 500 tables annually. If your goal is to be the leading supplier, you must sell more than 500 tables annually. By consistently increasing your sales figures—say from 500 to 600 to 1,000 to 1,500—you can objectively measure your progress towards market leadership.

Enhancing business operations

Achieving and maintaining a leading position requires continuous improvement in various aspects of your business. This includes enhancing your products’ quality, price, service, delivery, durability, and brand reputation. By systematically improving these areas, you can increase your market share and solidify your status as an industry leader.

Claiming to be the leading business in your industry is more than just a statement—it requires a clear, measurable, and achievable plan. By defining what leadership means in your specific context, understanding your market, setting realistic goals, and continually improving your business operations, you can become a true leader in your industry.

I give a quick overview of this idea in a 2m 23s video.

In this article, originally featured in Business Leader: In the fiercely competitive market, The Modern House is setting itself apart using rich, curated content and a design-centric approach

In this article, originally featured in Business Leader: Meet the father and son duo aiming to take their family business, car dealership Romans International, to new heights

In the world of small businesses, defining and achieving industry leadership can be a complex but rewarding goal. This article discusses what it truly means to be a leader in your industry and outlines practical steps to move from a vague vision statement to a measurable and achievable business objective.

What Does It Mean to Be a Leading Business?

Many companies state in their vision or mission that they aim to be the leading business in their industry. However, when pressed to explain what “leading” actually means, business owners often struggle to provide a clear definition. Without a precise and measurable definition of leadership, this goal can become an empty claim.

The Importance of Clarity

To become a true industry leader, a business must first define what leadership means in its specific context. Is it about market share? If so, who constitutes the market? For example, if you are in the business of manufacturing luxury furniture, you need to break down what “luxury furniture” includes. Is it dining room tables, sofas, chairs, or lounges? Understanding your market and product specifics is crucial.

Setting Realistic and Measurable Goals

Let’s say your focus is on luxury dining room tables. The first step is to determine how many such tables are bought annually in your target market. If you identify that 500,000 dining room tables are sold each year in your defined geographic region, you then need to ascertain how many of these qualify as high-quality luxury items. Suppose 5,000 of these meet the high-quality standard. This gives you a tangible target to aim for.

Understanding Market Share

To claim industry leadership, you must know your competitors and their market shares. If you have ten competitors and the market is evenly split, each would sell about 500 tables annually. If your goal is to be the leading supplier, you need to sell more than 500 tables per year. By consistently increasing your sales figures—say from 500 to 600 to 1,000 to 1,500—you can objectively measure your progress towards market leadership.

Enhancing Business Operations

Achieving and maintaining a leading position requires continuous improvement in various aspects of your business. This includes enhancing the quality, price, service, delivery, durability, and brand reputation of your products. By systematically improving these areas, you can increase your market share and solidify your status as an industry leader.

Claiming to be the leading business in your industry is more than just a statement—it requires a clear, measurable, and achievable plan. By defining what leadership means in your specific context, understanding your market, setting realistic goals, and continually improving your business operations, you can move towards becoming a true leader in your industry.

“Boring businesses” often go unnoticed but hold valuable lessons in sustainability and success. Despite their lack of media attention and glamour, these businesses demonstrate critical principles that can benefit any industry.

Understanding Boring Businesses

Boring businesses are rarely in the spotlight. Examples include recycling operations or foam fabrication. Foam fabrication, for instance, involves purchasing large bales of foam, cutting and shaping them, and then supplying them to furniture and mattress manufacturers. While these industries may lack excitement, they are essential and well-established, often attracting little new investment or media coverage.

Key Lessons in Longevity

The primary advantage of boring businesses lies in their maturity and stability. These industries are typically entrenched with established suppliers and customers, creating a steady, if unremarkable, ecosystem. For instance, the foam fabrication industry relies on a few large suppliers, leaving little room for new entrants. Similarly, customers in these industries treat the products as commodities, focusing on price and convenience.

The Competitive Edge

In such markets, the key to success lies in efficiency and reliability. Using the foam fabricator example, companies that excelled were those that could deliver quickly and reliably. Initially, the ability to fabricate and deliver foam within a six-hour window was a significant competitive edge. However, as this became standard, the focus shifted to cost control and efficiency.

Embracing Innovation in Boring Industries

Despite their mundane nature, boring businesses present unique opportunities for innovation. While these businesses might be reluctant to invest in modernization, those that do can significantly distinguish themselves. By introducing efficient processes and modernizing their operations, these businesses can attract new talent and investment.

Take Away

Boring businesses, though often overlooked, provide critical insights into business longevity and success. They thrive on stability, efficiency, and cost control. For entrepreneurs, the key takeaway is that success doesn’t always come from exciting industries. Sometimes, the greatest opportunities lie in the most mundane sectors. By focusing on efficiency and embracing innovation, even the dullest business can become a beacon of success.

In this article, originally featured in Elite Business: Like a health-check for humans, a business health check aligns you and your team to drive towards a common destination.

In the face of uncertainty, the key to maintaining sanity and effectiveness as well as securing a meaningful return on your time and attention is to anchor on something within your control; that is measurable, and communicable. But what should this anchor be?

As a business owner and leader, you are a servant to your business. Serving it means catering to what it needs to thrive. Consider this: when you go for a medical check-up, after a few prods, plugs, needles, and readings, a physician qualifies you as healthy. A health check-up assesses overall health, identifies potential issues early, and allows for discussion of health concerns with a doctor.

This comprehensive assessment includes a review of personal and family medical history, lifestyle, and symptoms to identify risk factors; a physical examination checking vital signs and various body parts; blood tests to measure important biomarkers; recommended screening tests based on age, sex, and risk factors; and imaging tests if needed. The check-up concludes with lifestyle and wellness counselling on diet, exercise, and other health factors.

To conduct a health check on your business, you need an ideal “state of health” measure – something simple, accessible, and clean that considers the holistic well-being of the business. For instance, having a good heart rate but a poor liver does not equate to good health.

Company valuation is a comprehensive health check for your business. It considers the business and its context and is driven by five primary levers:

Positioning

What makes your business stand out in a competitive, noisy industry?

System of delivery 

How do you find new customers, engage them, onboard them, fulfil your promises, and retain them using business systems, processes, and activities?

Purposeful team

How do you get the right people to do the right thing at the right time?

Growth 

How do you grow revenue, profit, and profitability?

Value

How do you navigate your business and direct your team toward a clearly defined destination using your positioning as a blueprint to design and institute your system of delivery to guide and empower your team’s performance that generates growth?

These levers span your entire business and industry. They are all equally measurable, making your company valuation the most comprehensive yet straightforward health indicator.

How you communicate this idea to your team is crucial. Revenues are driven by the quantity and value of products and services you sell and deliver. Connecting the quantity of products or services to your company valuation offers a more accessible and inclusive understanding of your company’s health check. Instead of using a £50 million company valuation as a destination, use the language of the business that everyone understands – make 500 cars, deliver 150 projects, or sell 3,000 subscriptions in the year of measure.

This inclusive language gets everyone on board and helps them understand where you are heading. Next, confirm why it matters. If your business purpose is well-defined and your business’s impact on the lives of customers, suppliers, the environment, and society is clear, doing more becomes almost a responsibility.

Finally, relate it to “what’s in it for me” for your team. A growing business secures work, employment, and advancement for those willing to earn it. Everybody wins.

Be bold. Be brave. Pick a sizeable number. Set a timeline. Lead.

When starting a business, many people envision a smooth, uninterrupted path to success. The expectation is often that after acquiring a few customers, the company will naturally grow, eventually reaching the heights of financial success and market dominance. However, this idealized view of growth doesn’t match the reality for most businesses.

The Misconception of Linear Growth

Business growth is often portrayed as a simple, linear process in presentations and business plans. These charts typically show a smooth, rising line, implying that growth is steady and predictable. However, this perception is fraught with problems:

1. Unsustainable Growth: Rapid growth without proper planning can be unsustainable due to limited time and resources. Businesses can quickly become overwhelmed, leading to burnout and operational inefficiencies.
2. Increased Complexity: As a business grows, the complexity of managing resources, coordinating activities, and ensuring smooth operations increases. This can lead to challenges in maintaining quality and consistency.
3. Unprofitable Expansion: Constantly pushing for growth without considering profitability can result in a scenario where the business is always “burning to earn.” This approach can lead to financial instability and, in extreme cases, bankruptcy.

Sustainable Growth: A Structured Approach

Sustainable growth requires careful planning, adequate resourcing, and consistent measurement. Here are some key strategies for achieving this:

1. Grow in Steps: Just like a staircase, business growth should involve periods of consolidation (the tread) followed by periods of expansion (the rise). This allows for the business to strengthen its foundation before taking on more significant challenges.
2. Grow Like a Body: Think of business growth as similar to physical growth. There are periods where energy is focused on increasing height (revenue and customer base), followed by periods where energy is directed into strengthening the structure (operations, systems, and processes). This cycle repeats, ensuring that the business is not only growing but also becoming more robust and resilient.

The Importance of a Strong Foundation

One common mistake among business owners is to focus solely on scaling and revenue growth without first ensuring that the underlying foundation is solid. This foundation includes:

• Processes and Systems: Developing efficient processes and systems that can handle increased workloads without compromising quality.
• Resource Management: Ensuring that there are enough resources, including time, money, and personnel, to support growth.
• Capacity Building: Building the capacity to handle growth, which includes both physical resources (like machinery and infrastructure) and human resources (training and developing employees).

Measuring and Managing Capacity

To manage growth effectively, it’s crucial to measure the capacity of your business accurately. This involves understanding the limits of your equipment, the capabilities of your team, and the overall operational capacity. For instance, if a machine can produce 10,000 units a day, pushing it beyond this limit without additional resources will lead to inefficiencies and potential breakdowns. Similarly, understanding the workload of your employees and ensuring they are not overburdened is essential to prevent burnout and turnover.

Creating Systems for Independence

For a business to thrive, especially as it scales, it must be able to operate independently of its owner. This means creating robust systems that can function effectively even when the owner is not present. Small business owners often focus on growth and revenue without developing these systems, leading to operational challenges and inefficiencies.

Growing a business is more than just acquiring customers and increasing revenue. It involves building a strong foundation, planning for sustainable growth, and managing resources effectively. By understanding that growth is not a linear process and requires careful planning and measurement, business owners can avoid common pitfalls and build a business that is both profitable and resilient.
https://omny.fm/shows/the-money-show/small-business-focus-growth-is-not-a-straight-line

In this article, originally featured in Business Leader: The founder of Sheffield-based International Energy Products talks about the company’s big ambitions and how it is achieving them.