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For 17 years, I’ve worked inside service businesses where performance isn’t theoretical, it’s measured daily in jobs completed, invoices raised, and cash collected.
Today, I lead a 150-person operation supporting over 36,000 customers and managing £18m in revenue at a 20% profit margin. My responsibility spans the full delivery lifecycle, from installation through to ongoing service and maintenance.
Earlier in my career, I led teams of over 500 people across multiple regions.
Not by adding complexity, but by bringing structure, accountability, and control to how work gets done.
Because structure drives results.
I don’t focus on strategy documents or high-level advice.
I focus on how your business actually runs.
That means fixing the operational engine so:
The outcome is simple:
Most businesses don’t have a people or sales problem.
They have a structure problem.
On the surface, things look busy and successful.
Behind the scenes:
That’s where profit is lost.
Not through lack of effort, but through lack of structure!
If this sounds familiar, the first step is understanding where it’s breaking down.
I started exploring acquisitions and saw the same pattern repeatedly.
Good businesses. Strong demand. Hard-working teams.
But inconsistent delivery, unclear accountability, and profit that didn’t reflect the effort going in.
From a buyer’s perspective, that creates risk.
From an owner’s perspective, that reduces value.
I’ve also seen advice that encourages buyers to take advantage of that gap. That just doesn’t feel right!
A well-run business should:
That’s how you achieve a strong, fair exit.
And even if you’re not planning to sell yet, running your business as if you were improves performance, increases profit, and reduces reliance on you as the owner.
Impact Operations helps you take control of how your business actually runs.
Not by overcomplicating things, but by tightening what’s already there.
So that:
This isn’t theory.
It’s operational discipline, clear ownership, and systems that drive real results.
Because if the work isn’t completed, invoiced, and paid, it doesn’t count.
This is for service business owners who are:
If your business relies on you to keep things moving, there’s a better way to run it.
If you know there’s a gap in how your business is running, let’s fix it.
To build a network of well-run, high-performing service businesses where:
The next step is understanding where performance and profit are being lost and what to do about it.
