7 Figure Leaders

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/