In this episode of Best in Class, I chat with Chris Johnson, co-founder of Arx Nova, a crisis and stabilisation consultancy that helps businesses navigate tough transitions — whether that’s rapid growth, stagnation, or genuine distress.

They unpack the real meaning of “crisis,” reframing it as any point where a business risks losing control — from runaway success to financial pressure. Chris explains why most businesses don’t fail because of one big mistake, but because their foundations weren’t built to support growth, and how Arx Nova’s “business trauma doctors” model helps leaders regain stability fast.

Martin and Chris also dig into the emotional side of leadership — denial, pride, fear of letting people down — and why sometimes the hardest decisions (like restructuring) are the ones that save a company.

This is a frank, relatable chat about what happens behind the scenes when businesses hit a wall, how to spot the warning signs early, and why asking for help sooner is always the smarter move.

• Crisis doesn’t always mean failure — it can mean rapid growth, stagnation, or loss of control.
• Speed matters. Arx Nova works like “business paramedics,” stabilising companies before deeper damage sets in.
• Foundations are everything. Growth without structure or systems inevitably leads to crisis.
• Denial is dangerous. Many leaders see warning signs but delay action due to pride or emotional ties.
• Outside perspective saves time and money. External experts cut through internal politics and help leaders make clearer decisions.
• The human element matters. Founders often carry the emotional weight of their team’s livelihoods, which clouds judgment.
• Every decision should link back to your true business goal — not just survival or keeping everyone employed.
• Admitting you need help isn’t weakness — it’s the start of getting unstuck.

00:00 – Introduction and why “crisis” deserves a rethink

01:00 – How Arx Nova was born from crisis and what it really does

04:10 – Why “crisis” isn’t always bad — sometimes it’s success gone too fast

07:50 – The “business trauma doctor” approach and acting fast

10:20 – Martin’s journey from recruiter to business leader and lessons learned

13:00 – Experience vs. exposure: how real-world lessons shape better decisions

16:40 – The denial trap: why leaders ignore red flags

18:00 – The emotional weight of leadership and tough calls

20:00 – Operational wastage and learning from mistakes

22:30 – Why people problems are often at the root of crises

23:30 – How Arx Nova partners with others (like Higher) to support recovery

24:00 – How to reach Arx Nova and final thoughts

In this episode of Best in Class, I’m joined by Richard Dickson, co-founder of Play It Green, a conscious capitalist on a mission to prove that being transparent about absolutely everything really does work.

Richard shares how Play It Green helps individuals and businesses take small, sustainable steps through education, footprint reduction, and nature repair. All while giving 10% of turnover to good causes. What began as a £5-a-month subscription to plant trees has evolved into a global community of over 250 businesses committed to reducing their impact and doing business better.

We discuss why transparency builds trust, how conscious capitalism can fuel both purpose and profit, and why sustainability has moved from being a “nice to have” to a clear business advantage.

If you’re interested in the intersection of impact, culture, and commercial growth then this one’s for you.

Key Takeaways

• Transparency isn’t just ethical — it’s strategic. Being open about your operations, finances, and impact builds trust with customers, employees, and investors.
• Conscious capitalism works. Profit and purpose can co-exist when you embed social and environmental responsibility into your business model.
• Sustainability now makes business sense. From reduced costs to winning tenders and investment, the commercial case is undeniable.
• Gen Z expects openness. The new generation of employees and consumers value authenticity and won’t buy from — or work for — companies that hide behind corporate speak.
• Culture starts inside. Transparency within a business creates trust externally. The two go hand in hand.
• Long-term thinking wins. Sustainability and transparency aren’t trends — they’re foundations for future-proofing any business.

Episode Chapters

00:00 Introduction

03:00 The Story Behind Play It Green

06:30 What Play It Green Actually Does

10:30 Why Transparency Matters

13:30 The Business Case for Transparency

17:00 Sustainability as a Competitive Advantage

21:30 From Scepticism to Success

25:30 The World Is Changing

27:00 Proud Moments and Milestones

29:00 Closing Thoughts

In this episode of Best in Class, I’m joined by Ben Duckworth, CEO of Heat Engineer Software, part of a wider group of businesses that grew from a four-person fuel start-up into a 200-strong organisation spanning fuels, environmental services, fuel cards, and now software.

We explore how a culture of experimentation, where trying new things is encouraged and failure isn’t feared, has been central to that growth. Ben shares how this mindset has kept complacency at bay, created opportunities to diversify, and helped build an environment where employees feel free to contribute ideas.

We talk about how to ringfence risk so innovation never threatens the wider business, why “silly questions” often lead to the best breakthroughs, and how revisiting old ideas at the right time can spark success. Ben also explains how small innovations, from personalised customer welcome videos to recording proposal walk-throughs, strengthen human connection and create real differentiation.

Alongside this, we touch on leadership myths, the importance of collaboration in tackling challenges like net zero, and why the best leaders focus on what they’re good at while empowering others to do the rest.

If you’re interested in building a culture where innovation thrives, complacency is avoided, and failure is seen as part of progress, this episode is packed with practical lessons and inspiration.

Key Takeaways

• Ben Duckworth is the CEO of Heat Engineer Software, part of a 200-person group that began as a regional fuel supplier.
• A culture of experimentation and openness to failure fuels growth and diversification.
• Innovation should be ringfenced and tested safely to avoid major business risk.
• “Silly questions” often uncover inefficiencies and lead to the smartest improvements.
• Revisiting old ideas when the timing is right can lead to new opportunities.
• Small creative touches, like welcome videos or video proposals, build stronger customer connections.
• Collaboration — across employees, customers, and suppliers — is essential for progress and tackling challenges like net zero.
• Leaders don’t need to be experts in everything; they should focus on strengths and surround themselves with specialists.

Chapters

00:00 Introduction to Ben Duckworth and Heat Engineer Software

01:19 From four-person start-up to a 200-strong group

04:16 Building a culture where experimentation is safe

07:40 Why revisiting old ideas can work when timing changes

10:57 Using video to create stronger customer connections

14:05 Humanising proposals and strengthening loyalty

17:22 Leaning into team strengths and external inspiration

19:53 Serving both the customer and their customer

20:59 Employee feedback and idea-sharing without fear

23:29 Defending against complacency and staying agile

26:35 Ringfencing risk and testing innovation safely

28:14 Creating an environment where failure is acceptable

30:34 Asking the right questions to find 1% gains

32:11 The biggest myth about running a business

In this episode of Best in Class, I’m joined by Steven Hendry, Group Managing Director of Watson Towers Group — the parent company of Cairnhill Structures, a steel manufacturer that’s thriving in a shrinking UK industry.

We explore how Steven and his team have embedded a culture of continuous improvement at every level of the business, enabling Cairnhill to grow where others have faltered. Steven explains how small, consistent changes, from workforce development to supply chain partnerships, have transformed Cairnhill into a resilient, forward-thinking business.

We talk about why creating a workplace where everyone has a voice (and feels heard) is key to progress, and how even employees who leave often become advocates.... and sometimes return. Steven also shares how suggestion boxes, often dismissed as gimmicks, actually deliver real impact when employees see their ideas acted upon and rewarded.

You’ll hear about Cairnhill’s innovative apprenticeship and training pathways, how they’ve built loyalty in an industry struggling with a skills shortage, and how they extend their improvement ethos into their supplier relationships.

If you’re interested in growing sustainably in a tough market, creating a culture of trust and improvement, and inspiring your team to drive change from the ground up, this episode is full of real-world lessons and actionable ideas.

• Steven Hendry is the Group Managing Director of Watson Towers Group, which includes Cairnhill, a steel manufacturer with ~200 employees.
• Continuous improvement is about marginal gains — small, daily changes that add up to major impact.
• Apprenticeship and training schemes build loyalty and a pipeline of talent in industries with skills gaps.
• Employees who leave on good terms often become advocates and sometimes return.
• Suggestion boxes can work — but only if employees see their ideas implemented and valued.
• Culture shifts happen when everyone feels they have a voice and ownership in the business.
• Supply chains should grow and improve alongside your business, not hold you back.
• Leadership is about showing up, empowering others, and passing on the support you’ve received.

00:00 Introduction to Steven Hendry and Watson Towers Group

01:18 What Cairnhill does and its place in the UK steel industry

04:10 Why Cairnhill is growing while the industry declines

08:12 Apprenticeships, training, and creating advocates

12:43 Marginal gains and the power of 1% improvements

13:17 Learning from others: bringing external inspiration home

14:32 How to make suggestion boxes effective and rewarding

19:43 Building a culture where everyone is on the journey

24:26 Extending continuous improvement into the supply chain

28:42 The mentors and values that shaped Steven’s leadership

32:52 Closing reflections and takeaways

In this episode of Best in Class, I’m joined by Paul Dawson, CEO and Founder of Agena Group — a business that’s challenging how organisations think about culture, retention, and mobility.

We explore why most companies focus on the wrong question when it comes to staff turnover, obsessing over why people leave, rather than understanding why they stay. Paul explains how this simple mindset shift has transformed retention and engagement across Agena’s 380-strong team.

We dive into the power of stay interviews (and why exit interviews are often too little, too late), how to embed internal mobility without breeding resentment, and why creating a safe environment where people feel trusted to try, fail, and grow is the hallmark of a healthy culture.

Paul also reflects on his own unconventional leadership journey, from leaving school at 16 to running nationwide schemes like London’s Congestion Charge and now leading a fast-growing parking technology and services group. He shares how a mix of inspiring mentors and poor managers shaped his philosophy of inclusion, trust, and putting people first.

If you’re interested in rethinking retention, creating an authentic culture, and keeping your best people engaged and challenged, this episode is packed with practical ideas and refreshing perspectives.

• Paul Dawson is the CEO and founder of Agena Group, which manages over 9,300 parking assets in the UK.
• Retention starts by asking employees why they stay — not just why they leave.
• Stay interviews provide better insight than exit interviews.
• A culture of trust and psychological safety encourages growth and innovation.
• Internal mobility can strengthen retention if managed transparently.
• Leaders must understand individual ambitions — not everyone wants promotion, and that’s okay.
• Shifting metrics from attrition to retention reframes the conversation in a positive way.
• Building a culture where people feel challenged and supported helps them stay longer.
• Leadership style is shaped by both positive mentors and negative experiences.

00:00 Introduction to Paul Dawson and Agena Group

01:13 Paul’s eclectic career and lessons from controversial UK-wide schemes

03:22 What Agena Group does and its role in society

06:28 Why culture needs to be felt — not just written

07:20 How stay interviews flip the retention narrative

12:53 Building a safe space for stretch and failure

17:33 Internal mobility and keeping talent engaged

21:00 Managing human emotions when top performers move teams

23:26 Why retention is about trust and transparency

28:09 Paul’s leadership journey and influences

30:52 Closing reflections and takeaways

In this episode of Best in Class, I’m joined by Lucinda Reader, founder of Ravello HR and a people strategy expert with a career spanning global giants like Harrods, KPMG, and Stryker.

We talk about:

• Why most companies have business plans but no people plans
• How to map out your future workforce and avoid lazy like-for-like hires
• Why job titles are not the same as skills
• The power of skills matrices and internal cross-training
• Why culture and workforce planning are inseparable

Lucinda also shares stories from hiring ex-athletes and supporting prison leavers, showing how high performance can come from unexpected places.

This is a must-listen for any business leader who wants to build a smarter, stronger, future-ready organisation.

Key Takeaways

• High performance teams require a clear understanding of skills needed.
• A people plan is essential for aligning with business goals.
• Hiring should focus on future needs, not just replacements.
• Organizational culture plays a crucial role in recruitment.
• Cross-training can maximize existing talent within a company.
• Understanding skills is more important than job titles.
• Feedback is vital for personal and organizational growth.
• Proactive workforce planning can give businesses a competitive edge.
• Investing in employee development doesn't always require a budget.
• Creating a culture of open dialogue enhances employee satisfaction.

Chapters

00:00 Introduction to High Performance in Organizations

02:01 The Importance of a People Plan

05:07 Understanding Skills and Workforce Planning

10:08 Hiring for High Performance

15:10 Bridging Skills Gaps and Cross-Training

19:54 The Role of Culture in Workforce Development

24:53 Feedback and Continuous Improvement

In this episode of Best in Class, I’m joined by Zohaib Hashim, Founder and CEO of Blackmont Legal — a law firm that’s flipping the script on how legal services are delivered.

We explore what it really means to be a mission-led business in an industry that’s often seen as rigid and transactional. Zohaib shares how Blackmont’s guiding purpose — to redefine legal services for modern businesses — isn’t just a slogan, but the lens through which every decision is made.

We dive into the thinking behind their innovative subscription-based pricing model, why it builds stronger, longer-lasting client relationships, and how it helps SMEs access legal support proactively instead of only when crisis hits.

Zohaib also reflects on why trust, transparency, and commercial understanding are essential traits for any modern legal partner, and why traditional billable-hour models are no longer fit for purpose.

If you're interested in pricing innovation, mission-driven service design, or how to evolve a professional service business to meet modern expectations, this episode is full of sharp insights.

Key Takeaways

• Zaheb Hussain is the CEO and founder of Blackmont Legal.
• Blackmont Legal specializes in corporate and commercial law.
• The firm adopts a mission-led approach to redefine legal services.
• They focus on understanding modern business needs and expectations.
• The subscription model allows clients to bank hours with their lawyers.
• Proactive legal support is more cost-effective than reactive measures.
• Building long-term relationships with clients is crucial for success.
• The majority of businesses in the UK are SMEs, which need tailored legal support.
• Zaheb believes in collaboration rather than competition among law firms.
• Networking and understanding client passions are key to providing value.

Chapters

00:00 Introduction to Zaheb Hussain and Blackmont Legal

00:49 Mission-Led Approach in Legal Services

04:06 Innovative Pricing Models in Legal Services

09:48 Understanding Client Needs and Building Relationships

17:58 The Future of Legal Services and Industry Evolution

In this episode of Best in Class, I’m joined by Helen Clayton, Managing Partner at PM+M — a firm that’s been around for over a century but is anything but old-fashioned.

We talk about how PM+M has grown from 80 to 180 people in the last decade... and not by chasing profit, but by putting people at the centre of everything. Helen shares how deeply embedded values shape everything from day-to-day decisions to long-term strategy, and how “doing the right thing” isn’t just a slogan it’s a practical guide when things get messy.

We dig into what makes PM+M stand out in a traditionally conservative industry: collaborative client ownership, values-led hiring, and empowering junior team members to help shape the future of the business. Helen also reflects on her own leadership lessons including the importance of self-belief and resilience.

If you're interested in culture-driven growth, modern leadership, or building a business that genuinely walks its talk, this episode delivers.

Key Takeaways

• PM & M has a rich history of over 100 years in accountancy.
• The company focuses on getting things done rather than just talking about them.
• Investing in people and their skills is crucial for business growth.
• Strong relationships with clients lead to long-term success.
• Values are not just words; they dictate behaviors and relationships.
• Every client is considered a PM & M client, fostering teamwork.
• Expertise is essential in a complex regulatory environment.
• Maintaining company culture requires constant communication and reinforcement.
• Recruitment processes are designed to ensure cultural fit and diversity.
• Learning from career mistakes is vital for personal and professional growth.

Chapters

00:00 - Introduction to PM & M and Helen Clayton

04:10 - The Growth Catalyst of PM & M

05:19 - People First Philosophy

10:25 - Evolving Client Relationships in Accountancy

13:23 - Maintaining Culture and Values

14:56 - Recruitment Strategies for Cultural Fit

24:08 - Reflections on Career Growth and Learning

In this first episode of Best in Class, host Martin sits down with Martin Baker of Fluent Money to explore how putting the customer truly first isn’t just good service — it’s smart business.

Fluent Money is on a mission to disrupt the mortgage industry by delivering a radically better customer experience, underpinned by empathy, operational innovation, and thoughtful use of technology. Martin shares how they’ve moved away from the traditional lone-broker model and instead built a scalable, team-based approach that supports customers every step of the way — without sacrificing the human touch.

From eliminating jargon and ego to using tech that works with people, not instead of them, this episode is packed with insights for any business leader looking to build a company that’s genuinely best in class.

• Fluent Money is simplifying how customers access funding in a complex, jargon-heavy industry.
• Empathy isn’t soft — it’s a commercial advantage, especially in financial services.
• The mortgage process often disempowers customers; Fluent is flipping that dynamic.
• Technology should amplify human connection, not replace it.
• A team-based model offers scale without sacrificing service.
• Digital engagement must respect the customer’s time, preferences, and vulnerabilities.
• Real disruption starts with asking: what problem are we solving?
• Listening to practitioners and customers leads to better, more scalable solutions.
• Continuous improvement and reassessment are key to staying “best in class.”

00:00 — Introduction to Best in Class

02:10 — Fluent Money: A Disruptor in Mortgages

07:29 — Empathy in Customer Experience

13:04 — Team Model vs. Individual Brokers

19:29 — The Role of Technology in Mortgages

25:27 — Conclusion and Key Takeaways