I became a founder in 2013, when a moment in my personal life forced me to make a decision that would define everything that came after.
At the time, I was working for a global data centre business when my dad passed away.
It became a choice: stay working for a multinational company or follow in his footsteps, set up on my own and give it a go.
I think that moment forced my hand.
It was probably always my plan, but that was what made the decision for me.
Earlier in my career, I’d worked in a smaller business and always thought my path would be to learn in a larger organisation and then eventually go back and build something of my own. But life doesn’t always happen like that.
Within weeks of going back to work, I realised my plan had changed. I had a choice: change it or be passive about it.
For me, the decision was made pretty quickly.
Over the years, building Hybrid Solutions Group into what it is today, a diversified engineering business solving complex problems across some of the UK’s most demanding environments, has been hugely rewarding. But there are things about being a founder that nobody really tells you.
Founder life is lonely
The biggest one is how lonely it is.
You’re presented with problem-solving opportunities every day, but those opportunities are relentless. They never really go away.
And you’ve not always got someone to bounce ideas off or be that support system.
Even now, with other directors in place, you can still come away from conversations and the decision-making process feeling like it’s a lonely place.
You have to be comfortable in that headspace.
You’ve got to be good at not letting yourself slip into a negative mindset, whatever problem comes your way.
You’ve got to try and turn it into a positive and find a solution.
One thing I do wish I’d understood earlier is the value of sharing that burden.
When I first started, I held onto everything. Bringing other people into the business as directors and shareholders has made a big difference.
If I could go back, I’d tell myself this: having a smaller piece of a bigger pie is better than having a big piece of a small pie.
I probably would have made that decision earlier.
But more than anything, I’d tell myself to be persistent.
Too many people expect instant success. They want to transform everything in the first six or 12 months, and when that doesn’t happen, they give up.
I think the biggest asset you can have is persistence through tough times.
What do you do when buyers and sellers don’t agree on the price?
You’ve got to play the long game, do good work and do it properly.
I read something recently that really resonated with me: it’s never been easier to start a business, but never been harder to keep one.
For me, that’s exactly right. The people who stick around, keep improving and keep doing their best are the ones who come out on top.
Looking ahead, if there’s one ‘battle scar’ I’d pass on to the next generation, it’s about culture.
Culture is key
Culture is my job. As a founder, you set it. That includes who you hire and who you fire. Both are equally important.
You can’t say, ‘that’s not the culture we wanted’ and step away from it.
It’s your responsibility to be deliberate about it and to protect it fastidiously.
Ultimately, being a founder isn’t about having all the answers. It’s about being resilient, getting comfortable with the pressure, surrounding yourself with the right people and just sticking at it.