In this episode, Tom Griffiths speaks with Tom O’Toole, founder of Bloom Construction, about building a modern refurbishment and retrofit company and navigating the financial and operational challenges of scaling a construction business.

Tom begins by explaining Bloom Construction’s focus on refurbishment and retrofit projects, primarily in the commercial sector but increasingly across education, residential, and historic buildings. The company typically operates on projects valued between £50,000 and £10 million, specialising in complex buildings where early-stage planning and technical understanding are critical. Tom highlights how their expertise lies in analysing existing buildings early in the design stage and helping clients identify what improvements or upgrades are realistically achievable.

The conversation then explores Tom’s career journey and the founding of Bloom Construction. After working his way up through site operations into management roles, Tom gained valuable insight into the commercial side of construction, particularly around cash flow, planning, and team management. Recognising a gap in the market for professionally delivered mid-sized refurbishment projects, Tom and his commercial partner launched Bloom Construction to serve projects that were often too small for major contractors but too complex for smaller firms lacking the necessary expertise.

A key theme throughout the discussion is the challenge of scaling a construction business, particularly in the early years. Bloom Construction grew rapidly—from £1.3 million in its first year to nearly £9 million in revenue within three years. Tom explains that securing a consistent pipeline of projects, managing risk, and maintaining strong cash flow forecasting were crucial to sustaining that growth.

The episode also explores the financial realities of construction, including the impact of compliance costs, staffing expertise, and the unpredictable nature of project-based revenue. Tom shares how Bloom manages risk through careful project selection and forward planning.

Looking ahead, the company aims to strengthen long-term client partnerships and leverage technology to remain efficient and competitive while continuing to grow sustainably.

Contact Tom here: https://www.linkedin.com/in/tom-o-toole-70b2301a

In this episode, Tom Griffiths speaks with Joe Hopson, Managing Director of UPR Scaffolding, about the evolution of a family-run construction business, the challenges currently facing the UK housebuilding sector, and the leadership lessons learned from taking over and growing a company.

Joe begins by sharing the origins of UPR Scaffolding, which was founded by his father nearly 20 years ago. Although Joe initially pursued a different route in construction, working for a main contractor after leaving school, he joined the family business in 2013 with the aim of helping modernise its operations. Over the past decade, Joe has progressed through several roles—from quantity surveyor to commercial manager, then director, and eventually Managing Director—before completing a management buyout and taking full ownership of the business.

A major focus of the conversation is how the business has evolved both culturally and operationally. Joe explains how he introduced a more professional and modern working environment, replacing the traditional image often associated with scaffolding companies. Improvements included better office facilities, clearer professional standards, and a stronger emphasis on teamwork and professionalism.

The episode also explores UPR Scaffolding’s growth strategy. Since Joe joined the business, turnover has more than doubled from approximately £4–4.5 million to over £10 million. Joe attributes this growth not to aggressive expansion, but to building strong relationships with the right clients—particularly residential housebuilders—and growing alongside them as their projects expanded into new regions.

Tom and Joe also discuss several industry-wide challenges, including a slow housing market, an ageing workforce, and the difficulty of attracting younger workers into physically demanding trades such as scaffolding. Joe outlines some of the initiatives his company is exploring to address this issue, including outreach to schools, training organisations, and alternative recruitment pathways.

Finally, Joe reflects on his role as Managing Director and the importance of balancing operational oversight with long-term strategy. Looking ahead, his focus is on maintaining stability during uncertain market conditions while continuing to build strong client partnerships that support sustainable long-term growth.

Contact Joe here: https://www.linkedin.com/in/joe-hopson-bsc-hons-49a1b9123

In this episode, Tom Griffiths speaks with Laszlo Daragics, founder of Bonus Eventus, about building and scaling a facilities maintenance business while maintaining strong customer relationships and operational efficiency. Bonus Eventus provides heating, ventilation, air conditioning (HVAC), gas, and building maintenance services to commercial and residential property portfolios, primarily working with property and facilities management companies across the UK.

Laszlo begins by sharing the origins of the company and the meaning behind the name Bonus Eventus, which reflects the business’s core philosophy of delivering a good outcome for every customer. Drawing on nearly two decades of experience in the mechanical and electrical services sector, he explains how the business evolved from small residential plumbing jobs into a national maintenance provider responsible for numerous commercial properties and apartment blocks. Much of the company’s early growth came through referrals from property managers who valued reliability and consistent service.

A key theme throughout the conversation is scaling a service-based business while protecting profitability. Laszlo reflects on earlier stages of the company when revenue grew quickly but margins remained extremely low. This experience led him to focus on improving operational control, particularly by introducing a custom-built field service management system. The software enables the business to track job performance, monitor contractor productivity, and measure profitability on a job-by-job basis, providing clear financial visibility and supporting better decision-making.

The discussion also explores Laszlo’s approach to team structure and growth. Rather than relying heavily on traditional payroll structures, he prefers partnership-style relationships with contractors, allowing flexibility while maintaining long-term collaboration. He emphasises the importance of understanding both employees and clients on a personal level, arguing that strong relationships are central to sustaining quality service.

Looking ahead, Laszlo outlines his ambitions to grow the business steadily to around £10–15 million in revenue while maintaining the company’s personal approach. He also discusses the increasing role of AI and automation in improving productivity, while stressing the importance of balancing technological efficiency with human interaction and customer care.

Contact Laszlo here: https://www.linkedin.com/in/laszlo-daragics-md-462316117