Our work - Infusion Group Ltd

Your solution to growth

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Our Work

Here we share some examples of our work with ambitious, forward thinking owners & CEO’s who having already created six or seven figure businesses, were committed to scale to the next level and achieve their personal / business end goals.

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Bespoke Consulting

FTSE 250 Property Company
Turnover £250m

Balancing the rate of scale
with income levels

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Transformation

Leading Estate Agent
Turnover £5m

Tailored growth programme
designed for owner step-back

Read More

Scale Up

Leading Financial Services Business
Turnover £2m

A change of culture to accelerate
growth

Read More

Re-structure

Digital Property Concierge Company
Turnover £1m

Preparing for a successful exit
following exponential growth

Read More

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Client endorsement

“A refreshing approach to business coaching/development that has had immediate impact across our business, but laying foundations to ensure that, much more importantly, there is lasting benefit. Choosing Infusion to drive your business forward in an absolute no-brainer. I highly recommend these guys and in fact already have done 5 times over!”
Mike Cole, MD.Imagine Property Group
“The significant expansion of our Build-To-Rent portfolio meant that we needed to create Operational Excellence across our business if we were to meet our strategic goals. I asked Infusion to build a whole new operating model for us which included new operating procedures, a staff induction programme and staff training models to name just a few and I am delighted with the results. I would urge anybody seeking an improvement to their business and/or staff to get in touch with Graham and Danny. I cannot recommend Infusion highly enough”
Helen Gordon – CEO Grainger PLCPresident of the British Property Federation
“Working with Danny, Graham and Tom for the last 6 months has been a breath of fresh air. We knew First Financial was different to many of our peers we just didn’t know how to build on the strong foundations made. By breaking everything down into manageable chunks, they have worked closely with us to create a very special environment among our team. Introduced our core values, made FF an environment where we can learn and grow. Even during this current crisis they have adapted and looked at ways we can become even stronger allowing us to deliver a service that is second to none to our clients. Thank you Infusion”
James Caplan – MD First FinancialFinance
“I hired Infusion as I was keen to drive my business to the next level. All I can say is WOW!. Despite not even being halfway through my development programme I have already got more than the value of my investment. They have been there and done it not just read the books. Don’t hesitate working with these guys. You will not be disappointed!”
Ben Biggs – MD Intercity Logistics LtdLogistics
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Bespoke Consulting

Introduction

Arguably the UK’s leading property landlords, our client was scaling its Build-to-Rent (BTR) division to over 10,000 units across the UK with a total investment of circa £1.3bn.

Challenge

Our client understood that a new structure to operate and support their Build-to-Rent division was required, the challenge was balancing the rate of scale with income levels. Our client knew it needed a new operating model, one which delivered efficient and consistent ways of working across each location, whilst upholding exceptional customer service levels throughout. Additionally, with the pace of the business growth it was recognised that getting the right people, into the right roles and doing the right things was fundamental if our client was to realise their goal.

Solution

Infusion group outlined a phased approach to the business. Phase 1 put focus upon understanding the current state of the business and defining exactly what needed to happen to deliver a scalable business model. Phase 1 was achieved by undertaking the following;
1.    Our team worked with the client to identify each and every activity required to successfully run the business, this enabled our client to better understand how to run the Build-to-Rent business. Following extensive analysis, our team identified that approx. 300 individual activities were required for sustainable performance on a daily, weekly and monthly basis.
2.    Our team then conducted assessments on each member of existing staff on their understanding of how to perform each of their activities. This enabled our team to understand which gaps in skills were present within the staff and what training was required.
3.    Infusion then assessed the current hiring and induction processes to understand how it could be improved to ensure that the right people are hired and trained efficiently.

Benefits

All analysis and recommendations were presented to the CEO and Executive Committee in order to scale the business outlining the following benefits; 

1.    Creation of an operating bible for the business which enabled the following:
a.    Consistent working channels across each property location so staff could rotate across buildings
b.    An individual user-experience for residents across each location
c.     A cost-efficient process ensuring all staff perform to optimum efficiency
d.    Elimination of risk from the business as each member of staff understood exactly how to deal with critical incidents across the business
2.    Creation of a new staff hiring and training programme which ensured the right people were hired and trained on the right procedures.
3.    Improved reporting channels across the business enabling clear metrics to be monitored to measure performance for each location and staff member.

Result

Infusion created and implemented consistent processes across the entire business. This enabled our client to have the comfort of knowing the business was prepared and able to meet their growth objectives; without increasing costs across the business, whilst maintaining exceptional customer service levels.

Transformation

 Leading Estate Agent – Turnover £5m

Introduction

Our client is a leading estate agent and was looking to create a business model which would enable the owner the step away, thus enabling the company directors to take more responsibility for their business.

Challenge

Our client has enjoyed continued success and has built a strong reputation within the local community; However, this success has stemmed directly from the drive and passion of the owner. The owner recognised that in order to take a step back the directors would need to increase their leadership and business management capabilities.

Solution

Our team designed and implemented a tailored growth program for the business which placed key focus on the following;

1.    Vision, strategy and values

Working alongside the owner and directors, our team created a new vision and strategy for the business. This new direction brought clarity to the staff over where the business was now heading, and it allowed the directors to have a voice and imprint their own ideas into the vision. Additionally, a new set of company values were defined for the business enabling staff and customers to identify with the company of the future.

2.    Right people, doing the right things

Our team designed a new company structure, one which brought clarity on the accountabilities of every individual within the company. Alongside the new structure, all existing staff were assessed using the ‘Infusion people analyser tool’. This determined whether they were still the ‘right fit’ for the business and if they shared same the value’s, culture and direction the business was now taking. This exercise demonstrated to the directors that a number of staff were in fact, not the right fit for the company.

3.    Company communication rhythm

With the strategy and structure now ready, the next task for our team was getting the scheduling right for the company. Our team devised plans which would go on to drive change within the business, enabling laser focus on the priorities at hand. Additionally, a full company meeting rhythm was implemented so that all staff (top to bottom) could effectively work towards the same objectives with clear and concise clarity.

Benefit

Our client realised the following benefits;

  • New 10-year strategy which was underpinned with a strong financial forecast, driving 100% increase in turnover and 30% increase in net profit margin 
  • Increased staff performance and satisfaction, due to clear and concise accountability across the company
  • Increase in sales, thanks to a deeper focus driven by improved communication channels
  • Directors shareholding increased in the company as a direct result of demonstrating improved leadership and business management capabilities

Scale Up

Leading Financial Services Company
Turnover £2m
A change of culture to accelerate growth

 Introduction

Our client is a leading financial services business who wanted to create a new dynamic work culture which would drive both short and long term growth for the company, whilst allowing for the owner and senior directors to allocate more time towards working on the business – as opposed to working in the business.

Challenge

Whilst our client has built and maintains a strong reputation within the local community, this success was largely down the owner and director’s existing pipelines and networks. Our client understood that in order to grow the business, they first needed their entire team to align towards the same goal, and to reduce the number of lost revenue opportunities with new and existing customers. With no concrete recruitment process and a lack of knowledge in this space, all recruitment drives were previously outsourced to external agencies, which proved to be a costly experience as staff retention was low.

Solution

The Infusion team designed and implemented a tailored growth programme which placed key focus on the following;

1.     Vision, strategy and value’s

Working with the owner and directors, our team created an in-depth 5-year strategy for the business. This new direction required a mindset shift, from both the owner and staff which brought unified clarity across the team over where the business was now heading, and what was needed from everyone in order to get there. To solidify this new mindset, a new set of company values were defined for the business, ensuring current & future staff as well as customers, were able to identify with the company of the future.

2.     Right people, doing the right thing

It was imperative to ensure all existing staff were aligned with the new set of core values and their accountabilities. Each staff member was assessed using the ‘Infusion people analyser tool’, this tool showcased whether they were still the ‘right fit’ for the business and if they shared the same values, culture and direction the business was now taking. This exercise not only highlighted that a number of staff were not the right fit, but the business was also in need of an operations specialist who could drive the new operating rhythm and way of working. The Infusion team upskilled the owner and directors in recruitment techniques, using our ‘Infusion Interview toolkit’, a new end-to-end hiring and onboarding process was outlined and rolled out to begin their recruitment drive.

3.     Company communication rhythm

With the new strategy and core values in place, the next step for the Infusion team was implementing companywide consistency and getting the scheduling right for the company. Our team devised plans which would drive increased productivity and performance within the business, bringing a laser focus on the priorities at hand. A full company meeting rhythm was rolled out so that all staff (top to bottom) were working towards the same objectives, all with clarity.

4.     Marketing capabilities

With next to no marketing, our client relied heavily on their local reputation, existing relationships with estate agents and word of mouth for new business. Working alongside the owner and directors, our team devised a short-term social media strategy, with key focus on leveraging the power of LinkedIn. Our team successfully upskilled our client on understanding the mechanics behind how to extend their social reach, both organically and through paid media, particularly around prospecting and content strategies.    

Benefit

Our client realised the following benefits;

  • A new 5-year strategy which was underpinned with a strong financial forecast, driving 100% increase in turnover and a 40% net profit margin.
  • Increased staff morale and retention, due to clear and concise clarity over their roles, responsibilities and where the business was now heading.
  • Implemented a new companywide culture, which resulted in increased revenue across the company, notably within the lowest performing products/service.
  • A new companywide communication rhythm, which held firm throughout the COVID-19 lockdown and allowed the business to continue growing during the global pandemic.
  • An in-house recruitment drive which saw a record number of quality job applications and successful hire of an operations specialist, thanks to a deeper focus on the company’s recruitment process, saving time and money in outsourcing and agency fee’s.
  • A clear social media strategy, which has seen our client the knowledge and capability to receive new B2B and B2C leads from organic activity, which simply did not exist prior.

Re-structure

Introduction

A forward-thinking digital property concierge company approached us having enjoyed exponential growth over a short period of time, with the owners now turning towards potential sale and exit options.  

Challenge

The overarching challenge was that the company had for years, focussed on selling multiple products and lacked a defined marketing strategy per channel. This lack of direction found the owners jumping from one idea to the next without any structure in place. This had a profound effect on the company’s financial performance and culture which led to low morale.

Solution

Using our Critical Growth Assessment tool, we pinpointed and prioritised the areas of the business which needed the management team’s attention. Although we knew the owners had an appetite to sell the company, we could see clearly that the company was not yet structured to do so. Collectively, Infusion and the management team assessed each of the company’s products and pricing. This allowed us to then define an effective strategy, one which would articulate to investors where future business growth would come from, and what capabilities were required.

A clear but concise set of short-term deliverables were defined which enabled the management team to instantly be activating the steps towards their exit.

The owners now had clarity and a clear plan for their business, one which they would use to outline to investors showing exactly where future income was going to come from.

Benefit

After just 8 short weeks of first meeting Infusion, the company had successfully signed head of terms with a buyer. This enabled the company to be purchased with management, retaining the option to stay with the company for an agreed period of time in order to manage a smooth transition. Additionally, morale within the business dramatically increased as all staff members now had a clear view on where the company was heading.