BUSINESS PROFILE
What is your company’ s vision and goal?
My vision for the company is to deliver innovation
in a sustainable way, always wrapped around clear business outcomes. We aim to be a strategic supplier to our clients, not just a service provider.
My goals are in fact threefold. First, I want to make our clients more competitive within their own sectors. That means seeing challenges through their eyes and delivering solutions that fit their realities, achieving targets, outcomes and budget. Second, we focus on building the right talent and culture, one where people feel they’ ve grown by being part of our journey and where they either stay long-term or leave better than they arrived. Third, we’ re committed to influencing the industries we operate in. I want BIP UK to move the needle through innovation and shape the future of the industries we specialise in.
How do you equip your team with skills and knowledge?
Learning and development for us is first and foremost to bring the knowledge of the three companies across the entire UK team so we can maximise the value we deliver. This has been done in parallel to working with the group HR and onboarding platforms and culture and personal development programmes. We regularly host training lunches where people can share practices success stories, challenges, lesson learned and new capabilities. These sessions aren’ t about theory, they’ re grounded in real client work, so everyone walks away with something practical and relevant.
Personally, I try to be as present and approachable as possible. I have an open-door policy. Anyone can come in, ask questions, pitch ideas or just sit down for a coffee. We’ re all learning, and I believe the best thinking comes from conversations that cut across all levels, roles and seniority.
We also run internal events that dive deep into specific case studies so the team can see how their work connects to the bigger picture. And our return-to-office approach reflects that same mindset, it’ s not about oversight, it’ s about creating space for collaboration and shared growth.
I’ ve seen firsthand how this environment has helped us build a strong culture of continuous learning, and it’ s something I’ m really proud of.
How do you ensure different teams in your organisation work together?
As part of our return-to-office culture, we’ ve put real effort into creating opportunities for people to connect, not just professionally, but on a human level. We run‘ meet the team’ sessions and regularly spotlight individual and team stories in our internal comms. It’ s a simple but powerful way for people to understand what their colleagues are working on, share ideas and spot opportunities to collaborate.
Because BIP UK has grown through acquisitions( Chaucer, Riskcare, Verco), creating a sense of unity has been really important. These efforts aren’ t just about alignment for alignment’ s sake; they’ re about making sure our teams are working together, spotting joint client opportunities and building genuine trust in one another.
What really matters is the camaraderie, the relationships we build both in and out of the office. That’ s what underpins great collaboration. It’ s the difference between just delivering a project and delivering something exceptional, together. x
36 www. intelligentcxo. com