IT & Telco Engineering Services Business
Case StudyBuilding and Scaling a Technology & Engineering Services Business from the Ground Up
The Challenge
A new technology and engineering services business was established to serve telecoms, utilities and infrastructure clients across the South East. Operating in a highly competitive, margin-pressured sector, the challenge was to build credibility quickly while managing the realities of rapid scale:
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Winning and delivering enterprise-grade contracts without legacy systems or infrastructure
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Recruiting, developing and retaining skilled engineers in a constrained labour market
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Balancing growth ambition with operational control, cashflow discipline and risk management
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Building a leadership and governance structure capable of supporting both delivery and change
The business needed to grow at pace while remaining commercially disciplined and operationally robust.
The Outcome
The business grew into a recognised delivery partner for major clients, with a strong reputation for reliability, transparency and problem-solving.
Outcomes included:
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Successful delivery of complex, multi-site engineering programmes
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A scalable operating platform capable of supporting further growth
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Improved financial visibility and operational control as the business matured
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Strong client relationships built on trust, responsiveness and consistent delivery
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A leadership structure able to operate effectively in both growth and contraction cycles
The experience provided deep, real-world insight into the realities of founder-led growth, operational risk, and the importance of disciplined execution in challenging market conditions.
The Approach
Cornerstone Executive provided hands-on leadership across strategy, operations and technology, supporting the business through its formative and growth phases.
Key areas of focus included:
Business Formation & Operating Model
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Designed the end-to-end operating model covering sales, delivery, finance, compliance and support
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Implemented fit-for-purpose systems and processes to support early growth without over-engineering
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Established clear accountability across operational and commercial functions
Contract Delivery & Client Confidence
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Led mobilisation of major client contracts, ensuring delivery readiness from day one
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Introduced structured reporting, service metrics and governance to meet enterprise client expectations
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Acted as senior escalation point, maintaining trust with key stakeholders during high-pressure periods
Operational & Financial Control
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Built cost control, forecasting and cashflow disciplines appropriate to a project-based engineering model
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Balanced permanent and subcontractor resource to manage demand volatility
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Ensured risk, compliance and safety considerations were embedded into daily operations
People, Culture & Leadership
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Recruited and developed a multidisciplinary team across engineering, operations and support functions
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Focused on building a practical, delivery-led culture with clear expectations and accountability
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Supported managers through growth-related change, capability uplift and decision-making
Key Lessons & Insights
Founder-led growth demands discipline early
Building from scratch offers freedom, but operational rigour and financial control must be embedded early to support sustainable growth.
Cashflow is as critical as profitability
In project-based and engineering environments, timing, forecasting and commercial discipline matter as much as margins.
People and delivery define reputation
Client trust is earned through consistency, responsiveness and delivery under pressure — especially when scaling quickly.
Resilience matters as much as growth
The ability to stabilise, adapt and reset during challenging market conditions is a core leadership capability, not a failure.
The journey was a reminder that leadership isn’t just about growth; it’s about making difficult decisions, protecting delivery and supporting people when the environment is uncertain.
Cornerstone Exeutive Ltd
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