Image of a team developing a growth strategyAs CEO and Founder of BluZinc, my experiences with Ajilon and Hays Specialist Recruitment have given me deep insights into scaling a business successfully. In addition, since 2015 the clients of BluZinc have been regularly going through growth curves up to to $10MM, to $50MM, to $250MM and some are on the way to $1B revenues.  Growing a $20MM revenue D2C company to an $80MM enterprise within 2-5 years is a formidable yet achievable goal. It requires a strategic approach across several key areas: customers, people, processes, technology, and leadership.


  1. Customer Experience and Retention: Prioritize customer satisfaction and retention. Implement feedback mechanisms to continuously improve the customer experience.
  2. Market Expansion: Explore new market segments and geographies. Tailor products and marketing strategies to these new customer bases.
  3. Product Innovation: Continuously innovate the product line to meet evolving customer needs and to stay ahead of the competition.


  1. Talent Acquisition and Development: Invest in hiring and developing top talent. Foster a culture of continuous learning and growth.
  2. Employee Engagement: Ensure employees are engaged and aligned with the company’s vision. Recognize and reward contributions.
  3. Leadership Development: Develop internal leadership to manage growing teams and new challenges effectively.


  1. Scalable Systems: Implement scalable processes to handle increased operational complexity.
  2. Efficiency Optimization: Continually assess and improve operational efficiency.
  3. Risk Management: Develop robust risk management strategies to mitigate potential growth-related challenges.


  1. Technological Advancement: Leverage cutting-edge technology to streamline operations, enhance customer experience, and gain a competitive edge.
  2. Data Analytics: Utilize data analytics to inform decision-making and to identify growth opportunities.
  3. Cybersecurity: Strengthen cybersecurity measures to protect company and customer data.

Senior Team

  1. Strategic Vision: The senior team must align on a clear, strategic vision for growth.
  2. Communication: Maintain open and effective communication channels within the team and across the organization.
  3. Agility: Be prepared to adapt strategies as the market and business environment evolve.

Lessons from Other CEOs/COOs

From my network and experience, CEOs and COOs who have successfully scaled businesses emphasize:

  • Do Again: Invest in people, focus on customer-centric strategies, and make data-driven decisions.
  • Wouldn’t Do: Avoid over-expansion without proper infrastructure, underestimating the importance of company culture, and neglecting work-life balance.
  • Would Try: Many wished they had embraced technology and digital transformation earlier and had been more proactive in global market expansion.

Sustaining Long-Term Performance

Once the big goals are achieved:

  1. Continuous Improvement: Never stop innovating and improving both products and processes.
  2. Sustainable Practices: Focus on long-term sustainability, including environmental and social governance.
  3. Employee Well-being: Prioritize the well-being and professional development of employees.

Next Big Goals

For the next phase, the CEO and COO might consider:

  1. Diversification: Exploring new business lines or products.
  2. Acquisitions: Acquiring complementary businesses to accelerate growth.
  3. Public Offering: Considering an IPO to raise capital and further enhance the company’s profile.

In conclusion, scaling a company from $20MM to $80MM requires a balanced approach focusing on customers, people, processes, technology, and leadership. Drawing from my experiences at Ajilon  and Hays, it’s clear that the journey involves continuous learning, adapting, and a commitment to excellence at every stage.

Jonathan was a manager at Ajilon for years when they grew Computer People, the IT specialist recruitment and contractor placements business from £100MM to £350MM Revenue in the UK, within 4 years. Jonathan’s region and responsibility grew from 2 team members to 25 Recruitment Consultants, across 4 offices. He also worked for Hays Specialist Recruitment and Talent Solutions as a Director of Business Development and the organisation grew globally from £1B to £3.5B Revenues.