The Establishment of Landsker Business Centre and Rapid Growth

I often get asked about the journey that led to the creation and growth of Landsker Business Centre, and I’m always happy to share. Our story began in 2005, when we set out to convert an old coach house then milking parlour into a modern business centre. The aim was simple – create a dynamic, professional space that would serve as the foundation for a business consultancy that could support the burgeoning small and medium-sized enterprise (SME) sector in Wales. Fast forward to late 2006, and Landsker Business Centre was officially up and running, thanks in part to the Rural Conversion Grant from Carmarthenshire County Council (via the European Regional Development Fund (ERDF)), which covered 40% of the overall costs.

While I’d have gone ahead with the project regardless, that funding made a significant difference in making the transition far more affordable. With our shiny new office, it immediately gave us a professional edge and positioned us as a serious player in the business support arena in Wales. The new office space gave us the credibility we needed and raised our profile significantly – something I hadn’t fully anticipated but was certainly grateful for as we began working with new clients and partners.

Building a Reputation: From Consultancy to Welsh Government Contracts

As I mentioned in my previous blog, we initially partnered with a third-party consultancy organisation, which opened doors and enabled us to enter the world of Welsh Government business support contracts. This was an important step for us, but after a few years of learning the ropes, I realised we didn’t need middlemen anymore. Hence, we decided to take the plunge and bid directly for contracts via tendering.

It was a game-changer. We quickly won contracts to deliver General Business Advisory Support, and from there, we expanded into more specialised services like Graduating to Enterprise support, New Business start-up programmes, and Environmental Goods and Services.

By 2015, we were securing major contracts with organisations like Wales Cooperative Centre (now Cwmpas), Farming Connect, and the Business Wales Accelerated Growth Programme, which continue to form the backbone of our revenue streams today.

Each contract we secured helped us fine-tune our consultancy competence and build our reputation within the Welsh SME market. We were learning constantly, and each new project added more knowledge and expertise to our toolkit.

The Challenge of Growth: Scaling the Business

By then, I had become the lead consultant on all of our programmes. While I thrived on the busy, diverse work, I also realised that I had become the limiting factor for our growth. The business could only scale as quickly as I could handle the workload – and that was simply not sustainable.

So, I made a strategic decision to bring in the right people. Our first hire was David Selwyn, who now serves as our Technical Director. Shortly after, we brought on a capable administrator who could keep the business organisee and help me stay on top of things. These early hires were crucial to our success.

We made sure to recruit where we had gaps in expertise or where I simply wasn’t interested in getting involved. At the time, we didn’t turn down any clients – every new opportunity was an avenue for growth. Some projects were more lucrative than others, but we took every opportunity to expand our customer base. In hindsight, we’re now a bit more discerning about the kind of work we take on, focusing on projects that align with our core strengths.

Becoming a One-Stop Shop for SMEs

Landsker gradually evolved into a one-stop shop for SMEs, offering a range of services like HR, Marketing, Business Planning, Finance Raising, and Strategy Formulation. These services formed the bedrock of our growth, and we quickly realised that our target audience were the 86,000 small and medium SMEs across Wales – a market that larger consultancy firms often overlooked.

We also identified a key sweet spot in the market: businesses that were high-growth, pre-start, or rapidly scaling, employing between 5 and 50 people. Larger companies often have in-house specialists, which makes them less likely to seek outside consultancy support. But those growing businesses? They were exactly who we could help – and we’ve focused on this niche ever since.

Building a Team: The Power of Self-Awareness

Early on, I decided to commission a Belbin Test for the team. I wanted to understand the collective dynamics within our group and identify where we could improve. At the time, I was the classic "prima donna" of the team, but the test helped us identify the roles we needed to fill and the skills we needed to bring on board.

It wasn’t just about filling positions, though. It was about creating a balanced, well-rounded team that could thrive in different client situations. Over time, we built a team of highly skilled, customer-facing professionals. Now, we have a great mix of specialists and generalists who bring both deep expertise and broad knowledge to the table.

Having staff who are adaptable and comfortable working in diverse roles has been one of our greatest strengths. We’ve built an internal culture of continuous learning and encourage staff to work outside their comfort zones – because that’s where the real growth happens.

Resilience and Adaptability: Thriving Through Change

The journey hasn’t always been smooth. Like many businesses, we’ve weathered economic downturns, including the 2008 recession and the challenges brought about by COVID-19. However, I’m proud to say that Landsker has remained resilient. During tough times, we’ve actually thrived, as Welsh Government business support contracts became even more important, and we were called upon to deliver such services when the SME sector needed it most.

On the flip side, when the economy is strong, SMEs are still eager for the kind of support we offer. So, we’ve managed to maintain a steady stream of work regardless of external conditions, which has been invaluable for business stability.

One of the key factors in this success has been our investment in systems, IT, and processes. As we grew, it became clear that we needed to build strong foundations to support scaling. We’ve also focused heavily on strengthening our brand and improving our reputation throughout Wales. We’re proud of the positive feedback we receive from clients – 60% of our work now comes from client referrals, which is a testament to the strong relationships we’ve built over the years.

A Positive Culture: The Key to Long-Term Success

The culture we’ve cultivated at Landsker has also been one of the keys to our success. We are committed to maintaining a positive, dynamic environment that encourages professional development (CPD) and ensures everyone is aligned with our vision for the business. I make it a point to regularly communicate with the team about the status of the business and where we are headed.

I’m always pushing for innovation and encouraging our people to try new things. Change is part of our DNA – we see it as an opportunity for growth, rather than something to fear. This mindset has kept us nimble and adaptable in a constantly changing market.

Looking to the Future: What’s Next for Landsker?

As I reflect on our journey, I can’t help but feel a deep sense of pride. We’ve built something truly special here at Landsker – a business that’s profitable, stable, and, most importantly, full of talented people who genuinely care about the work we do. The best part? We’re still growing, and I firmly believe that the best is yet to come.

Thanks for reading and being a part of our journey. I look forward to the next chapter – and I’m excited to see where we go from here!