From founder dependency
to scalable success
- Cube Thinking team
Results summary
- Successfully documented six core Standard Operating Procedures (SOPs)
- Reduced founder dependency by capturing critical business knowledge
- Created a scalable operational framework
- Identified key leadership and capability gaps
- Digitised core processes and prepared them for training
- Software deployment project delivered on time and within budget
- Improved employee experience and operational consistency
The client
Amp EV designs, installs and manages EV charging infrastructure built for real-world performance.
As an independent, technology-agnostic specialist, the team works with all OCPP-compatible chargers to recommend the right solution for each client, never one tied to a single manufacturer.
The challenges
Growth had stalled
Despite several years of trying different approaches, the business had reached a plateau. Revenue and profitability had remained largely unchanged for three years, making it difficult to achieve the scale the founders were aiming for.
Founder dependency created risk
Following support through Lancashire County Council’s business growth programme, it became clear that the greatest risk to the business was its reliance on founder knowledge.
Critical processes, decisions and operational expertise existed almost entirely in the founder’s head, making growth difficult and creating significant operational risk.
Needed a different perspective
After reconnecting at a B Corp event, Founder Alasdair Croft recognised that Jason Kingston brought a very different perspective and leadership style.
Rather than reinforcing existing ways of working, Jason challenged thinking, introduced greater structure, and helped create a more balanced approach to scaling the business.
Building a scalable operating model
Jason Kingston joined the advisory board and began working closely with the leadership team to strengthen the foundations of the business.
Using tools such as the Balance Scorecard, the team reviewed performance across customers, people and operations, creating greater visibility and accountability across the organisation.
Developing Standard Operating Procedures
Jason delivered an intensive SOP workshop, helping the team identify and document the six core processes that underpinned the business.
These procedures were written, standardised and prepared for company-wide training, ensuring knowledge could be transferred beyond the founders and embedded across the business.
Digitising the customer journey
With the core processes documented, attention turned to digital transformation.
Cube Thinking supported Amp-EV in commissioning new routes to market, developing supplier shortlists and overseeing software deployment.
The business is now testing a unified operational platform that provides a seamless end-to-end customer journey—from the initial enquiry and site scoping through to project delivery, servicing existing charge points and ordering systems.
The platform also incorporates RAMS documentation, enabling operatives to capture information and images directly from their mobile devices, creating a fully connected, paperless and inclusive experience.
Strengthening market engagement
To support Amp-EV’s growth strategy, we also designed and delivered a prototype breakfast roundtable event focused on the social housing sector.
Bringing together key clients, partners and industry leaders created an environment for collaboration, research and sector engagement, helping strengthen relationships and further position Amp-EV within a key target market.
The outcomes
Embedding continuous improvement
Alongside new systems, the project introduced a culture of continuous improvement through Kaizen thinking.
With stronger processes, improved visibility and better performance measurement, the business is now equipped to continually refine operations while improving both employee and customer satisfaction.
A business built for sustainable growth
By documenting its core operating procedures, strengthening leadership accountability and embracing digital transformation, Amp-EV has moved away from founder dependency towards a scalable, process-led business.
Today, the organisation has stronger operational foundations, a connected digital customer journey, improved employee and customer experiences, and a culture of continuous improvement.
Combined with increased engagement across the social housing sector, the business is now significantly better positioned to deliver sustainable long-term growth.
