The firm that backs people,not just balance sheets.
To become the defining partner for businesses navigating pressure in labour markets across the UK and Europe. We are building the most trusted workforce and facilities platform in the markets we serve: operator-led, people-first, built for the long run.
BetterTogether.
The outcome we deliver and the method we use. In two words. On everything.
It sits behind the one question we ask before any major decision is signed off: does this make us better together?
Culture. Communication.Capital.
Culture first, open communication, and capital deployed in service of both.
Culture
We protect what people built. Culture is the asset. If we destroy it in acquiring it, we have bought nothing worth having.
Culture
Nick Gordon, Founder and Chairman
Communication
We share context openly with everyone. No corporate distance, no filtered information. Everyone always knows where they stand.
Communication
Andy Agar, Chief Marketing Officer
Capital
We have capital to invest. We deploy it in service of the first two. Capital that does not improve culture or enable better communication is doing the wrong job.
Capital
Alan Connor, Chief Investment Officer
Earn It. Own It.Love It.
Every business in the group signs up to the same three pillars. They stay in English in every market.
Earn It.
Effort, honesty and self-command.
We earn our seat every single day, with ambition that refuses to drift and humility that refuses to break. We say the hard thing in the room, because silence is the most expensive habit we could ever develop.
- Ambition and humility
- Hire slow, fire fast
- Work hard, live well
- Discipline buys freedom
- Learning every day
- Addressing reality
- Master your craft
Curiosity
Pete Hart, Chief Revenue Officer
Own It.
Responsibility, revenue and the long game.
We own every outcome with no excuses and no passengers, because sales is everyone's heartbeat, not just a department. We play the long game, because every decision we make compounds.
- Collective ownership
- Built for the long run
- Sales is the heartbeat
- High value, high touch
- Innovation and adaptability
- Chasing simplicity
- Leaders, not managers
The long game
Scott Coleman, Chief Financial Officer
Love It.
People, loyalty and culture.
We build a culture that won't appeal to everyone, and that is exactly the point. Business is personal, and that is a strength. Loyalty is our most valuable currency. It cannot be demanded, it must be earned, and at Meraki it always runs in both directions.
- Unique cultures
- The best attract the best
- Meaningful relationships
- Loyalty is our currency
People, loyalty and culture
Andy Agar, Chief Marketing Officer
The standard wehold ourselves to.
Five values for everyone in the group. Each one is also a commitment the board makes first.
Velocity
We move fast because waiting costs people.
Decisions at pace. No decision left in a queue. Slowness is a form of failure.
Flexibility
Methods adapt. Principles don't.
Every situation is different. We hold principles tightly and methods loosely. We find a way.
Openness
We share. We tell the truth.
Context shared generously. Truth told plainly. The best idea wins regardless of whose mouth it came from.
Safety
People do their best work without fear.
Psychological safety is a performance lever. Physical safety is a hard floor, not a variable.
As One
We move together. We succeed together.
No silos. Collective accountability. The board is measured by what the whole group achieves.
Both thingsare true.
Some of our principles pull against each other. That is deliberate. Here is how we hold both.
Protect the culture + Act fast on people
We protect the culture people built, not every role within it. Acting quickly when someone is not right is how the culture stays worth protecting.
Unique cultures + As one
Each business keeps its own culture and its own brand. What we share is the standard: the same values, the same commitments, and one group measured together.
Velocity + Hire slow
We are fast on decisions and deliberate on people. Hiring is the one call where we take our time, because it is the hardest to undo.
Safety + High standards
High standards and psychological safety work together. People hear plainly and early where they stand, and are treated with respect when it is not working, so they leave as ambassadors, not casualties.
This startswith us.
Values documents fail when they describe the company in general and hold no one in particular accountable. The standard is set by how we behave when it is inconvenient.
- We are fast. Nothing waits for the next meeting that could be decided today.
- We are flexible. We change the plan before we change the principle.
- We are open. No one is surprised by something we knew.
- We keep people safe. Anyone can raise a concern without it costing them.
- We move as one. We report what the group achieved before what any one business did.
The filter is asked out loud before any major decision is signed off.
The board reviews one example of each commitment kept and one missed.
Any board member can call a breach when it happens, and it is answered there.
Culture is not what you say you value.It is what you tolerate, what you celebrate, and what you do when no one is watching.
Thinking about what comes next?
Every conversation starts with Nick Gordon, our founder. It is confidential, it commits you to nothing, and the best ones happen while the business is still performing.