This month marks Lee Rix’s 10th anniversary at Eco Approach!
We sat down with Lee to reflect on his decade with the company. He talks about the highs, the lows, the wins, and the losses, sharing a journey that showcases our history, culture, values, and the fierce focus on quality that drives today’s growth.
Thinking back to your first day in BD 10 years ago, what was your initial impression of the company?
Starting role was ‘Graduate Sales Manager’. Only a team of 4 including Tom H & Dave back then. First impression of the business was far better than the first impression of the run-down office space we had! Felt like the spirit of the business was all centred around ambition, determination and a burning desire to grow – Something that I still feel to this day.
Was there a specific sales win, a challenging client, or a moment early on that shaped how you approached your career here?
A marquee moment for me was winning (and successfully delivering) a national Commercial EPC tender for Network Rail, which felt way above our station at the time. A group of early 20-year-olds claiming to be the market leaders in energy efficiency and assessments felt like a pretty big sell. As part of the process, I had to go give a presentation to their board and to help make us look the part, I took a middle-aged friend of mine to portray an image of seniority!
What were the biggest lessons you carried with you from BD that helped when you stepped into your first leadership role, and then again when you became MD?”
Business development is centred around people and relationships – So is leadership. Everyone’s brand of leadership is different and carved out through experiences from all elements of their life. The lessons I’ve learned along the way tells me that leadership isn’t about control – It’s about influence, inspiration, and integrity. My lessons are simple – focus on your team and lead by example.
Who were the key people—mentors, colleagues, or leaders—who invested in your potential and helped you navigate the climb from sales to the executive suite?
I joined Eco Approach straight out of university, armed with a degree and no idea how the real world works. Everything I have learned along the way has been through people within the business. Tom took a punt on me 10 years ago and has been a mentor and friend from the beginning, setting the standards with his work ethic, ability solve problems, and coupled with his patience and trust has allowed me to develop into who I am today.
I’ve been incredibly lucky to have worked with and still work with incredible people throughout the business – In the early days bouncing ideas off Dave, Hayley, Isabel & Jake at the cafe, all the way through to now with over 150+ staff teaching me lessons every day.
Highs and Lows
If you had to pick just one company achievement from the past 10 years that you are most proud of, what would it be, and why did it matter so much?
Impossible to pick one achievement when so many people have worked so hard to get us where we are today. I think the company’s growth in 10 years is its biggest achievement and best demonstrated by letting the numbers speak for themselves. In my first year our revenue was £295k, a decade later and we’re on track to hit revenue in the millions No one achievement or person can be accountable for such excellent performance.
What was the most challenging period the company faced during your 10 years here, and what was the single best decision you made to guide the team through it?
There has been plenty of challenges along the way – Losing key clients due to mergers, cash flow restraints during periods of growth, team members moving on, missing out on tenders – These things all test your resolve and the ‘losses’ feel like they outnumber the ‘wins’ at times.
Launching the contracts division was a particularly difficult time as we stepped into what felt like the abyss. We rolled with the punches and learned some harsh lessons very quickly, namely that we needed greater industry specific leadership. We had to adapt and rebuild our model very quickly, accepting that our strategy was not working – something that can knock your pride and confidence. The best decision we made was to make ourselves the ‘Dumbest in the room’ by bringing in a wealth of excellent, experienced people and being brave enough to hand over the decision making to the group. Identifying the right people and empowering them to lead is a principle that shapes our business today.
How would you describe the evolution of our company and culture since you joined? What elements are you most determined to preserve as we continue to grow?
Whilst the company has grown significantly, I believe the company culture has remained true, simply because the people in the business have the same energy and spirit – We are an ambitious group, who despite our growth has absolutely retained a small company feel and work ethic. We genuinely care and want to make a difference.
We refuse to become slow, lethargic and reactive in our decision making – A curse of larger many companies. We will always empower our people to make decisions with our values at the heart.
The Next Decade: Vision for the Future
Next 10 Years Vision: “If we were celebrating your 20th anniversary, what is the single biggest goal you hope the company will have achieved in the next decade?”
To continue the growth trajectory that we are on in terms of both revenue and impact. We’ve built incredible foundations so I believe the next 10 years will be easier than the last!
As the person who climbed from BD to MD, what legacy do you hope to have instilled in the company / culture by the time you’re ready to pass the baton?
I’m only 32 – I’ve got plenty of time to worry about legacy!
