The Power of a New Team Built on Culture, Trust, and Purpose
Jewson digital content team, team building day.
When I was hired to lead the content and product experience strategy for Jewson’s first ecommerce platform, I wasn’t just tasked with delivering a key digital transformation project; I was given the responsibility of building a team from scratch. This was more than filling positions; it was about creating a cohesive, passionate group capable of handling a complex, fast-paced project under immense pressure.
But I wasn’t alone. I was fortunate to be guided by an inspiring leader who believed in the strength of supportive teams. His trust in me was the foundation of everything we achieved.
Culture Was Key
The first decision was clear: the culture had to be the heart and centre. From day one, I knew the team had to be more than just a group of skilled professionals. They needed to be passionate, self-starting individuals with a shared sense of purpose. I needed people who weren’t afraid to dive in, solve problems, and learn continuously. With tight timelines and high expectations, it was crucial that we trusted one another, collaborated openly, and pushed through challenges together.
This culture was the heart of everything we did and helped us achieve the seemingly impossible.
Focus on Diversity of Experience
Hiring was about attitude, not just skills. I wanted a mix of experiences, junior members with passion and hunger, and seniors with the leadership ability to guide and mentor. I sought a blend of creativity and technical precision, but above all I wanted people driven by a common goal: delivering the best possible results.
It wasn’t just about getting the job done, it was about creating an environment where people could thrive and grow. I brought in a content creation team to build and populate the new site and PIM managers to oversee product data enrichment. Through all of this, I focused on building a supportive, positive atmosphere where everyone felt empowered to contribute ideas and make decisions.
Collaboration Was Key
Collaboration wasn’t just a nice-to-have; it was critical. The pressure of the COVID pandemic meant we had to launch the platform three months early. Rather than retreat into silos, we leaned into collaboration. Every department worked supportively, driven by a collective commitment to deliver an exceptional experience for our customers.
Through daily standups and regular check-ins, we stayed aligned, supported, and motivated. The bond we built wasn’t just about delivering a product; it was about creating pride and ownership in the work we were doing.
Unlocking New Revenue Streams
The platform launch wasn’t just about technology, it was a pivotal moment in Jewson’s evolution. It ensured business continuity by allowing us to continue trading despite branch closures, and it opened up a new revenue stream that hadn’t been possible before. Digital became a core pillar of the business. the site launch wasn’t just about driving revenue, it was about instilling a cultural shift within the company. With a 40% increase in conversion and exceeding our revenue target by 200%, this transformation proved that our approach, collaboration, and unwavering commitment had a far-reaching impact on the future of the business.
Empowering Others
Reflecting on the project’s success, I’ve come to realise that leadership is about empowerment. The success of the team wasn’t just due to what I did, it was about creating an environment where each person could take ownership of their work and trust one another. The feedback I received from my team was humbling, but most meaningful was the trust they showed me. Hearing some say I was the best boss they’d ever had, especially when my apprentice followed me from a previous role, reminded me that great leadership isn’t about being the loudest in the room; it’s about being the one who creates the space for others to shine.
Conclusion: It’s About the People
Building a team from the ground up is more than just hiring the right people and setting up processes, it’s about creating a culture of trust, respect, and shared vision. I was fortunate to be hired by an inspiring leader who demonstrated that leadership is not just about giving direction, but about empowering others to lead.
This philosophy has stayed with me throughout my career, and I’ve seen others in teams I’ve led step into leadership roles themselves. Strong leadership breeds more leaders. When you invest in people, trust their potential, and create an environment where they can thrive, not only does the team flourish, but individuals rise up and lead in ways that benefit the entire organisation.
This is the kind of leadership I strive to cultivate wherever I go, one where each person is empowered to thrive, solve problems, and ultimately lead with integrity, passion, and purpose.
