“We capped client intake in line with the team to maintain delivery,” says Lewis Crompton, CEO at STARTrading, a trading education platform that’s grown to a multimillion turnover. “We also increased prices, so when people commit, they’re committed – and they do the work.”

Across industries, the pressures of rapid growth are the same: find customers, keep them, and scale your systems without watching your culture collapse under the weight of ambition. But where many startups fall apart, Crompton and Naeem Atta, CEO at AI-for-sustainability company DigyCorp, have kept their scaling lean, structured, and deeply people-focused.

“We built a strong QA team with extensive experience and knowledge of automation tools,” says Atta, whose company has grown quickly by leveraging artificial intelligence to deliver digital solutions for global sustainability projects. “All QA is automated so the full product can be regression tested automatically – leading to a high quality product.”

For Crompton, scaling without compromising quality meant focusing not just on process, but on people.”We set out clear values and used them as accountability tools – with clients and internally,” he explains. “New hires had to match our vibe and values, which meant hiring slower, but smarter.” That internal clarity also extended to the way both founders tackled one of the most universally painful startup challenges: communication. “Internal comms helped give clarity to the team,” says Crompton. “We did daily team meetings to make sure all were clear on their KPIs.”

Atta echoes that need for clear structure at speed. “We created onboarding playbooks to avoid duplication and overloading existing staff,” he says. “We also defined roles and responsibilities clearly and communicated org charts from the start.” Even as their teams grew, both CEOs kept a steady eye on the customer. “Without customers, your business fails,” says Crompton bluntly. “The best marketing is a happy client. Don’t neglect them.” His secret? “Automate touchpoints that allow people to feel taken care of – I schedule them every three to five weeks.” Atta, too, leaned into relationships. “We shared letters of reference from existing clients with potential clients. We made sure to delight our current ones, which led to word-of-mouth recommendations.”

But if there’s one truth both founders agree on, it’s that no startup scales alone – and certainly not by accident. “Define what your USP is,” advises Atta. “You must have a niche that gives you the edge. And make sure you have a strong online digital footprint that gives you credibility.” Crompton puts it more bluntly: “The team you have now won’t be the team in the future. Always be looking for talent. Hire your weaknesses – don’t hire people who can do what you do, just not as good.”

And when it comes to leadership? Less is more. “Don’t be the bottleneck in your own business,” says Crompton. “Build a culture of non-reliance on you. Empower your team – and your clients – to help themselves.” The final challenge, for many UK-based founders, lies beyond the business model: international scale. Here, Atta credits targeted government support for DigyCorp’s growth in Gulf markets.

“The UK Government and Embassy arranged visits to government-to-government conferences in Saudi Arabia,” he explains. “There’s a clear Saudi & GCC focus right now, and UK Government funding for research helps organisations develop IP that can be used on international projects.” The scaling journeys may differ, but the conclusion is the same: in a competitive startup landscape, clarity, culture, and conscious delegation aren’t just nice-to-haves. They’re survival strategies.