A year on from joining TC Group Business Advisors & Accountants, Jon Corbett continues to do what he’s spent more than 30 years doing – helping businesses adapt, grow, and succeed.

Following a successful 37-year career with Barclays, Jon now works closely with business owners and leadership teams across Milton Keynes, Northamptonshire and the wider South East Midlands, providing strategic advice, leadership support and an independent perspective to help organisations achieve their ambitions.

Alongside supporting clients, Jon remains passionate about championing the region’s economic potential. From helping establish the Silverstone Technology Cluster (STC) to supporting regional growth initiatives, he’s long been committed to creating opportunities for businesses and future generations alike.

As he reflects on his first year at TC Group, Jon shares his thoughts on the challenges facing business owners, the opportunities he sees for the South East Midlands, and why collaboration, leadership and long-term thinking remain critical to sustainable growth.

The most rewarding part’s been working directly with business owners and leadership teams, helping them navigate challenges, unlock opportunities, and achieve their ambitions.

Over the past year, I’ve been involved in a variety of conversations around strategy, leadership development, and organisational change. What’s struck me most is how much value there is in having an independent advisor who can both support and challenge. 

Every business is different, but helping people and organisations succeed remains the part of my role I’ve enjoyed most throughout my career.

Many of the challenges haven’t changed significantly at headline level, albeit there are nuances within them. What’s interesting is how businesses are approaching them and turning them into opportunities. Most conversations tend to centre around three key areas:

1. Talent and skills – businesses are investing in their people, strengthening leadership capability, and becoming more aware of the skills and experience needed to support long-term growth.

2. Access to new markets – they’re exploring new opportunities, whether that’s entering new sectors, expanding geographically, or finding new ways to deliver value to existing customers.

3. Infrastructure factors – they’re looking at whether they have the right foundations in place for growth, from premises and equipment to technology and digital capability.

One of the biggest themes has been leadership capability. Business owners are often experts in their field, but not always equipped with the strategic leadership skills needed to scale a business. Having a clear strategy, the right team around you, and the ability to adapt to changing circumstances are all critical factors for success.

Fundamentally, it’s about having a clear vision and strategy, with a plan for how that can be delivered. From there, it’s about focus, prioritisation and execution, supported by the right leadership team and clear communication of the vision. Without that direction, businesses can quickly find themselves held back.

The businesses that achieve sustainable growth tend to be hugely resilient. They recognise that things will go wrong from time to time, but they stay committed to the plan, adapt when needed and focus on how they respond to challenges rather than the challenges themselves.

Too often, organisations get caught in a fog of competing priorities. The businesses that scale successfully are usually those that focus on a few key areas and do them really, really well, rather than trying to do everything at once.

Above all, they understand their customers. Even the best product or solution won’t succeed if customers don’t see a need for it or understand the value it brings.

It’s essential. 

We use the phrase ‘working in the business rather than on the business’, as something that prevents us from moving forward. The danger is we get sucked into the here and now, but great leaders will lift their heads up, step back, assess, and ensure their actions align with their long-term goals. It’s not easy but it’s about being disciplined and ruthless.

There’s a balance to be had though – spending too much time strategising can be just as dangerous. Having the right team around you helps, whether that’s advisors or mentors. They’re an ideal resource to tap into and can hold you accountable for making it happen.

Getting the pace right is often where businesses get caught out. There’s a fine line between moving too slowly by trying to get everything nailed down perfectly and moving too quickly without the right checks and milestones in place.

Alongside that, it’s about prioritising the right things and building the foundations for growth before jumping ahead too quickly.

And perhaps most importantly, don’t assume you know everything, because none of us do.

Recognise your weaknesses, build the right team around you to cover your blind spots and focus your energy on your own strengths.

A key consideration’s finding the right partner. Funders generally don’t like surprises, so relationships built on honesty, trust and open communication are incredibly important.

When thinking about your growth plans, consider who can support you throughout that journey, providing not just funding, but insight, challenge and support as your business evolves. That may not always be the cheapest or quickest option, but it can create a long-term relationship that delivers real value.

Choose a partner you have confidence in and one that can support your ambitions over time. Appetites can change quickly, so it’s important to think about the longevity of the relationship you’re building.

As an ex-banker, I’d say the old adage ‘cash is king’ never changes. Whether you’re going through a period of growth or simply managing the day-to-day running of a business, keeping a close eye on your cash position and cash flow’s critical.

When you have a solid grasp of your cash cycle, have clear metrics and early warning indicators in place, you’ll spot red flags before they become a bigger issue and be in a confident position ahead of time to take the necessary action.

Ultimately, cash flow’s often the difference between businesses that thrive and those that struggle.

This is a huge passion of mine and I could write an entire article on this alone!

When I set out on the path that ultimately led to the formation of the STC, it was because I felt this region was rich in capability, skills and opportunity, but we hadn’t fully harnessed or defined those strengths in the same way other successful clusters had. It frustrated me that we didn’t always recognise the assets and potential we had right in front of us.

What excites me today is the momentum we’re building. There are a number of initiatives helping to bring businesses together and unlock new opportunities across the South East Midlands. We have a rich culture of innovation and that isn’t just about technology. It’s about having a willingness to develop ideas, challenge convention and find better ways of doing things. That’s in our DNA and, if we continue to build on those strengths, the future’s incredibly exciting.

You may detect this is a key factor in some of the areas I’ve been involved in historically. It’s always been important, but feels like unfinished business for me personally.

The region’s been successful for many years, but is it truly fulfilling its potential?

As someone who’s lived in and around Milton Keynes all my life, I had a growing concern that if we weren’t careful, our focus would be solely on housing and transport links. For me, that wasn’t what MK was about. I’ve always believed we could be bolder in recognising the role business can play in building a strong, sustainable economy.

And that’s what I’d like my contribution to be about. Helping create opportunity and prosperity for future generations across the wider South East Midlands.

It was actually undertaking my football coaching badges that made me realise I wanted to work in a leadership environment. The similarities between coaching and business leadership were incredibly apparent.

It reinforced that the part of my career I’ve always enjoyed most is helping people succeed, whether that’s colleagues, clients or leadership teams. It also highlighted how important it is to harness people’s strengths, recognise weaknesses, and make sure everyone’s focused on achieving the same outcome.

In both football and business, every contribution matters, and the strongest teams are often those built around a shared purpose.

Have a plan, be bold, be brave, and don’t be a ‘gonna’.

And by that I mean don’t spend your time saying you’re ‘gonna’ do something. Set a clear direction, surround yourself with the right people, and take action.

There’ll always be reasons not to do something and challenges along the way, but the businesses that move forward are usually the ones prepared to turn ambition into reality.

Looking for strategic advice or an independent perspective on your business?

Whether you’re planning for growth, navigating change, developing your leadership team, or simply looking for an experienced sounding board, Jon works closely with business owners and leadership teams to provide support, challenge thinking, and help turn ambition into action.

Get in touch with Jon