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Case studies | Jan 16

Phil Henfrey’s journey to directorship

Case studies | Jan 16

Making a move to Managing Director will always come with challenges, but it can also provide ample opportunity for growth too

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Phil Henfrey, Head of Operations for office management and relocation business ClearSpace, is preparing to take the leap to Managing Director. This will be a significant milestone in his career but one that comes with new challenges. As Managing Director of ClearSpace, Phil will be responsible for steering the ship and managing all those on board.

The founding of ClearSpace

In 2020, as the world grappled with the Covid-19 pandemic, Phil and three colleagues found themselves facing redundancy from their roles at EDM Workspace, an office management and relocation business. But they had extensive experience in a niche sector that remained active even during the pandemic.

‘We had two months’ notice, and instead of dwelling on the situation, we started planning,’ Phil recalls. ‘We saw an opportunity to fill a gap in the market with a business that could turn office moves into a seamless, sustainable process.’

The team pooled their expertise and, with financial backing from an experienced Managing Director they had previously worked with, launched ClearSpace. Their initial focus was on furniture audits and clearances, catering to businesses downsizing during the pandemic.

‘ClearSpace was built off the misfortunes of companies having to adapt quickly, but we wanted to create something positive. We knew there was demand, and that we had the skills to meet it,’ says Phil.

What ClearSpace offers

ClearSpace has since expanded its offerings, becoming a one-stop solution for office management services. Its services include:

  • Office clearances: helping businesses declutter and optimise spaces while prioritising sustainable disposal methods.
  • Furniture audits and asset management: enabling clients to track their furniture inventory, understand its lifecycle, and manage storage efficiently.
  • Relocations and installations: providing smooth transitions for companies moving offices, with a focus on reducing downtime and maintaining productivity.
  • Sustainable sourcing: partnering with ethical suppliers to provide renewable, recyclable, and high-quality materials tailored to clients’ needs.

‘We ensure our clients can meet their sustainability goals without compromising on quality,’ Phil says. ‘From carbon calculators to sourcing renewable materials, everything we do is designed to be as eco-friendly as possible.’

One of the company’s standout offerings is its asset tagging system, which allows businesses to track, depreciate, and store office furniture effectively. This approach not only saves clients money, but also helps them deliver on their environmental policies.

Building the business

ClearSpace’s growth has been organic, fuelled by word of mouth and strong relationships within the industry. The company has also embraced digital marketing, with LinkedIn proving a particularly effective tool for reaching new clients.

‘We started posting case studies and testimonials regularly, and our following grew from 120 to over 1,000 in just six months,’ Phil explains. ‘It’s opened doors for us, with inquiries coming directly through LinkedIn.’

Currently, ClearSpace manages 20–25 regular clients, including a significant contract with a large company that involves weekly relocations, furniture storage, and maintenance. However, Phil is mindful of not becoming overly reliant on major clients.

‘It’s important to diversify. That’s why we’re investing in business development to bring in a wider client base’, he says.

Challenges on the path to growth

Despite its success, ClearSpace faces several challenges as it prepares for its next phase of expansion:

  • Sustainability costs: the business prioritises sustainable materials, but these come at a higher price. Balancing affordability for clients while maintaining eco-friendly practices is an ongoing challenge.
  • Staffing and engagement: with a mix of permanent and temporary staff, ClearSpace has worked hard to create a family-like culture. Paying the London Living Wage and investing in staff development are key priorities.
  • Technology investment: Phil is spearheading the development of a bespoke asset management system, a costly but necessary step to improve operations and offer added value to clients.

Stepping into leadership

Phil’s transition to Managing Director is a natural progression, supported by his recent completion of the Help to Grow: Management Course.

‘The course was eye-opening. It covered the 12 key elements of running a business, from forecasting to staff engagement, and gave me the confidence to take on more responsibility and launch new initiatives to offset ClearSpace’s increased outgoings.’

One of the biggest lessons Phil took from the course was the importance of investing in people. ClearSpace’s high turnover of temporary staff due to hiring students almost exclusively for porter and data input jobs presents unique challenges, but Phil is committed to providing opportunities for growth and creating brand ambassadors.

‘Even if staff move on, treating them well means they’ll speak positively about ClearSpace, which benefits us in the long run,’ he explains.

Plans for the future

As he steps into the Managing Director role, Phil has ambitious plans for ClearSpace:

  1. Developing software: the bespoke asset management system they have invested in will streamline operations and reduce reliance on external providers, ultimately saving money and improving client services.
  2. Expanding the team: hiring additional project staff and a dedicated business development lead will enable ClearSpace to take on more contracts and target new markets.
  3. Accelerating growth: Phil is keen to move away from the cautious approach of the past and take calculated risks to grow the business faster.

‘We have the facilities, the financial stability, and the opportunity. If we’re slow to reinvest in the company we might miss the opportunity to sustainably grow. These will be the steps I look to take when I become MD’, he says.

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