Since services provider Kingdom Group was founded in 1993, the firm has seen remarkable growth. Kingdom began life exclusively as a security provider, but now provides services across the security, cleaning, healthcare, recruitment and training sectors in the UK and India, and has a turnover of more than GBP 300 million.
The firm is still founder-owned and led. CEO Terry Barton shows no sign of slowing down – Kingdom now supports more than 5,000 customers and employs around 11,500 people.
At Lombard Odier, our experience working with entrepreneurs and privately-owned businesses has shown us that it can be difficult for family or founder-led businesses to transition successfully to the next generation. However, Kingdom led by Terry Barton remains as energetic and ambitious as ever and under his leadership the firm is preparing for its long-term future, with transition planning “a key focus at board level.”
We sat down recently with Kingdom’s Chief Commercial Officer, Jaimie Potts, and Group Director, Mark Wallace, to learn how Kingdom differentiates itself in a competitive industry, and to explore their plans for future.
Kingdom has grown so quickly, it’s easy to forget you’re still a relatively young company. Could you give us some of the backstory?
Mark Wallace: Terry, our CEO, had a background as a policeman. One day, someone needed help with security on an industrial estate. Terry gave him a solution, then realised he could deliver the solution himself.
He entered the security industry, but became disillusioned with what he saw and decided to set up his own business. It began as a family-run operation – Terry, his wife, and a few staff. Over time, through entrepreneurial vision, he diversified into other services and sectors to reduce risk.
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learn more I joined Kingdom in 2006 when Kingdom acquired my firm. We became national and doubled overnight. More than 20 years later, I’m still here.
We do grow through organic sales, and we’re successful at it – but we combine both organic growth and acquisitions
We often advise firms on acquisitions, so we understand it can be a complex process and requires careful consideration. What is the strategy behind Kingdom’s extraordinary acquisition record?
Jaimie Potts: Terry is an incredibly driven and ambitious individual. We do grow through organic sales, and we’re successful at it – but we combine both organic growth and acquisitions. Terry looks for niches where Kingdom can be a specialist rather than a generalist. That creates pricing power and less competition.
Mark Wallace: It’s also about diversification and resilience. His entrepreneurial vision has been to diversify into other services and sectors to reduce risk. For example, during COVID, food sector clients increased service volumes while offices shut down. That diversification kept us resilient.
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learn more Jaimie Potts: We’ve structured the business so that we’re not reliant on a single sector. We’ve got everything from corporate to healthcare, and from retail to public services. It’s why we maintain a broad client base – thousands of clients ranging from Goldman Sachs to local GP surgeries. If one sector dips, others help to compensate.
We also favour clients who want genuine partnerships.
What does that approach mean for Kingdom in terms of customer retention?
Jaimie Potts: Many companies offer cleaning, security, or recruitment services – what sets us apart is what we add on top. We work closely with customers, we get to know them and understand their business. We help them grow their business while growing ours, too. We build ingrained relationships that mean many of our customers have stayed with us for over 20 years.
Of course, we do lose customers when contracts end. But, often, we find that the same people return to us for other work because they trust the service we provide.
2024 was a landmark year for Kingdom. We completed three major acquisitions, expanded our recruitment and cleaning divisions, and took group turnover to around GBP 300 million
What have 2024 and the first half of 2025 been like for the company?
Mark Wallace: 2024 was a landmark year for Kingdom. We completed three major acquisitions, expanded our recruitment and cleaning divisions, and took group turnover to around GBP 300 million. We grew our market share, and made major investments in digital platforms, service delivery and insight.
2024 also brought the challenge of the UK National Insurance (NI) tax rise, which has now come into effect. Many of the entrepreneurs we work with have found that difficult. How have you tackled it with your clients?
Jaimie Potts: This is probably the most difficult legislative change I’ve experienced in my career – even more than the introduction of the minimum wage. It’s been especially challenging for customers with tight margins. Since October or November of 2024 I’ve had a team working on this full-time We’ve had to work together to reshape what we deliver so it fits our customers’ financial constraints.
Mark Wallace: In security work, for example, we might look at introducing technology solutions in place of physical security. This links back to diversifying services across Kingdom, so if one area faces pressure, others can help balance it.
Does this mean technology has become a big part of your offering? AI (artificial intelligence) is a hot topic – what’s your approach to it?
Mark Wallace: We’re already using AI across multiple projects, aimed at making us leaner, more efficient, and more productive. These initiatives started as a top-level strategy because our leadership saw the need to be ahead of the game. AI is a huge opportunity for us and for supporting our customers.
Jaimie Potts: To give an example, in Northern Ireland we deliver domestic healthcare with home visits. Using AI we’ve been able to optimise travel routes for our carers across around 1,000 homes daily. Before AI, we couldn’t manage this data as effectively, now it’s far more efficient.
We buy some [AI] products, but we also have developers building solutions on different platforms. Our team evaluates new ideas, then projects are reviewed to see if AI can deliver a solution.
We’ve been building a strong leadership team for the next phase of the business, which is to push towards GBP 500 million revenue
You’ve spoken a lot about Terry Barton, Kingdom’s founder – it’s clear he’s an important driving force. We often help companies with succession planning, and we’ve found that founder-led and family businesses can sometimes be slow to prepare succession plans. How have you approached the need to be ready for leadership transition?
Jaimie Potts: Terry is the type of person who will go through brick walls to reach his goals. That’s his DNA – he thrives on momentum and ambition.
Mark Wallace: That’s true. Kingdom is a core part of Terry’s identity. However, he is conscious of succession planning. That’s been a key focus at board level. We’ve been building a strong leadership team for the next phase of the business, which is to push towards GBP 500 million revenue.
In fact, Jaimie was one of the first strategic hires in that shift. Over the last three years we’ve added people to key positions to ensure that each business area is owned and led effectively. The new board for 2025-2026 reflects that – we now have a broader and stronger team than ever before.
Could you tell us more about Kingdom’s culture, and what it’s like to work at the firm?
Mark Wallace: It’s raw, fast-paced and energetic. Kingdom is also a very open and honest place. People are able to voice their opinion, no matter their level in the company. People feel part of something, and that fuels creativity.
The company stands for entrepreneurial spirit, ethical business, long-term ambition, and a people-driven culture. Every hire into the business must fit the culture – it’s something we live and breathe.
Jaimie Potts: I’d add to what Mark says by saying this isn’t for everybody. It can be challenging because it is so raw – we’re constantly pushing forward, aiming to be bigger, better, stronger. It’s not just about growth though – it’s also about family, respect and community. Terry – the founder – is the embodiment of that.
Mark Wallace: That’s true. We’ve won significant ESG awards . We’ve also led on the social side of ESG, particularly in youth development, which is one of our core values. We’ve grown but we’ve grown with purpose and invested in people and communities.
Can you tell us more about this? Kingdom has a strong ‘social conscience’ – what does this look like in practice?
Mark Wallace: Our Kingdom Academy trains thousands of people annually, closing skills gaps and building careers. We’re also founding sponsors of an organisation called YouthZone, which supports young people who are experiencing difficulty, and gives them a safe place and goals to work towards. There are business units where they create games, test them, then learn marketing and finance – all supported to help them learn trades and get jobs.
Beyond that, anyone in Kingdom can apply to invest in community projects. But it’s not just money, people can invest time and skills. Many of our community initiatives come from colleagues, and we back them with funding or time.
We’re not loud about it, but we give a portion of our profits to good causes. That’s what makes us proud. The business is not just about winning new customers, it’s about giving, and being authentic as we grow.
At Lombard Odier, we share with Kingdom Group a belief that culture and values are paramount to achieving long-term success
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As our interview with Mark Wallace and Jaimie Potts comes to a close, we reflect on what joins us. At Lombard Odier, we share with Kingdom Group a belief that culture and values are paramount to achieving long-term success. While our sectors and backgrounds are very different, we also take a client-centric approach, putting personal relationships and bespoke solutions above standardised offerings.
We also adopt an entrepreneurial outlook. As entrepreneurs ourselves, we understand the many challenges entrepreneurs and business owners face. Through our wealth management for UK entrepreneurs we assist with all aspects of developing, growing, or exiting a business, and managing the wealth that may follow.
We also understand both the difficulty and importance of succession planning, including the intricate dynamics that come into play when businesses are family-owned and run. Through our deep experience of managing wealth and advising businesses, we are able to help with succession planning and governance frameworks, whether for private or family-owned businesses, or for managing private family wealth.
Across the UK, we see a landscape of exciting and innovative businesses achieving strong growth, expanding domestically and internationally, and using their financial resources, time, and unique skills to create a positive impact in the environments and communities in which they operate. As part of this flourishing landscape, we are privileged to have got to know Kingdom Group, and look forward to following their journey.
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