9. Redsquid
Headcount in latest accounts: 69
HQ: Borehamwood, Hertfordshire
Date of certification: February 2024
The MD of this acquisitive MSP characterised B Corp as a “meaningful investment rather than a quick win” (see below).
With recent M&A thrusting employee numbers above 200, Redsquid is now nearly three times larger than the average monthly headcount figure displayed in its most-recent accounts suggests.
The certification “can be complex for businesses growing through acquisition”, Camilla Karm acknowledged.
Q&A with Redsquid MD Camilla Karm
What was your main reason for becoming a B Corp?
Becoming a B Corp formalises what we’ve always believed that business should deliver value in line with profit. As we’ve grown organically as well as through acquisitions, it gives us a clear, consistent framework for doing the right thing by our people, customers, and communities, while holding ourselves accountable long term.
B Corp is perhaps best associated with consumer goods brands. Does it really make sense for an MSP or IT solutions provider to have it?
Absolutely. Technology providers sit at the centre of how organisations operate and scale, so we have a responsibility to lead ethically. B Corp ensures we’re not just delivering digital transformation, but doing so in a way that’s secure, responsible, and positively impactful.
What’s the main benefit of becoming a B Corp
It sharpens decision-making. B Corp gives us a structured benchmark to measure impact across governance, people, and environment, helping us mature as a business while building deeper trust with customers and partners.
How much time and money did it take?
It’s a meaningful investment rather than a quick win – and one we worked on and invested in for over two years. The process required time across teams to evidence and strengthen our practices, but that effort has translated directly into clearer processes, stronger governance, and a more resilient business.
What was the hardest aspect of becoming a B Corp?
The biggest challenge was aligning and evidencing activity across multiple businesses and teams. Bringing everything together under one consistent standard required discipline but ultimately strengthened how we operate as a group.
Do you have any constructive criticism of the process?
The process is rigorous which is the right thing, but it can be complex for businesses growing through acquisition. Greater clarity or flexibility around group structures would help, particularly for organisations integrating multiple brands and systems.
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