“I was inspired by the CEO of John Lewis”
Cambridge Support (employee owned since October 2024)
Specialism: IT support
HQ: Cambridge
Staff: 21
Q&A with Managing Partner Philip Mashinchi
What was the trigger for you becoming an employee-owned business?
Since hearing a talk by the CEO of John Lewis many years ago, I’ve been inspired by the idea that employees who have a stake in the company are more motivated and invested in its success.
It wasn’t about a financial incentive – it’s about fostering a culture where every team member feels a sense of ownership, pride, and accountability for the business.
What was the most challenging aspect of becoming an EOT?
Dealing with all the legal matters and ensuring the change had a positive impact on the company. I spent a lot of time looking at other companies that had become an EOT and seen a few examples of it going wrong!
You’ve been an EOT for four months. Do you expect it to have any impact on any of your KPIs, for instance staff retention?
With regards to the staff, no. Our team have always been committed and always go the extra mile. I think it will be hard for them to be more committed. However, the positive impact is the comfort it gives them and our customers that the company will not be sold to a third party over night with perhaps a different vision.
What’s the biggest upside of being an EOT?
Knowing that we delivered, to our team, what we always said we would.
Are there any drawbacks?
For our organisation, none that we have discovered yet!
What message would you have for other MSPs or IT consultancies contemplating becoming an EOT?
Although EOT was the best thing we have ever done for Cambridge Support, I do not believe EOT is right for every organisation.
I would ask them to answer one question: what is the key reason they are considering EOT? Once they have that answer in front of them, look at all their options, including EOT.
Hopefully, like us, they will find EOT as the next step in their growth.
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