A pivotal point for CHH: resetting the business and building momentum for the years ahead

The past year marked a defining period for our business. It was the point at which we made a conscious and deliberate decision to change how we operate, how we serve customers and how we position ourselves in the market. After taking time to reflect on customer needs, market dynamics and our long term direction, we reframed our operating model to move decisively away from product support and towards being a true end to end solutions provider.

 

This shift required confidence, discipline and a willingness to challenge established ways of working. It also required us to invest in capability, infrastructure and people while continuing to deliver for customers throughout a period of significant change. As a result, we enter the next phase of our journey on far stronger foundations, with greater clarity of purpose and real momentum behind us. We are genuinely excited about the year ahead and focused on building on what has been achieved and realising the full benefits of that transformation.

 

Resetting the business model

 

The decision to reset our business model was driven by a clear and consistent message from the market. Customers were no longer looking for a supplier focused solely on products. They wanted a partner with an end-to-end offer across the full lifecycle, from design and supply through to logistics, deployment and recovery.

 

In response, we transitioned from a product-led organisation to one structured around solutions. This was supported by an internal reorganisation designed to align our teams more closely with customer outcomes and to strengthen both operational and strategic leadership. We brought new talent into the business and formed an executive team and a senior leadership team to support scale and complexity, while retaining the experienced colleagues who have built the business and repositioning them into roles better suited to their skills and experience.

 

We achieved this transition organically, without external investment, and with the support of our bank HSBC. This approach has allowed us to double the size of our workforce to around 150 people, strengthen governance and build the internal capability required for the next phase of growth.

 

Launching Final Mile

 

This transformation gave us the ability to disrupt the market and launch our Final Mile solution. It brought together logistics, asset tracking and reverse logistics into a single integrated offer, allowing us to support customers at the point where operational complexity and risk are often greatest.

 

Final Mile required significant investment. Over the course of the year, we expanded our national Pick Up/Drop Off (PUDO) network, built a transport fleet in excess of 40 vehicles and drivers, and brought a 40,000 square foot site in Chesterfield into full operation as a reverse logistics hub. What began as a shell is now a fully operational part of our solution, providing customers with visibility, improved control and resource efficiency.

 

It helped increase our revenue by around 20% in 2025 and marked a shift in how we are perceived in the market, from supplier to strategic delivery partner. Moving to an end to end model directly enabled us to secure a number of significant contracts with key players in the utility sector. These wins were not driven by scale or pricing alone. They came from working collaboratively with customers to design solutions that addressed real operational challenges, particularly around asset visibility, logistics and lifecycle management.

 

In many cases, customers were struggling with lost assets, fragmented supply chains and limited data. Our Lifecycle Solutions and Final Mile capability allows those issues to be addressed in a joined-up way. This is where we have increasingly differentiated ourselves, by solving problems that were not being met by dominant players in the market.

 

In doing so, we have become a disruptor by challenging accepted norms and offering a more accountable, data-led and integrated alternative. We will continue to strengthen this position through further investment in data analysis and insight, giving customers better visibility and using logistics as a genuine performance differentiator.

 

Looking ahead

 

As we move into the next phase, our focus shifts from transformation to consolidation. Growth remains a priority, with turnover expected to increase by 30% in 2026, but the emphasis in the first half of the year will be on bedding in structures, refining processes and improving efficiencies.

 

We will continue to expand in core verticals including smart metering, EV, telecoms and solar, while also working with partners delivering heat pump and low carbon infrastructure programs. While Final Mile may lead the conversation, the strength of our offer lies in our total solution capability and our ability to act as a single trusted partner across multiple sectors.

 

Sustainability will play an increasingly important role in this next phase. We were proud to launch our 2025 Sustainability Report, and the year ahead will be focused on embedding that strategy into everyday practice. This includes rolling out sustainability awareness training for all our people, continuing to improve data quality and strengthening our credentials as an ethical and responsible business.

 

Above all, the year ahead is about people. Recognising performance, investing in talent and ensuring that our values are lived day to day will remain central. None of what we have achieved would have been possible without the commitment and dedication of our teams, the trust of our customers and the support of our partners. With those foundations in place, we are well positioned for the next stage of our growth.