LDC Top 50 2025
Stuart Browne
Founder and CEO
Resulting IT
Revenue, profit and headcount are one thing but, for Stuart Browne, success is measured by what he calls “the poke in the eye” effect. “We have no right to have the brand profile we do,” says the Resulting IT founder.
“I’m from a small northern town, built this from my spare room, and now we’re getting talked about in the head offices of the world’s biggest companies.” Browne raised investment for his IT consultancy in 2023, and it just spurred him on. He’s expanding fast into the US and plans to double the size of the business in three years. “When you’re the underdog, people don’t see you coming.”
When you’re the underdog in a competitive market like SAP, people don’t see you coming.”
Q&A
What drives you in business?
I used to work for a Big Four consulting firm, but I realised that if I stayed there I’d miss my kids growing up. I created this business for me, never intending for it to be anything. I just wanted to work three days a week. But then Unilever asked for more of my time, so I had to make a few hires, and there were four of us within a year. It was only after I got divorced that I took business a lot more seriously. In an interim CMO role, I had helped a client triple turnover in three years and thought: why am I not doing that for Resulting?
What’s unique about Resulting IT?
We are straight talkers. Many of our people have spent time in a manufacturing environment, where things just need to get sorted. Other consultancies take ages to give you a solution and charge you for the privilege. As a customer-side SAP consultancy, we fight in the trenches with our clients. Our last Net Promoter Score was 93% in an industry where 60% seems good.
How do you get the best out of your team?
Everyone has share options, even the junior trainee. I played rugby league when I was younger and I still play touch rugby every week. Playing competitive team sports into your 50s does something to your brain – there’s something about communication, having each other’s backs and having a game plan that gets thrown back into work. A lot of work teams aren’t really teams. They are just people sitting in an office together.
