In this interview with Darren Gillard, CEO of Deecon Consulting, he reflects on the company’s journey, core values, and growth strategy over the past 15 years. Darren began his career inspired by a family background of entrepreneurship. After studying civil engineering and quantity surveying, he gained industry experience working for major firms, eventually deciding to build Deecon Consulting. He started Deecon as an associate-based consultancy before pivoting to a “proper management consultancy” model about eight years ago, focusing on sustainable growth and team development.
A key theme Darren emphasizes is Deecon’s culture, which he believes is vital for productivity and satisfaction. For him, culture involves fostering a positive, collaborative workplace where employees have ownership over their work and are empowered to shape their roles. This led Deecon to establish a flexible work environment and a graduate scheme to attract and nurture new talent. Darren explains that Deecon’s DNA, captured in terms like “collaboration” and “quality,” is collectively defined by his team, creating a shared sense of purpose and pride.
Throughout the interview, Darren shares insights on leadership, the importance of adaptability, and the risks of transitioning business models. His approach to business centres on being clear about his direction and drawing on mentorship and team input to guide Deecon’s evolution. Now with 42 employees, Darren attributes Deecon’s success to its strong culture and commitment to quality, aiming for sustainable growth and positioning Deecon as a leader in consulting for utilities and infrastructure.
Below is a condensed transcript of the interview (but you can scroll to the bottom to watch the full interview):
Jonny: Perfect. To start, could you introduce yourself and give us some background?
Darren: Absolutely. Thanks for coming in today—much appreciated! I’m Darren Gillen, CEO and founder of Deecon Consulting, which I started back in December 2008. We’ve been steadily growing over the last 15 years, with some acceleration in the last 12-18 months.
Jonny: Interesting. Could you share what brought you into the fibre space?
Darren: Of course. We’ve been active in the fibre space for about six years now. But before we dive into that, let me give you some background on my career.
I come from a family of entrepreneurs—my parents owned small businesses, from cafes to drinks companies—so my brother and I grew up with that drive. They also emphasized education, which led me to study civil engineering and then quantity surveying. I landed in quantity surveying by chance; it combined financial aspects with engineering, which I loved, plus the program offered to send me to Amsterdam for my final year!
My career started with a quantity surveying consultancy, and over time, I worked on large projects like the West Coast Main Line Modernization, eventually moving into utilities with roles at Thames Water. When my company merged with a larger engineering consultancy, I found the culture didn’t align with my values. That’s when I decided it was time to go out on my own.
Jonny: And that’s when Deecon Consulting began?
Darren: Exactly. I initially worked with Thames Water as a consultant through my own limited company, and it quickly grew into a network of associates. I’d love to share more about that growth.
Jonny: Yes, please do. How did the company evolve from there?
Darren: Initially, we were like a hybrid of consulting and recruitment, with associates working under the Deecon umbrella. We gained significant experience through dispute resolution projects, like adjudications and arbitrations for utilities. At one point, we had about 30-40 associates, but around eight years ago, I decided to restructure. We shifted from an associate model to a true management consultancy model and launched a graduate scheme, which has been instrumental in our sustainable growth.
Jonny: That must have been a challenging transition. What led to that decision?
Darren: It was a leap of faith, definitely. Shifting away from a profitable associate model meant revenue initially dropped. But I had a clear vision for Deecon as a long-term consultancy, not just a group of associates. That clarity helped us push through the uncertainty.
Jonny: You mentioned culture several times—what does a positive culture mean to you?
Darren: Culture is everything to us. To me, it means our team genuinely enjoys coming to work, feels valued, and has a strong sense of ownership. We avoid rigid rules; instead, we focus on meeting project goals and giving team members the autonomy to do their best work.
We also have a Deecon “DNA” that our team helped create, reflecting our core values of collaboration, communication, and quality. We have a collaborative, open environment where everyone can contribute, and it’s rewarding to see this culture reflected in our team’s commitment and pride.
Jonny: And today, how large is the team?
Darren: We’re at 42 employees, with a few more starting next week.
Jonny: You’re on track to reach 45 by year-end. When you started with just eight on the project side, were you building Deecon’s DNA from scratch, knowing it could adapt as you grew?
Darren: Absolutely. From the beginning, we focused on creating a culture that could scale. Now, as a leader, I work more “on the business” rather than “in the business.” I keep an eye on things without being hands-on daily, and we maintain a very flat structure where anyone can reach me 24/7, which fosters open communication and culture.
Jonny: How do you reinforce that culture, especially when things feel off?
Darren: You can feel the culture the moment you walk in. Yesterday, I noticed the team was a bit flat, so after our end-of-month meeting, we had a social drink to decompress. Our culture encourages everyone to support each other, with initiatives like mentor-mentee programs and even asking others, “Is there anything I can help with?” This collaboration and openness make it a place I’d want to work.
Jonny: That’s great. Culture is clearly a priority. Let’s shift focus to fibre. Why did you enter the fibre world?
Darren: About six or seven years ago, we saw fibre becoming essential. With everything in homes being tech-driven, old networks didn’t have the bandwidth to support the future. We’d already been working in utilities, particularly water, and wanted to bring our expertise into telco. That led us to a major tender with BT for Openreach’s network services, positioning us as a leading consulting partner.
Jonny: With that utility background, how have you applied those learnings in telco?
Darren: Utilities, like water, have long-term asset management cycles, which give us a deeper understanding of effective supply chain management. We bring those best practices to telco, which lacks the same structured cycles. Learning from multiple sectors allows us to develop strategies that create efficient, sustainable supply chains for fibre projects.
Jonny: Looking at telco trends, what issues can Deecon address?
Darren: Telco still lags in data analytics compared to sectors like banking. Our new CTO, who has banking experience, is helping us—and our clients—become more data-driven. This includes creating digital spaces for data management that inform strategic decisions. Another big area is transformation. Many fibre companies have grown rapidly, and now they’re facing inefficiencies. We help them scale sustainably, whether it’s through people strategies, property strategies, or systems.
Jonny: With the recent rise in acquisitions, do you help with integration and transformation?
Darren: Absolutely. Merging companies requires more than just aligning processes; it’s about cultural integration, clear communication, and governance. My experience with mergers in previous roles helps us support clients with smooth transitions.
Jonny: For companies hesitant to outsource, especially with internal growth demands, what’s your advice?
Darren: Deciding between in-house and outsourced work is like the “make or buy” decision in tech. We help clients weigh the pros and cons based on their strategy. The right mix depends on alignment across leadership, strategy, and the supply chain. When people are in the right roles with clear purpose and support, they thrive.
Jonny: Perfect. Thank you for the insights. I wanted my audience to understand how you’re applying your expertise in fibre, especially with the industry evolving so fast.
Darren: Thanks for having me. Looking forward to catching up again soon!
